Phil Gilbert BPM

Software Group

BPM Best Practices HighlightsBased on over a decade of BPM Services Engagements

[email protected]. Consulting BPM Solution Architect Open Group Master Certified SW IT Specialist

http://IBMBPMDemos.com for more information and resources

Phil Gilbert BPM Worksafe Video Banco Video IBMBPMDemos.comPhil Gilbert DM

ConfidentialConfidential2

Frequently Asked Questions

‣What makes BPM different?

‣What happens after my first project?

‣What does that mean for resources?

‣How can IBM help ensure our success with BPM?


Integrated

Measure

Processes

Optimize

BPM Defined

‣ An integrated approach to aligning the key activities of an organization into processes you can consistently measure to optimize value to your organization and its end customers.

• Align people & tasks to valuable outcomes

• End-to-end vs. silo

• Cross-functional

• Technology + methodology

• Compresses cycle time for process lifecycle

• Enabled by BPMS platform

• High visibility into performance of process & people

• Metrics that are meaningful to the business

• Quantify impact of process improvements

• Enhance process to maximize business value

• Identify & remove bottlenecks

• Eliminate non-value-add activities

Confidential4

Process Improvement Requires A “Third Way”

Flexibility

Low cost/time

BuildBuild

BuyBuy

CustomizedUniqueHigh TCOIT bandwidth Reduced time

Initial CostStandard Feature setReliance on vendorResponse to Change

“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.

BPM

Confidential5

ExecutiveManagement

CustomerService

InvoiceReconciliationTeams

Finance and OpsAccount

Administration

1

2

3

5

4

6

1. Unstructured Tasks and Communication (ex Paper or email)

2. Inefficient Working Environment Spans Systems

3. Inconsistent Prioritization

4. Incomplete or Inaccurate Data Flow Between Systems

5. Lack of Control Over System and Business Events (Exceptions)

6. Poor Visibility Into Process Performance

1

2

3

4

5

6

Typical process problems

5

Confidential6

ExecutiveManagementCustomer

Service

InvoiceReconciliation

Team

Financeand Ops

Account Administration

1. Automate workflow & decision making

2. Reduce errors and improve consistency

3. Standardize resolution across geographies

4. Leverage existing systems and data

5. Monitor for business events and initiate actions

6. Real-time visibility and process control

Customer Benefits:

• Huge Reduction in Manual Work, Errors

• Faster, More Consistent Issue Resolution

• Metrics, measurements, visibility and business-friendly reports

• Rapid, Agile and Iterative process improvements

1

2

3

4

5

6

BPM brings order to the chaos

6

Confidential7

ExecutiveManagement

CustomerService

Risk ManagementTeams

Financeand Ops

AccountAdministration

• Modeling

• Monitoring

• Automation

• Governance

• Optimization

• Rules

• Business Data

• Documents

• Events

• Integration

• Collaboration

• Analytics

The essential BPM capabilities

Confidential8

Shared Model Architecture – Roles Based – Simplicity with Sophistication

Systems

Manager

Process ScoreBoards

Developer

Service ModelerProcess Inspector

Shared Model

Process Modeler

Business Analyst

Process Coaches

Worker

Process Portal

Business Analyst

Process Optimizer

Events

Confidential9

What gets deployed …

Business Analyst

Modeling Simulation

Managing CODE … instead of PROCESS

Conventional Approach to App Development

Workflow Developer

Workflow DataManagement

SystemIntegration

BusinessRules

EventMonitoring

Biz Logic Developer

Metrics Analytics

Report Writer

Human Interfaces

UI Developer

Version 1

Version 2

“Visio-like”

“Bucket Brigade”

??In synch?

??


Traditional Solution Approaches

Define, Measure, Analyze

Improve Control

No Integrated Process

MeasurementPlatform

No Integrated Operational

Control

No Integrated Operational

Control

Implementation Highly VariableImplementation Highly Variable

High Investment – Low LeverageHigh Investment – Low Leverage

Process Improvement Disciplines (i.e. Six Sigma)

Solution Development Lifecycle

Analysis, Plan, Design

Code(Buy vs. Build)

Deploy, Maintain

No Systematic Operational

Control

No Systematic Operational

Control

System Focus vs. People

Focus

System Focus vs. People

Focus

Functional Focus vs.

