BPM Training Material

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Business Process Management

Business Velocity Consulting

22nd Jun 2012



• Business Goals, Objectives• Business Process Concepts and Fundamentals• BPM Concepts and Fundamentals• Business Modeling• Business Process Modeling• Business Processes and IT Processes• Business Architecture / IT Architecture Alignment•

Using BPM Discipline with Six Sigma & LeanMethodologies• Process Quality, Governance, and Metrics Frameworks• Business Process Governance & Centers of Excellence

Agenda



Introduction



Tasks that human beings Perform?

Walking

Reading

Talking

Eating

Breathing

Seeing

Hearing

Swallowing

Cooking

PaintingCoding

Playing

Critical, Fairly complex tasks performedwithout actually thinking about them

Deliberate tasks that require someconcentration and adaptation but quicklybecome second nature

Distinguishing capabilities – hard for thenovice but an expert can perform these withfair amount of ease



• Companies are not blessed with theequivalent of a human brain whichcoordinates all of a person’s activities.

• Human Resources should limit the time theyspend on what should be routine activities.

• Focus attention on higher-order processes –

respond to new business opportunities,develop new products et al.

Tasks that Companies Perform..

How ?



BPM – Business ProcessManagement

•

What is Business? Refers to individuals, interacting together, to perform a set of activities to delivervalue to customers and a return on investment to the stakeholders.

• What is Business Process?

End-to-end work which delivers value to customers.• What is Business Process Management?

“Business Process Management” (BPM) is a disciplined approach to identify, design,execute, document, measure, monitor, and control both automated and non-automated business processes to achieve consistent, targeted results aligned with anorganization’s strategic goals .BPM enables an enterprise to align its business processes to its business strategy,leading to effective overall company performance through improvements of specificwork activities either within a specific department, across the enterprise, orbetween organizations.

Page 7



Agile

Exceptional

Adaptable

Result-oriented

Strong Physique

B

P

M

B

B

ecome the

olt of your

usiness

Repeatability



Business Goals, Objectives



Business Goal, ObjectivesA cornerstone of successful organization has to be• The enterprise’s aspirations (its Vision) and• its action plans for how to realize them (its Mission)



Strategy

Projectmanagement Marketing Staffing Finance Sales Production Customer

Service

Functions in a Business



Business Process Concepts



Overview of BPM• What is Business?

Refers to individuals, interacting together, to perform a set of activities to delivervalue to customers and a return on investment to the stakeholders.

• What is Business Process?

End-to-end work which delivers value to customers.• What is Business Process Management?

“Business Process Management” (BPM) is a disciplined approach to identify, design,execute, document, measure, monitor, and control both automated and non-automated business processes to achieve consistent, targeted results aligned with anorganization’s strategic goals .BPM enables an enterprise to align its business processes to its business strategy,leading to effective overall company performance through improvements of specificwork activities either within a specific department, across the enterprise, orbetween organizations.

Page 13



BPM Concepts andFundamentals



BPM in the Industry Todayhttp://www.gartner.com/it/page.jsp?id=1530114 *IMPORTANThttp://www.information-age.com/channels/development-and-integration/p erspectives-and-trends/1643218/bpm-spending-to-increase-in-2011-gartner- poll-finds.thtml

• Recent research studies confirm that Business Process Management(BPM) is rapidly evolving as the dominant management paradigm of the 21st Century .

• Since 2000, the financial services industry (retail and investmentbanks, as well as insurance) has led the aggressive adoption of BPMS.BPM has mostly been embraced in service industries where humanproductivity and effectiveness are key to process performance.

• An APQC benchmarking study completed in March 2005 found that“BPM is the way best-practice organizations conduct business.”

•

In 2008, one of the biggest changes in this market was the increase inthe number of buyers looking to support continuous processimprovement and drive business transformation with BPM. Forexample, in 2007, Gartner’s anecdotal evidence found only two out of 10 Gartner clients expressed these requirements, compared with fiveout of 10 in 2008.

Page 15

http://www.gartner.com/it/page.jsp?id=1530114

http://www.information-age.com/channels/development-and-integration/perspectives-and-trends/1643218/bpm-spending-to-increase-in-2011-gartner-poll-finds.thtml




































BPM Suite and its Relevance• Better enterprise understanding, analysis and strategic planning enables decisions

that better align with key business goals such as greater agility, greater resourceoptimization, and reduced risk.

• Visual modeling of as-is and to-be environments for business process analysis andscenario decision-making

• Role-specific reporting, analytics, workflow and compliance controls to presentaccurate and relevant information where and when needed

Page 16



BPMS[BPM Suite] Vendors

17

http://www.gartner.com/technology/streamReprintPDF.do?id=1-18M4I5Y&ct=120109&st=sb







Business Modeling



Business Process Modeling



BPMN - Overview

BPMN 2.0(2010) -

Owned byOMG

BPMN 1.2(2008) -

Owned byOMG

BPMN 1.1(2007) -

Owned byOMG

BPMN 1.0(2004) -

Owned byOMG

BPMN 1.0(2001) –

Owned byBPMI

BPMN (Business Process Modeling Notation) is a graphical notation forbusiness process modeling maintained by the Object ManagementGroup.The objective of BPMN is to support business process modeling forbusiness and technical users.



