ARIS ― An Enterprise Tool Supporting BPM
and Enterprise Change Management
Carol Hoyt, SVP/Sr. Quality & Change Delivery Consultant
June 22, 2010
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Bank of AmericaCompany profile
One of the world’s largest financial institutions
� 59 million consumer and small business relationships
�5,900 retail banking offices,18,000 ATMs
�30 million active online banking users
�Top market share for debit cards, credit cards, home loans and
investment services
� Leading wealth management company
� Global leader in corporate and investment banking and trading
� Industry-leading support to approximately four million small business
owners
� Clients in more than 150 countries
� Primary dealer in 16 countries with top research rankings around the
world
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ARIS business process modeling
The beginning . . . � Initiated in August 2004 as a Design for Six Sigma (DFSS) project
� Sponsored by process improvement areas and control
organizations
� Requirements
�Modeling utility
�Can be applied across diverse user base
�Pre-defined standards
�Key information integration
�Centralized repository and revision management
�Enterprise availability
� Piloted in 2005
� Production environment rolled out mid-2006
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Process modeling environment 2006 (Production)
ARIS Business Designer 7.0
ARIS Basic Training available
Training sessions scheduled
throughout the year
Key information updated
based on source information
changes
Release cycle management
implemented for change
control
Design, release and archive
libraries exported daily to
ARIS Business Publisher
ARIS Business Server
ARIS Business Publisher
Database server
ARIS repository
� Design
� Review
� Release
� Archive ARIS Modelers
– Web browser
ARIS Admins –
Windows client
Key Information
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ARIS business process modeling2006 through 2009
Support
� User support provided centrally by a small number of associates assisted
by ARIS power users distributed throughout the company
� Technical support provided by a small central group
Engagement
� Pull strategy ― Upon request, no enterprise mandate but some business
unit mandates
Utilization
� Business process maps to support various business objectives
� 2007 ― Application architecture modeling
� 2008 ― Sarbanes-Oxley modeling, conversion of existing Visio models to
ARIS
� Increasing utilization across the company
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Challenges recognized in 2009
Growth
� Demand outpacing small user and technical support groups
� Infrastructure right-sizing essential to support increased use
Change in focus to simplification and transparency
� Discipline of business process management
� Importance of standards and governance on data quality
� Increased emphasis on connections between the entities in the models versus the individual models
� Demand for a variety of reports based on the repository data
Emerging requests for advanced functionality
� Process intelligence through collection and analysis of metrics
� Additional model types suitable for technical architecture
� Simulation capabilities for process improvement analysis
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Moving into 2010
Managing growth
� Centralized and expanded ARIS support
� Upgrading the infrastructure
Supporting simplification and transparency
� ARIS support moved to enterprise capabilities support group
� Expanded enterprise standards through evolving business process
management capability
� Value of matrix models for facilitating simplification
� Development of new reports
Providing advanced capabilities
� Licensing additional ARIS components
� Targeting areas for proofs of concept
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Current stateA Bank of America line of business case study
Organization overview
� Technology group
� Small number of high value applications (≈300)
� New organization
� Insulated environment
Underlying corporate culture: “do the right thing”/“just do it”
Professional orientation
� Advanced technical orientation/skill set
� Career pull, niche technologies
Implementation of a major application architecture management niche
toolset
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Get There Faster.
Adoption by a business
architecture group
�Organizational maturity, impacts and considerations
• Harmonizing versus competing
• A matter of design (using Lean Six Sigma and DFSS design
concepts)
• Business system architecture, Six Sigma-based practical
engineering
• The visual factory
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Expanded modeling discipline
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Standardization of group structure― closed loop business system
architecture model
� Control libraries
� Business process hierarchy
� Application library
� Alternate view library
� Organization library
Reporting
� ARIS standard reporting and analysis
� Third party reporting tool
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Adoption by a business
architecture group
• Organizational maturity, impacts and considerations
�Harmonizing versus competing
• A matter of design (using Lean Six Sigma and DFSS design
concepts)
• Business system architecture, Six Sigma-based practical
engineering
• The visual factory
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ARIS
� Core enterprise modeling tool
� Configurable, multi-dimensional tool
� Meets customized requirements
� Supported by central group responsible for tools which enable
enterprise capabilities
� Perception challenges
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Harmonizing versus competing
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Adoption by a business
architecture group
• Organizational maturity, impacts and considerations
• Harmonizing versus competing
• A matter of design (using Lean Six Sigma and DFSS design
concepts)
�Business system architecture, Six Sigma-based practical engineering
• The visual factory
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Business system architectureKey components
Entry model
� Navigational
� Structural (business process)
Libraries
� Capabilities
� Master objects
Detailed models and flows
� Process as transformation
� Clones (occurrence copies)
� Modeling discipline
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Breaking it downEntry model
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From a Six Sigma Point of view, critical business capabilities are delivered through the business process
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Breaking it down Libraries
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Libraries are defined by the business capabilities.
A library structure:
•Can simplify training
•Enables faster model development
•Enables simple maintenance of meta data (attributes)
•Can enhance reporting and analysis
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Breaking it down Process as transformation
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• Completes the closed loop
• Enables matrix navigation
• Materially increases speed of mapping detailed processes
• Increases relevancy and accuracy of analysis and reporting
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Breaking it down Modeling discipline “tailoring”
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Modeling disciplines added as needed . . .
�Enhanced professionalism, reuse�Systematic tailoring
�Systematic enforced modeling standards
�All major modeling disciplines supported by ARIS
�Gateway to more advanced ARIS functionality
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Adoption by a business
architecture group
• Organizational maturity, impacts and considerations
• Harmonizing versus competing
• A matter of design (using Lean Six Sigma and DFSS design
concepts)
• Business system architecture, Six Sigma based practical
engineering
�The visual factory
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• Graphical Kanbans (a Lean Six Sigma concept used in visual
factories) represent
� Entry model
� Libraries
� Views
� Business system architecture
• Helps break the drawing utility thought process
• Reinforce the business system architecture in both navigation
screens and as a graphical training tie-in
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A matter of design(Using Lean Six Sigma and DFSS design concepts)
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Kanban examples
Note: These are examples only. Actual design should address considerations such as: culture, understanding, and relative ARIS utilization maturity.
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A matter of designYour business system architecture environment
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But before you simplify, Develop with discipline
Use a structured methodology to define your business system architecture. . .
Simplify with structure• Reinforce the intended
experience• Simplify business
system architecture
structure in ARIS• Simplify any training
Business System
Architecture Entry Screen
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In a perfect world
• Have strategic sponsorship
• Have a strategic plan (multi-generation)
• Avoid the modeling utility label
• Leverage tenured knowledge
• Understand organizational and cultural alignment/maturity factors in
design and multi-generational planning
• Implement with a purpose
• Implement using some kind of discipline
• Develop internal reporting and macro scripting abilities
• Engineer the tools into business as usual, value added activities
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Get There Faster.
ARIS – An enterprise tool supporting BPM and
enterprise change management
Questions?
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