Process Focus

Functional Focus vs.

Process Focus


BPM Solution Lifecycle

Define Implement Operate Measure

BPM Solution Stages

Manage BPM Solution

Define

Operate

Implement

Measure

• Iteratively validate business needs through all stages of solution implementation.

• Integrate control over manual and adhoc tasks.

• Cost effectively leverage existing technology assets.

• Implement end-to-end improvements faster.

• Collaborate across functional boundaries to understand the complete value chain.

• Communicate business requirements in simple format.

• Direct translation into implementation requirements.

• Get better requirements faster.

• Built-in visibility to current process status and resource utilization.

• Standardize work management practices within and across functional teams.

• Standardize control over your business operating model.

• Real-time measurement of service level and business productivity goal attainment.

• Built-in analysis of historical process trends and simulated impacts of proposed changes.

• Align improvements around quantifiable impact business process performance.

Manage • Establish roadmap/vision for the process.

• Establish phased releases of solution functionality.

• Align effort and resource priorities with business value.

• Accelerate realization of business value.


Time

Functionality

Complexity

Completeness

Desired Outcome

Project Initiation

Range of Traditional Outcomes

Traditional build programs:

Complex tooling

IT-centric development

Big-bang deployment

Possible ScopePossible Scope

Rel 1Rel 1

Rel 3Rel 3 Rel 4Rel 4

Rel 5Rel 5Rel 2Rel 2

BPM is Iterative


Time

Functionality

Complexity

Completeness

Targeted BPM

Outcome

Project Initiation

BPM build programs:

Model-driven tooling

Collaborative development

Iterative deployment

$

$

$

$

$

Plus: Faster cash returns

BPM Reduces Risk

Confidential14

BPM Roles-based Development – Rapid, Agile and Iterative

Worker

BPM Developer

Business Analyst

Manager

Administrator

Process ModelerBPM

Shared ModelProcess Center

Process Designer

Process PortalAdmin Console

OptimizeDesign

Execute

Process Inspector

Process Designer

Process Optimizer

Process Portal

Scoreboards

UI Screen Flow Coaches

• Collaborative platform

• Iterative, shortened development cycle

• What you model IS what is executed!

• Single, Shared process model

• Lower technical effort (less time, cost, risk)

• Simplicity with Sophistication(Attractive to BOTH Business and IT)

Integration Developer

Integration Designer

BlueworksLive.com

Confidential15

IBM BPM In Action http://IBMBPMDemos.com

Simplicity with Sophistication: “Business friendly while IT Savvy”

Power with Integration Middleware

Visibility for Business Stakeholders: Dashboards, reports and more

Governance throughout Design-time and Runtime

Confidential16

The simplest way to get started with BPM

Process Discovery“Modeling for Documentation”

The quickest way to deliver robust process applications

Process Implementation“Modeling for Execution”

http://BlueworksLive.com

IBM Business Process Mgr v7.5


Process v1 Implementation Overview

‣ Usually 10-16 Weeks Duration‣ Proven process implementation

methodology

‣ Milestone-based‣ Well-defined deliverables‣ Checkpoints ensure that objectives

met

TestTest Live LiveDevelopmentDevelopmentDefinitionDefinition

Milestones

CheckpointsAgreement on Project Scope

and Goals

Agreement on Process Flow and Routing

Agreement on Data, UI, and Integrations

Agreement that Process Meets

Business Goals

Technical Validation and

User Acceptance

Playback 1Playback 1 Playback 2Playback 2 Playback 3Playback 3AnalysisAnalysis ValidationValidation

Confidential18

Build YOUR Capability on YOUR ProjectIBM BPM Enablement Services

TestTest LiveLiveDevelopmentDevelopmentDefinitionDefinitionMilestones

CheckpointsAgreement on Project Scope

and Goals

Agreement on Process Flow and Routing


Agreement that Process Meets

Business Goals

Technical Validation and

User Acceptance

Playback 1Playback 1 Playback 2Playback 2 Playback 3Playback 3Playback 0Playback 0 ValidationValidation

