Software Group IBM Smarter Process BPM, ODM and Mobile - Overview and Demonstration Bill. Hahn@us. ibm. com Sr. Consulting BPM Solution Architect Open Group Master Certified SW IT Specialist http: //IBMBPMDemos. com for more information and resources
Agenda ‣ BPM Overview • • Where BPM fits – Human-to-Human and Human-to-System BPM Capabilities – Design, End-user Experience, Analysis Business-friendly & I/T savvy – Simplicity with Sophistication Rapid, Agile and Iterative Lifecycle ‣ BPM in Action Demonstration: • Process Designer – Model, Build, and Run using Agile “Playback” approach • Process Optimizer – Heat Maps, path analysis and end-2 -end metrics • Process Portal & Mobile – Turnkey End User Experience ‧ ‧ ‧ Easy to use Inbox for Task Management Social features for collaboration BAM Dashboards for monitoring in-flight work Custom Reporting for visibility and insight Mobile enabled for any device ‣ Questions and Answers 2 Confidential
Why shouldn’t opening a new account or filing an insurance claim be as easy as buying a book online? “An estimated $5 billion is up for grabs for the insurer who figures out how to make insurance as simple as ordering a value meal from a local fast food joint. ” ~ US Consumers Willing to Pay Five Percent More For Their Insurance 3 http: //www. thetruthaboutinsurance. com/u-s-consumers-willing-to-pay-five-percent-more-for-their-insurance /
What does it mean to be easy to do business with? “Amazon, Apple and Netflix provide the customer satisfaction benchmarks to which [other business] must aspire” ~ Where is the ROI on Customer Experience? Systems & Technology Journal, 2012 Insurance: Can I report an accident on my mobile device and automatically trigger a tow truck and taxi? Banking: Can I instantly add a family member to my credit card account? Healthcare: Can I shorten hospital stays by one or two days without compromising treatment quality? Government: Can I speed up passport control at the border for pre-certified frequent travelers? 4
Your customers are no longer your customers Homeowners in the 18 -34 range changed insurance carriers 2. 5 x more often than those 51 and older ~ The Voice of the Personal Lines Consumer Deloitte Research, 2012 “The proportion of customers planning to change banks has grown by 70% since 2011” ~ Global Consumer Banking Survey 2012, Ernst & Young “RETENTION IS THE NEW HOLY 5 ~ Beyond Price: The Rise of Customer-Centric Marketing in Insurance, Mc. Kinsey & Company, 2012
Effective business operations create superior customer experiences Process today plays a critical role in driving customer experience initiatives…from companies looking to overhaul customer service processes to companies seeking to deliver more compelling experiences that incorporate big data analytics and real-time guidance. The Forrester Wave: BPM Suites, Clay Richardson & Derek Miers, 2013 Customer experience is the #1 factor in both customer retention and acquisition: “Customer-Centricity…”, Boston Consulting Group, 2012. 6 6
Process efficiency alone is no longer sufficient to ensure success 7
Customer-centric business operations drive top line growth 8
IBM’s approach for reinventing business operations - to enable greater customer-centricity - in the age of mobile, social, cloud and big data - while driving efficiency and optimization into end-to-end processes 19 March 2018 9
Improve business efficiency & innovation with Smarter Process Typical process problems BPM brings order to the chaos Account Administration Executive Mgmt Billing Risk Management Teams Invoice Reconciliation Teams ERP Customer Service Account Admin Rules Imaging Finance & Ops Executive Management Rules CRM Customer Service Rules Finance and Ops § Inefficient working environment § Automate workflow & decision making § Incomplete or inaccurate data flow § Reduce errors and improve consistency § Inconsistent prioritization § Leverage existing systems and data § Lack of control over the process § Streamline processes and initiate actions § Poor visibility into process performance § Real-time visibility and process control 19 March 2018 10
