Bpms, Putting Business In The Driver’S Seat

Agilepoint BPMSPutting Business in the Driver’s Seat ,[object Object],The People-Ready Modern BPMS Enabling Agile and Process-Managed Enterprises,[object Object],Hans Hantson,[object Object],Business Development Manager ASCENTN EMEA,[object Object],Microsoft,[object Object],BPA,[object Object],Member,[object Object]

BPMS, Putting Business in the Driver’s Seat,[object Object],1,[object Object],What is BPMS and why should I care about it ,[object Object],2,[object Object],BPMS as enabler,[object Object],3,[object Object],Approach,[object Object],4,[object Object],Demo,[object Object]

What is BPM ?,[object Object],[object Object]

allows you to bring processes, people and information together.

BPM involves looking at automation horizontally instead of vertically.

BPM not only involves managing business processes within the enterprise but also involves real-time integration of the processes of ,[object Object],company with those of its suppliers, business partners, and customers. ,[object Object]

What is BPMS ?,[object Object],[object Object]

Dynamic infrastructure requires separation of flows, business rules and services

Connects to any system associated with the process

Blurs organizational boundaries

Monitors process status with eye toward continuous improvement,[object Object]

The Paradigm Shift of Process Values,[object Object],Continuous,[object Object],Performance,[object Object],Improvement,[object Object],Profitability,[object Object],Differentiated,[object Object],Competitiveness,[object Object],Business,[object Object],Agility,[object Object],Front Office / Information Worker,[object Object],Empowerment,[object Object],Adaptive Integration,[object Object],(Loosely coupled),[object Object],On-Demand ,[object Object],Automation,[object Object],Efficiency,[object Object],Cannot keep up with changes or ,[object Object],too expensive to re-automate,[object Object],Business,[object Object],Values,[object Object],of,[object Object],Process,[object Object],3rd Wave,[object Object],BPM,[object Object],Since 2001,[object Object],2nd Wave,[object Object],Workflow & ,[object Object],EAI,[object Object],Automation,[object Object],Efficiency,[object Object],Since 1980’s,[object Object],Time,[object Object],Changing Business Drivers and Marketing Conditions,[object Object]

BPM History,[object Object],1980’s = Business Process Reengineering (BPR),[object Object],[object Object]

BenefitImproved performance within the enterprise,[object Object],[object Object],Failed to provide agility, support ongoing change, or combine processes with partners,[object Object],1990’s = Enterprise Resource Planning (ERP),[object Object],[object Object]

Emerged from MRP in late 80’s

Didn’t facilitate integration of business partners into processes

Focused mainly on manufacturing & finance only

Never really was “enterprise”,[object Object]

Share business processes across the enterprise, and with partners, to bring ultimate value to customers,[object Object]

Mass production shift to mass customization

Customer are demanding total solutions

Industry boundaries are blurring

Value chains are becoming the unit of competition

Collaboration and coo petition are replacing traditional forms of competition

Change has become the only certainty,[object Object]

Focus on cost optimalisationResponsiveness / Agility,[object Object],[object Object]

Support new opportunitiesRigid Central Control,[object Object],Decentralized Coordination,[object Object],Requires predictability and low changes,[object Object],Continious Changes and creating more value (Innovation),[object Object]

Innovation and Agility,[object Object],40%,[object Object],Products,[object Object],Innovation = Existing,[object Object],+,[object Object],Services,[object Object],60%,[object Object],Added Value ||,[object Object],End to End Services,[object Object],Reduce time to deliver,[object Object],AGILITY,[object Object],Flexibility level of an organisation to adapt to new,[object Object],services, products .... ,[object Object],Quickly in order to increase profit,[object Object]

Sales level of profit,[object Object],Traditional business development,[object Object],Agility-Driven business development,[object Object],Sales ,[object Object],Increase Max. Profit,[object Object],Term by smaller and quick,[object Object],optimalisation,[object Object],cycles,[object Object],Push Market-Stream,[object Object],More to future,[object Object],Reducing Start-Time,[object Object],Sales level of profit,[object Object],Max. Profit term,[object Object],Product gets market stream – Reducing Profit,[object Object],Start-Time, Build, Prepare,[object Object],Innovation,[object Object],Time,[object Object]

BPM Technology Spectrum,[object Object],OEM &,[object Object],Partners,[object Object],‘Process Foundation’Infrastructure Play,[object Object],AgilePoint,[object Object],So, what ‘BPM’ are you talking about?,[object Object]

Business Process Management,[object Object],[object Object]

Bpms, Putting Business In The Driver’S Seat

Bpms, Putting Business In The Driver’S Seat

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