EDUCATE

•Role-based Foundation Education for the entire team

• Project/Program Manager• Analyst• Developer• Admin

•Install the software based upon desired environment and redundancy

• Single-instance• High-availability

IMMERSE

•Project team Mentoring in the context of YOUR project•Defined curriculum ensures coverage of critical topics•Just-in-time assistance post-mentoring and for infrastructure and integration needs•Joint-delivery as needed based upon project complexity and deadlines

RE-INFORCE

•On-Demand assistance for project team

• How-to questions• Process Reviews• Upgrade Assistance• Infrastructure Assistance• Design Reviews• Toolkit assistance and

support•Detailed Solution reviews as needed•Infrastructure assistance for growth and scale


Representative Implementation Plan

•Define Business Case• Identify Key Metrics•Model “as-is” and “to-be” process

Agreement on Project Scope

and Goals

Agreement on Process Flow and

Routing


Agreement that Process Meets Business Goals

Technical Acceptance

BPM Program Manager

BPM Analyst

BPM Developer(s) (Process)

BPM Developer(s) (Integrations)

Infrastructure Specialist

LiveLiveImplementImplementDefineDefine

Playback 1Playback 1AnalysisAnalysis TestTest

•Define Business Problems

•Develop Project Charter

•Estimate Project

•Product Installation•Product Configuration

•Activity Breakdown•Estimate Tasks, Timing

•Capture key problems

•Develop primary use cases

• Identify Integrations•Stub Integration Points

•Refine Project Estimates•Program Management

•Model Initial Process Flow•Create UI Placeholders•Task Routing•Report Mock-Ups

• Initial Integrations•Data Manipulation / Transformations

•Refine Process Flow•Detailed UI Implementation•Model Business Data

•Program Management•Program Management

•Configure Portal• Implement Exception Handling

•Complete UIs

•User Acceptance Testing

•Create Test Playbook

•Complete Integrations• Implement Complex UIs•Skin UIs

• Integration Tests•Performance Test

•Promotions to test and prod

•Production Env Setup•Production Config / Tuning

•Deployment•Test

•Prod Support

•Prod Support

Playback 2Playback 2 Playback 3Playback 3

Confidential20

• BPM Analysts (1)• Engagement Manager (1)• Infrastructure Specialists (1)

• Add BPM Developers (2) • Add Technical Architect (1) • + Infrastructure Specialists (1)

BPM Projects from Inception to Production in ~90 Days

Detailed

RequirementsTest Go LiveGo LiveIterative Development with frequent PlaybacksDiscovery

Week 1Week 1 Weeks 2-3Weeks 2-3 Weeks 4 to 10Weeks 4 to 10Weeks

11 to 12

Weeks

11 to 12

Week

13

Week

13

PLAYBACK 3 Series“Refine the Delivery”

• Model Corner Cases• Expanded Search Capabilities • Build Metrics and Performance

Reports (Tuning and Measurement)• Other types of Processing Automation• Feedback from Playbacks

PLAYBACK 2 Series“Connect into the

Infrastructure”

• Data Flow Through• Other Systems of Record• SMTP• Data Warehouse • LDAP / SSO• EAI

PLAYBACK 1 Series “Build the Process”

• Author the Business Process Model

• Define the Roles / Participants

• Define the Data Elements / Variables

• Configure the Screens• Model the Rules across the

Screens and Model

PLAYBACK 0

“Define the Process”

• As-Is and To-Be Process Maps

• User Stories• Problems and Pain Points• KPIs/Metrics/SLAs• Opportunities for

Improvement• Process Triage• Process Charter and ROI

Playbacks = Running the process for an audience of 1+. The main playbacks are for sign-offs of the whole Business+IT team. There are more frequent playbacks, daily/weekly etc., for smaller audiences throughout the project.