Smarter Process in Action ss tion ce ra ro st P e ch r O BA sh M bo ard s Da So c ial Co ll ab Mo t m Mg s) bil n vent sio E e ci les & De(Ru 19 March 2018 11
Business Process Management Fundamentals BPM Defined: An integrated approach to aligning the key activities of an organization into processes that you can consistently measure to optimize value to your organization and its end customers. 19 March 2018 12
Typical Business Process Challenges & Results Optimize Human-to-Human and Human-to-System workflows Poor visibility into business processes Significant amount of rework due to exceptions Lost productivity due to unstructured tasks or inconsistent prioritization Inefficient work environment spanning multiple systems Inability to change processes as frequently as business demands üOrganizations had > 90% success rates on BPM projects. ü 67% of projects were completed in < 6 months, 50% in < 4 months. ü 77% of projects had returns greater than $100, 000 per project. üBPM projects had 10% or more Internal Rate of Return (78% had >15% IRR, some as high as 360%) ü 80% of the respondents felt an increase in competitive advantage. üBPM’s value to the company was higher than ERP, CRM and SCM. (Source: “Justifying BPM Projects”, Gartner) 19 March 2018 13
Process Improvement requires a “Third Way” Process-improvement requirements are likely to be unique, which favors build rather than buy. And, the timeframes and costs of both are often not compatible with process improvement. So, a ‘third way’ is required. IBM BPM is a “Best of Both Worlds” approach. “Third Way” BPM Build Flexibility + Customized + Unique - High TCO - IT bandwidth Buy Lower cost/time 14 Confidential Why BPM + + - Rapid ~ Agile ~ Iterative Roll out a custom Process Application in less time & lower cost than buying and customizing a packaged application. Reduced time Initial Cost Standard Feature set Reliance on vendor Response to Change
Typical Process Problems – Business Chaos Customer Service Account Administration Finance and Ops Executive 6 Management 1 3 1 1. Unstructured Tasks (Phone, paper, email attachments, etc. ) 2 2. Inefficient Working Environment Spans Systems 3 3. Inconsistent Prioritization 2 Invoice Reconciliation Teams 4. Incomplete or Inaccurate 4 Data Flow Between Systems & People 5. Lack of Control Over 5 Process Flow and Business Events/Exceptions 4 6 6. Poor Visibility Into Process Performance 5 15 Confidential
Typical Process Problems – Business Chaos Customer Service Account Administration Finance and Ops Executive 6 Management 1 3 2 Invoice Reconciliation Teams 4 5 16 Confidential
BPM Orchestrates Human to Human, Human to System & Inter-system Interactions …brings order to the chaos 1. 1 2. 2 Customer Service Executive Management BPM LAYER Standardize resolution across geographies Leverage existing systems and data Monitor for business events and initiate actions 6 6. Invoice Reconciliation Team 3. 3 5 5. Account Administration Reduce errors and improve consistency 4. 4 Finance and Ops Automate workflow & decision making Real-time visibility and process control Customer Benefits: • • Metrics, measurements, visibility and businessfriendly reports • Confidential Faster, More Consistent Issue Resolution • 17 Huge Reduction in Manual Work, Errors Rapid, Agile and Iterative process improvements
BPM Orchestrates Human to Human, Human to System & Inter-system Interactions …brings order to the chaos BPM Results: Finance and Ops Account Administration Invoice Reconciliation Team Customer Service Executive Management Visibility Agility Control Collaboration BPM LAYER Automation Integration Governance Optimization 18 Confidential
The essential BPM capabilities • Modeling Customer Service Finance and Ops Account Administration Executive Management • Monitoring • Automation Risk Management Teams • Governance • Optimization • Rules • Business Data • Documents • Events • Integration • Collaboration • Analytics 19 Confidential
