CPMS

Turning IT into a Service BLUESCREEN

BPM presentation XML City

Credit Proposal Management System CPMS II
for DaimlerChrysler Services AG

© BlueScreen GmbH Q2/04 Methodic_SDF: DaimlerChrysler CPMS 1


DaimlerChrysler Services AG
Credit Proposal Management System CPMS

• CPMS Description & History
• DCS Business considerations
• DCS BPM Context
• CPMS Goals
• Technology backgrounds
• Implementation
• CPMS Impressions
• CPMS Experience




CPMS Description & History
• CPMS supports dealership and fleet financing proposals
• CPMS originally started in 1998
• First release based on Lotus Notes / Domino / Domino.Doc /
Domino.Workflow
• Used at regional and world headquarters:
No access for local companies
• Requirements changed in 2002:
Global availability, refined data structures
• CPMS II project in 2003:
Established J2EE platform, global availability and
enhanced user experience




• DCS BPM Context
• CPMS Goals
• Implementation
• CPMS Experience



Business Drivers for IT Consolidation

The corporate IT landscape is highly segmented and dominated by
proprietary infrastructures binding enormous capital and resources:

• 80% of current IT Budget is assigned to maintenance
• 20% to innovation *

*Source:
The Yankee Group, Enterprise computing, January, 2003



Management Perception of IT Value:

IT has long been seen as merely tactical, but the perception has changed
dramatically. New emphasis lies on strategic value creation based on innovation,
existing investment and reduction of cost.

Perception of
Business Value of IT
Now
Business value

Value
STRATEGIC

• Productivity
• Revenue
• Cost
• Profit
• Processes

TACTICAL

• Bandwidth
• CPU
•
•
Storage
Data Base
Tactical Strategic
• Systems Source:
• Availability Time Yankee Group, 2003



Changing Financial Services Market

• Globalization
• Increasing
• One-Stop-shopping
competition Financial • Decreasing loyalty
• Regulatory Supply Demand
environment side Services side
• Increasing demand
for speed, quality +
Institutes competitive rates

Technology

• eCRM
• Outsourcing
• IT-based
processes



... Causing the Industry to go through a Development Comparable
with other Industries before ...

1960 1980 2000

Steel Industry Automotive Industry Financial Services
Industry




• DCS BPM Context
• CPMS Goals
• Implementation
• CPMS Experience



BPM Definition & Deliverables

• BPM is a system methodology to aid the identification,
comprehension and management of business processes that
interact with people and systems inside and outside of
enterprises

• Deliverables:

Workflow + EAI + B2Bi + J2EE

Gartner



Business Process Management

• Business Process Management provides a top-down methodology
for analysis, modeling, implementation, verification and review of
business processes.
• BPM-integrated processes within the enterprise or across corporate
boundaries enable business-to-business collaboration.
• BPM aims at implementing open specifications and conversion of
legacy towards process-oriented.
• No unified standard available yet.



BPM goals at DaimlerChrysler

Optimized Compliant Measurable Harmonized

Process Basel II Realtime data Technology base
Speed Sarbanes-Oxley Data export Client base
Availability Governance Turn Times User Interface
Understandable Etc. Forecasts Process
GUI



BPM is a continuous management function with impact on process
efficiency, IT Systems and company Governance

Documentation
Analysis Business Process Design Business Process
Optimization
Target process definition
Monitoring Measurement/OPI
Benchmarking
Continuous
Process Improvement
Input for IT systems Input for anticipatory
development Corporate Manage-
ment (e.g. BSC)
Business Process
Implementation

Communication
Consulting
Change Management

Operational process efficiency improvements




• DCS BPM Context
• CPMS Goals
• Implementation
• CPMS Experience




CPMS Goals:
Speed, Efficiency, Transparency, Standardization (SETS)

• Shorten credit proposal turn time
• Global standardization for process and data
• Controlled, auditable process
• Role based security model
• Ease of use
• Delegation model for administrative tasks
• Integration of North American Credit Shell




• DCS BPM Context
• CPMS Goals
• Technology background
• Implementation
• CPMS Experience



IT Business Value: Delivery of Services

To counter business threats resulting from a tactical IT perspective
like cost explosion, functional failure or design mismatch, IT should
be valued by its deliverable: Service.

Measuring service delivery against business goals provides insight
on quality, cost and required improvements.

To enable this, IT infrastructure, IT management processes and business
processes should be viewed from an integrated service delivery
perspective.



IT as Service: Definition

Deliver as Service

User and Customer
IT Infrastructure IT Management Business
& Applications Processes Processes

Must enable IT services Must monitor and Must provide service to
delivery manage IT service customer and user



IT as Service: Requirements

Reduce Complexities

User and Customer
BPM
J2EE

ITIL
IT Management Business
IT Infrastructure
Processes Processes

Standardize IT Implement common ITM Apply Integration
Architecture Process Model Methods



Standardized IT Architecture: J2EE

• The J2EE (Java 2 Enterprise Edition) platform enables service
implementation based on a unified, industry strength architecture.
• J2EE, designed for modularity, scalability, availability and system
integration is a state-of-the-art, proven architecture.
• The complexity of the J2EE architecture reflects the requirements
of the complex networked business environment.

• Our Methodic Software Development Framework manages the
complexity of J2EE enterprise software development.