CheckpointsAgreement on

Project Scope & Goals

Agreement on Process Flow and

Routing


Agreement that Process Meets Business Goals

Technical Validation and User

Acceptance


Representative Process ImplementationsImplementation Complexity Low Med High

Process Analysis Yes Yes Yes

Top-Level Business Processes 1 1 2

Lower-Level Business Processes 5 7 10

Coaches (Low/Med Complexity) 10/5 15/7 20/10

Process Variables 80 150 250

Rules (Low/Med Complexity) 5/0 7/2 10/5

Basic Reports & Scoreboards 4 6 8

Integrations 2 3 4

Length of Engagement ~10 weeks ~14 weeks ~16 weeks

This information reflects representative IBM-Delivered engagements and should

be used to understand what increases/decreases the complexity of an engagement.


Sample Best Practices

Aspect Failure Mode Best Practice

Skipped Process Definition entirely, started with functional

requirements

Establish BPM analysis as its own recognized discipline

Definition

Unrealistic expectations, pushing too much scope in available time

Establish a risk-averse delivery timeline, starting with pilots and

eventually expanding

Definition

Absence of higher-level strategic goals against which to tie

projects, misalignment

Ensure justification of each feature and function in the

business case

Alignment

Decision by committee (no clear decision maker)

Define and communicate a clear decision-making process

Organization


Involve the Business








Objective Prove Value and Suitability Embed in Core Operations Drive and Align Direction

Governance IT / Per Project Business + IT / Per Process Business + IT / Program

Result Proof Point Solutions Mission Critical Solutions Decision-enabling Solutions

Validate Adopt Transform

Navigating Your BPM Journey

Tal

ent

Maturity


BPM Drives Shift to a Process-Driven Culture

Based on: Building a Business Process Improvement Roadmap, Janelle Hill - Gartner, 2007.

Functionally-Driven Process-Driven

Aligned by functional area. Roles & responsibilities Aligned by business process.

Little process visibility beyond their functional areas. Business leaders’ visibility Broad visibility of the end-to-end

business process.

Rely on IT department to schedule changes to application

code.Business rule changes

Rules and process steps are changed by business process owners.

Implicit. Hand-offs Explicit.

Defined within the function. Costs for accounting Defined by activities in the process context.

Led by business leader experience, intuition and data

analysis.Risk analysis Led by simulations based on

current operational conditions.

Individual hero. Culture Team.


BPM Program

DefineDefine

ImplementImplement

OperateOperate

MeasureMeasure


BPM Program Key Benefits


BPM Program Critical Success Factors


Recommended BPM Program Roles

BPM Platform and Support Team:

BPM Solution Teams:

BPM Leadership Teams:


BPM Program Role Descriptions

Role Responsibilities Typical Experience Required

BPM Executives • Set direction and priorities to for BPM investments.

• Align BPM program and solution funding with corporate funding mechanisms.

• Provide cross organizational BPM program decision making and issue resolution.

• Establish and cultivate process culture within the enterprise.

• Establish operational governance within and across process boundaries.

> Accountability for funding and operational delivery for an organization that develops or utilizes BPM solutions.

> Understanding of key value drivers of both the organization and end customer served by the process.

> Recognition as a leader in the process domain by the key stakeholders.

> Organizational change leadership.

BPM Business Architects • Evaluate, prioritize and recommend specific BPM opportunities to move forward.

• Establish and maintain alignment between BPM project measures and targeted strategic business outcomes.

• Manage and develop the BPM talent pipeline.

• Drive consistency in application of overall BPM solution approach.

• Establish and manage communication plan.

> Experience with business process design and analysis for complex, high value business processes.

> Experience communicating strategic value to mix audience of business and technology stakeholders.

> Experience road-mapping and triaging requirements for multi-phase business solutions.

> Strong communication and group facilitation skills.

BPM Technical Architect • Conduct detailed solution reviews and institutionalize technical implementation best practices.

• Identifies opportunities to refactor and reuse solution components.

• Plan and manage overall platform scale requirements.

> Experience with implementation of complex, high value business solutions and technical integrations.

> Understanding of performance and scale management in multi-tier application architectures.

> Understanding of data architecture, software design and coding best practices.

> Strong communication and group facilitation skills.


32

IBM BPM Roles – Project Scale

32

Process Improvement Expert

IBM BPM Expert

IT/Technical Expert

Supporting Roles:


33

IBM BPM Roles - Enterprise Scale

33

Process Improvement Expert

IBM BPM Expert

IT/Technical Expert

Supporting Roles:


BPM Project Role Descriptions


Process Owner • Establishes process goals and project success criteria.