Goto http: //Smarter. Process. Demos. com for Demos BPM Roles-based Platform – Rapid, Agile and Iterative Process Portal Admin Console UI Screen Flow Coaches Manager Worker Dashboards Administrator Execute • Collaborative platform Process Designer BPM Developer • Iterative, shortened development cycle Process Inspector • What you model is what is executed! Design BPM Shared Model Process Center Process Templates Blueworks. Live. com • Shared process model (Always Runnable) • Lower technical effort (less time, cost, risk) Optimize • Simplicity with Sophistication (Business-friendly & IT-Savvy) Process Designer Process Optimizer Business Analyst Process Modeler 20 Confidential
Goto http: //Smarter. Process. Demos. com for Demos Blueworks. Live & BPM IBM Business Process Manager http: //Blueworks. Live. com The simplest way to get started with BPM Process Discovery “Modeling for Documentation” 21 The quickest way to deliver robust process applications Process Implementation “Modeling for Execution” Confidential
Goto http: //Smarter. Process. Demos. com for Demos BPM in Action Blueworks. Live & BPM Rapid, Agile and Iterative Process Portal Process Coach UIs 1 Process Discovery, Modeling & Analysis Execute Worker and Monitor 4 Manager Execute Design Model for Execution 2 Import Process Model Process Center Shared Model 5 Process Designer XPDL Confidential Analyze and Improve Process Optimizer 3 Business Modeler 22 Optimize Business Analyst
Goto http: //Smarter. Process. Demos. com for Demos IBM “BPM on Cloud” Demos 23 Confidential
Goto http: //Smarter. Process. Demos. com for Demos BPM in Action 24 BPM End 2 End DEMOS Confidential
Goto http: //Smarter. Process. Demos. com for Demos On. The. Fly DEMO Smarter Process – Mobile + Process, Rules & Events 25 SAP SAP Tour SAP BWL 1 BWL 2 BWL Col BWL >PD PPTour OF Dash OF OPT+ PPSpanish Dash AO GOPT I C L e i i Collab OF Confidential Responsiv S P P Collab AO A D h o I G Map i. Pho M O F ART OTP BPM 85 E 2 E P B K PD BFS NM BFS PD Tour BFS Visibty VIP BFS GEO Visibty ME N S T PD Collab Snap. Design ppd. DIAGs Snap Deploy On Thy Fly Incdnt Mgmt ODM Retail BR 1 BR 2 BR 3 ODM 1 DM 2 DM 3 ODM 2
Goto http: //Smarter. Process. Demos. com for Demos IBM BPM Platform: Key Differentiators 8. Proven Methodology Rapid, Agile, Iterative 1. Process Blueprints Collaborate on Process Modeling 7. Process Optimizer Deep metrics and Visual Heat Maps 6. Process Center Shares Process Model for Continuous Process Improvement Execute 9. Mobile Ready 26 Design 2. In-Context Collaboration Real-time Multi-person Screen-sharing Rapid, Agile and Iterative 3. Intelligent Dashboards And Custom Reporting 4. Process Playbacks 5. Snapshots It’s ALWAYS Instantly Runnable! Seamless Versioning Design-time & Runtime BPM Shared Model Process Center Optimize 10. Cloud Enabled Confidential
Goto http: //Smarter. Process. Demos. com for Demos IBM BPM+ODM: Key Capability Areas (a. k. a. Differentiators) 1. Process/Decision Discovery 9. Loosely Coupled, Tightly Integrated: BPM + ODM + Mobile 8. Proven Methodology: Rapid, Agile, Iterative BPM Project to Program 7. BPM/ODM for Private/Public 6. Mobility 5. Visibility/Optimization Clouds 2. Social Collaboration 3. Social Intelligent Dashboards 4. Process/Decision Centers Execute Private Clouds 27 Design Confidential Shared Model Optimize
Links to Your Next Steps… Including Education and Enablement Services http: //Blueworks. Live. com os &e m iv Deud Test-dr Clo http: //IBMBPMDemos. com BPM Process Discovery & Modeling in the Cloud – Process modeling and analysis – Social collaboration – Easy enough for novices and rich enough for experts BPM Process Modeling & Implementation • Rapid process application development • Continuous process improvement • BPM program management Education, Enablement and on-demand Services • Quick Win Pilots • Role-based education & mentoring • Expert Services when and where they’re needed http: //www. ibm. com/developerworks/ websphere/services/ 28 Confidential
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