The ITIL (IT Infrastructure Library) Model

Developed in the nineteen eighties by the OGC, the British Office of Government
Commerce and since 1995 maintained by EXIN, the Dutch National Exam Institute
for Informatics.

Implementation Plan for Service Management

Technology
Service Management
Business

Service ICT Infra-
Structure
Business Support Management
Perspective
Service
Delivery
Security
Management

Application Management
Source:
OGC/EXIN



Analysts about business logic

“Coding business logic is not a viable option in
dynamic environments. Organizations must invest in
technologies and infrastructures that can automate
and optimize processes strategically.”
- Andrew Warzecha, Meta Group




• DCS BPM Context
• CPMS Goals
• Technology background
• Implementation
• CPMS Experience



IT as Service: Our Model

Methodic_SDF: Structured Development Methods

User and Customer
BPM
J2EE

ITIL
IT Infrastructure
Processes Processes

JMethods: ITMethods: XMethods:
J2EE Components ITM Services & XML Process Integration
& Patterns Interfaces & Rules



JMethods, ITMethods, XMethods

Structured Development Methods
JMethods: ITMethods XMethods
Pure J2EE compliance ITIL conform well defined • XML enables extensible
Components and patterns: processes for: structuring of information

User and Customer
Datamanagement • XML is a light-weight text format
• Connectors • Specification which can be processed in any
• Data providers • Development environment, human and machine
• Business Beans • Test readable
UI • Redesign • XML is a W3C standard
• Forms • XML modeling provides flexibility
• Views AND speed
• Charts
• Reports Schema for Specification:
Processes • Data
• Services • Forms
• Events • Processes
• Activities • Configuration
• Roles • Generation
Deployment (specifics)

IT Infrastructure
Processes Processes



Methodic_SDF Software Development Framework

Business Process Innovation

Business Process

Analyze Define Implement

ORGANI- DATA
PROCESS
SATION XML PROVISION XMethods
Methodic X Methods
Generate
ITMethods
DATA VIEWS PROCESSING RIGHTS NAVIGATION

Methodic J & IT Methods
Generate JMethods

EJB Servlets Java Beans JSP SQL

J2EE Platform

DIRECTORY J2EE Application Server RDBMS Legacy
RUNTIME ENVIRONMENT



Methodic_SDF fills the business logic gap
ARIS, BPML, BPL et Al.:
MethodicRules XSpec
XML Modeler import
specification layer
HTML, Java, & JSP Wizards:
UI Components, GUI
70% Automated / 30% Manual Dreamweaver, JBuilder,
Methodic_SDF
VA Java, Vignette, Vis Cafe…
presentation layer Process Design, Management,
& Execution:
97% Automated / 3% Manual Methodic_SDF
process layer Automation of Business
Transactions:
service layer Enforcement of Business Logic
Across Data Sources:
data logic layer
Integration & EAI Vendors:
Data persistency:
integration layer
100% Automated / 0% Manual Methodic_SDF WebMethods, Mercator,
Vitria, Tibco, IBM…
Integration layer
Enterprise Application: SAP,
back office value chain PeopleSoft, Siebel, home-grown
solutions…



Methods based BPM Process Consolidation & Aggregation

Process Design:
Usability, UI, Time
Codegeneration and
Usability, UI

Definition of Process
Criteria:
Operational Goals and
Service Levels

Defined Criteria and
Methods of Testing
Technical and Usabilty
tests

Initiation of Business
Process

Flexibility and speed based on 5
Phases BP Data Aggregation




• DCS BPM Context
• CPMS Goals
• Implementation
• CPMS Experience



impressions

• Workspace



impressions

• Credit facility
interface



impressions

• User Profile
Administration



impressions

• Reporting filters



impressions

• Embedded
tutorial




• DCS BPM Context
• CPMS Goals
• Implementation
• CPMS Experience




Jan Feb Mar Apr May Jun Jul Aug Sep Nov Okt Dec

Business Analysis / Business Concept / UI Prototyping

Review of Prototyping Results / Business Descision / Contract finalization

System Development / Infrastructure verification T Setup of
Support Processes (Change Management, Release Management,
User Support, Back-Up)

Test / Pilot phase

Pilot Review / Implementation of
Change Requests

Go Live



CPMS Project Experience



Thank you! Do you have questions?

Contact

BlueScreen Beratungsgesellschaft mbH
Pfuelstraße 5
10997 Berlin
Germany
+49 30 695 379 10
Fax +49 30 695 378 29
info@bs-berlin.de
www.bs-berlin.de

Gertjan Rooijakkers
IT Strategy - Business development



About us

Since its founding 1999 BlueScreen is driving the business value of IT. BlueScreen, headquartered
in Berlin, consults on, plans and delivers high quality customer specific software. Focused on
providing to corporate customers a suite of ITIL best practises solutions and implementing on a
reference XML-J2EE software development framework, BlueScreen leverages the strengths of the
J2EE platform for IT and BP management:

Turning IT into a Service.

Customers: Schering AG
(IT Project Portfolio, IT Balanced Scorecard, IT Inventory, Project Management
System, Global Quality Assurance System)
(Credit Proposal Management System)
twenty4help AG
(Portal Project, join4help, Sales Force Automation, Incident anagement)


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