• Provides clarity on process scope and relative value of process activities.

• Makes key business decisions that clear impediments to team progress.

• Provides cultural leadership to facilitate adoption of process improvements.

> Organizational accountability for the end goals delivered by the target process.




BPMProgram Manager

• Guides Iterative Delivery.

• Manages scope, budget, and resources.

• Identifies and mitigates risks.

• Conduit for escalations and issue resolution.

• Provides internal and external status and dashboards.

• Lets Delivery Team deliver.

> Experience with software development leadership.

> Experience with iterative method or other similar RAD based methods.

> Microsoft Office, Microsoft Project, Process Design Tools.

> Blueprint and IBM BPM deployment experience.

BPM Analyst • Leads process improvement efforts.

• Expert in process decomposition, process/data analysis, scoping, optimization.

• Identifies business case, key opportunities, prioritized roadmap, and ROI.

• Identifies and enforces delivery of KPIs, SLAs, and scoreboards.

> Experience with process design, requirements gathering.

> Process decomposition and facilitation skills.

> Critical analysis and reporting skills.

> Exposure to Six Sigma/Lean methods, Financial Analysis tools and Change Management.

> Power user of Blueprint and IBM BPM Optimizer.


BPM Project Role Descriptions (continued)


BPM Developer – Process

(IBM BPM Consultants)

• Drives Business Playback sessions.

• Expert in IBM BPM features in the context of solutions.

• Implements process flows, services, business logic, and user interfaces.

• Develops KPIs, SLAs, and scoreboards.

• Models organization and task routing rules.

> Experience with software development on commercial or enterprise projects.

> JavaScript, basic SQL, workflow patterns and basic logic flows, user interface development, HTML.

> IBM BPM product expert.

BPM Developer – Integrations

(IBM Technical Consultants)

• Responsible for systems architecture.

• Designs and implements integrations, custom data storage, and complex data manipulations.

• Guides infrastructure design and implementation.

> Experience with software projects and OOAD. Experience in architecture planning and development projects.

> J2EE, Java, JSP, SQL, SOAP, XML, XSLT, patterns, advanced logic flows, EAI, .NET.

> Integration expert.

BPMS Administrator • Responsible for installation and configuration of application servers, databases, and enterprise operating systems.

• Identifies appropriate environment architecture required to support development, testing and production migration requirements.

• Performs troubleshooting and root cause analysis of system and application issues.

• Proficient in monitoring and tuning performance of a multi-tier solution with service based integrations.

>Experience with system administration of multi-tier business applications. Experience in architecture planning, application services, etc.

>J2EE, SQL, SOAP, XML.

>Experience managing applicable application servers – JBoss, WebSphere, Weblogic.

>Experience managing applicable database platforms – MS SQL Server, Oracle DB.


36

3636

BPM Project and Program Critical Success Factors

‣ Focus on Delivering Business Value• Consider readiness, complexity and impact to the business in selecting BPM opportunities• Establish a clear understanding of the business value (ROI) expected• Prioritize requirements based on impact to the business objectives

‣ Deliver Value in Manageable Pieces (Don’t Boil the Ocean)• Consider Readiness (Business and IT) for BPM• Consider Organizational Adoption (Absorbency / Training)• Consider Organizational learning that will feed back into Requirements

‣ Leverage an Iterative Approach• Breakout the delivery into functional components that can be ‘played back’ to the users• Leverage/Incorporate the feedback from the user community to better align the delivery• Maintain open communication and transparency to drive home an ‘on-target’ delivery

‣ Establish a Roadmap to Consistently Deliver Value• Prioritize the High Value Problems and address those first• Create a Roadmap that delivers value consistently, and in short cycles• Assign a Process Owner / Roadmap Owner








Objective Prove Value and Suitability Embed in Core Operations Drive and Align Direction

Governance IT / Per Project Business + IT / Per Process Business + IT / Program

Result Proof Point Solutions Mission Critical Solutions Decision-enabling Solutions