BPMN – Helping Bridge Biz and IT

BPMN is an agreement betweenmultiple modeling tools vendors, who

had their own notations, to use asingle notation for the benefit of end-

user understand and training

BPMN provides a mechanism togenerate an executable BusinessProcess (BPEL) from the business

level notation

Business Process developed by abusiness analyst can be directly

applied to a BPM engine instead of going through human interpretationsand translations into other languages



Structuring of BPMN Elements

Core Set - Basic seriesof simple elements

Extended Set – Additional elements of specification thatbuilds further on theCore SetBusiness ProcessesDiagrams ,Collaboration,Conversation,Choreography



BPMN Elements – Core set (1 of 4)












Exercise 1

1

4

2

35



BPMN Elements – Extended set (1 o3)



Exercise 2

5 4321



BPMN Elements – Extended set (2 of



BPMN Elements – Extended set (3 o3)



BPMN Model Types



Collaboration



Business Process Diagram



Choreography



Conversation



Exercise 3

3

7

5

4

6 2

12

139

1110

2

1

16

18

15

14

24 25

2119

8

23

22

20

30

2827

26

3332

17

31

29

36

35

34

38

37



Additional References• Introduction to BPMN

– http://www.bizagi.com/docs/Introduction%20to%20BPMN.pdf • BPMN 2.0 Poster

– http://www.bpmb.de/index.php/BPMNPoster • Process Modeling using Bizagi

–

http://www.bizagi.com/docs/BPMNbyExampleENG.pdf – http://www.bizagi.com/docs/Workflow%20Patterns%20using%20BizAgi%20Process%20

Modeler.pdf • Additional Reference material

– http://www.bpmn.org/ • BPMN Forums

– http://blog.bpmn.info/

http://www.bizagi.com/docs/Introduction%20to%20BPMN.pdf

http://www.bpmb.de/index.php/BPMNPoster

http://www.bizagi.com/docs/BPMNbyExampleENG.pdf

http://www.bizagi.com/docs/Workflow%20Patterns%20using%20BizAgi%20Process%20Modeler.pdf


http://www.bpmn.org/

http://blog.bpmn.info/

http://blog.bpmn.info/

http://www.bpmn.org/



http://www.bizagi.com/docs/BPMNbyExampleENG.pdf

http://www.bpmb.de/index.php/BPMNPoster

http://www.bizagi.com/docs/Introduction%20to%20BPMN.pdf



Business - IT Architecture Alignment



BS1 BS2 BS3 Business Services

Business Processes

IT Processes



Business

Services

BusinessProcesses

ITProcesses



Architectural alignment



Processes Alignment



Live Case Study – Insurance Client



Group Health Claims – Long Wait Time

Sales/Relationship

Managers

DataManagementClaims

Department

Broker

ClientHR

Claim Request

Submitted byMember

Updated Member Informationunavailable

Long wait time for the Claims Department, and therebythe Customer, to get updated member information due

to the chain of events between Data Management-Sales-Broker-Client HR



Group Health Claims – Incoherent Data formats

Sales/Relationship

Managers

DataManagementClaims

Department

Broker

ClientHR

Claim Request

Submitted byCustomer

Updated Member Informationunavailable

Complete MemberInformation available

Inconsistency in data format of the member feed filebetween the Client HR Broker and again between

the Broker Insurance Firm, leads to substantialmanual work before setting up member data in the

LOB System



ClientHR

Group Health Claims - Proposed State

Sales/Relationship

Managers

DataManage

mentClaims

Department

ClientHR

Accurate and Updated member

information available at most times in theLOB System

Broker• Sales establishes direct communication channel

with Client HR• Agrees on a data format for the member feed file

that can be consistently and frequently uploadedinto the LOB system without manual work.



BPM Discipline withSix Sigma & Lean

Methodologies



Process Quality, Governance,andMetrics Frameworks



Businesses are growing big by the day making ittougher to keep pace with the challenges…

The challenges appear at a pace that

needs to be matched, if notbettered, by the business – else, the

risk is very obvious. But is that allbusinesses need to worry about?

In an ideal world, businesses wouldflourish unhindered on the greenestof pastures. But are things really that

simple in the real world?

There are challenges out there – regulatory/ competitive/

technological/ market forces – toname a few, so how does that change

the rules of the game?

Why Continual Improvement



Business Process Governance &Centres of Excellence



ThreeEssentials

Future

Findingsand

Solutions

Foundation

Fulfillment



Business Process Maturity Model

Initial

Managed

Standardized

Predictable

Innovating



Thank You

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