Validate Adopt Transform

The BPM Journey

Partner with IBMTry it on your

own

Tal

ent

Maturity

TALENT GAP/RISK PROFILE

RISK


Business Operations

Solution ImplementationsTechnology Operations

BPM TechnicalArchitect

BPM BusinessArchitect

BPMSAdministrator

Track

BPM Analyst

Track

BPMProgram Mgr

Track

BPMExecutive

Track

BPMDeveloper

Track

Core Roles and Typical Experience Requirements

Core Skills and BPM Context

Role Specific Expertise

Leadership and Architecture

At least 1 IBM Project

2+ Projects: ~1-2 years IBM experience

4+ Projects: >2 years IBM experience

BPM Executive

Leadership


BPM Roles and Capabilities



Program Leadership and Architecture

Business Operations

BPMTechnical Architect

•Technical solution architecture

•BPM program & operations governance

BPMBusiness Architect

•Enterprise transformation leadership

•Enterprise process performance management

BPMExecutive

•Enterprise process performance management

•BPM program & operations governance

•Solution development mentoring

•Quality review & risk assessment

•Leading enterprise process change

•Business process/solution architecture

•Process based scoping, planning and budgeting

•Iterative process implementation

BPMExecutive

BPMProgram Mgr

BPMAnalyst

BPMDeveloper

BPMSAdministrator

•BPM program leadership

•Managing process based execution

•Report & KPI driven decisions

Recommended at Level 1:

•Process analysis•Detailed process mapping

•KPI identification

•Installation & configuration

•Core system administration

•Strategic relationship mgmt

•Value analysis•Business case development

•Value realization

•Complex process design & development

•Process data architecture

•Advanced technical integration

•Advanced process discovery & analysis

•Value analysis•Process simulation & optimization

•Business & Process Optimization

•Process Governance

•Capacity planning•Advanced system administration

•Performance tuning

BPMExecutive

BPMProgram Mgr

BPMDeveloper

BPMSAdministrator

BPMAnalyst

•Data Modeling•User interaction & report development

•Service Based Integration

•Process discovery & documentation

•User interaction definition

•Process activity modeling

Core Modeling Skills


Build a Foundation for Succeeding with BPMAt least 1 IBM Project

2+ Projects: ~1-2 years IBM experience

4+ Projects: >2 years IBM experience


Sample BPM Project Staffing Models

Supporting Roles:

Sample Core Team Configurations:

Role Low Complexity Project Medium Complexity Project High Complexity Project

Level 3

• BPM Business Architect• BPM Technical Architect

Level 2

• BPM Program Manager/ BPM Analyst

• BPM Developer (part time)

• BPM Program Manager• BPM Developers

• BPM Program Managers• BPM Developers• BPM Analysts

Level 1

• BPM Developers (1-3) • BPM Analysts• BPM Developers

• BPM Analysts• BPM Developers – Process• BPM Developers – Integration


BPM Project Role Descriptions


Process Owner • Establish process goals and project success criteria.

• Provide clarity on process scope and relative value of process activities.

• Make key business decisions that clear impediments to team progress.

• Provide cultural leadership to facilitate adoption of process improvements.

> Organizational accountability for the end goals delivered by the target process.




BPMProgram Manager

• Guides Iterative Delivery.

• Manages scope, budget, and resources.

• Identifies and mitigates risks.

• Conduit for escalations and issue resolution.

• Provides internal and external status and dashboards.

• Lets Delivery Team deliver.

> Experience with software development leadership.

> Experience with iterative method or other similar RAD based methods.

> Microsoft Office, Microsoft Project, Process Design Tools.

> Blueprint and IBM BPM deployment experience.

BPM Analyst • Leads process improvement efforts.

• Expert in process decomposition, process/data analysis, scoping, optimization.

• Identifies business case, key opportunities, prioritized roadmap, and ROI.

• Identifies and enforces delivery of KPIs, SLAs, and scoreboards.

> Experience with process design, requirements gathering.

> Process decomposition and facilitation skills.

> Critical analysis and reporting skills.

> Exposure to Six Sigma/Lean methods, Financial Analysis tools and Change Management.

> Power user of Blueprint and IBM BPM Optimizer.


BPM Project Role Descriptions (continued)


BPM Developer – Process • Drives Business Playback sessions.

• Expert in IBM BPM features in the context of solutions.

• Implements process flows, services, business logic, and user interfaces.

• Develops KPIs, SLAs, and scoreboards.

• Models organization and task routing rules.

> Experience with software development on commercial or enterprise projects.

> JavaScript, basic SQL, workflow patterns and basic logic flows, user interface development, HTML.

> IBM BPM product expert.

BPM Developer – Integrations • Responsible for systems architecture.

• Designs and implements integrations, custom data storage, and complex data manipulations.

• Guides infrastructure design and implementation.

> Experience with software projects and OOAD. Experience in architecture planning and development projects.

> J2EE, Java, JSP, SQL, SOAP, XML, XSLT, patterns, advanced logic flows, EAI, .NET.

> Integration expert.

BPMS Administrator • Responsible for installation and configuration of application servers, databases, and enterprise operating systems.

• Identifies appropriate environment architecture required to support development, testing and production migration requirements.

• Performs troubleshooting and root cause analysis of system and application issues.

• Proficient in monitoring and tuning performance of a multi-tier solution with service based integrations.

>Experience with system administration of multi-tier business applications. Experience in architecture planning, application services, etc.

>J2EE, SQL, SOAP, XML.

>Experience managing applicable application servers – JBoss, WebSphere, Weblogic.

>Experience managing applicable database platforms – MS SQL Server, Oracle DB.








IBM “Process Know How”

1. Start with a Project, but plan for a Program

2. Up-front Analysis maximizes the value of project implementation

3. Iterative Playbacks minimize cycle time of delivery and change

4. Talent Development (not just training) is the key enabler for self-sufficiency

5. On-Demand Assistance most effective for maintaining momentum

‣ Proven methods developed over ~1000 BPM projects

‣ World-class team of BPM experts

‣ Differentiated approaches for achieving BPM success:


Business Operations


BPM TechnicalArchitect

BPM BusinessArchitect

BPMSAdministrator

Track

BPM Analyst

Track

BPMProgram Mgr

Track

BPMExecutive

Track

BPMDeveloper

Track

IBM “U”: Structured Talent Development



Leadership and Architecture

At least 1 BPM Project

2+ Projects: ~1-2 years BPM experience

4+ Projects: >2 years BPM experience

BPM Executive

Leadership

Multi-Level Multi-Level6

Projects Projects3

Ongoing Ongoing5

Exams Exams2

Mentoring Mentoring4

Role-Based Role-Based1


Training

Configure Services to Fit Your Needs

On-Demand Assistance

Infrastructure Services

Mentoring

• Core Technical Skills• Core Discipline Skills

• Advanced Techniques *• Specialized Knowledge *

• Culture Building• Leadership Development

• Hands-on Guidance for New Team Members

• Organization-Specific Application of Core Skills

• Establish Organization-Specific BPM Approach

• Answers to How-to Questions • Solution Approaches• Solution Reviews

• Site Visits/Workshops• Add Short-term Capacity

• Application Installation and Configuration

• System Performance Management and Tuning R

ang

e o

f A

vail

ab

le

Ass

ista

nce

We have a flexible range of services available to help you achieve your critical outcomes. Tailor service approach based on your resource model, solution stage and BPM maturity.

Note: * Advanced and specialized training will be released with Level 2 certification tracks.

Solution Delivery

• Process Discovery & Definition• Process Solution

Implementation & Deployment

• Process Performance Measurement & Visibility

• Process Performance Optimization

• Program Leadership

• Solution Architecture

• Architecture Planning and Design

Confidential48

Days

Ser

vice

Off

erin

gs

Discovery WorkshopDiscovery Workshop

SolutionSolution

…

Process Improvement Visioning & Roadmap

CapabilityCapability

Services to Accelerate Your BPM Journey IBM offers the fastest and most cost effective approach to successfully navigating your BPM journey.

Jou

rney

S

tag

eG

oal

s &

Co

nte

xt

Succeed with an Initial Project

Establish a Program

Adopt withinLOB/Enterprise

Identify Business Challenge & Value

• Established business priorities & objectives.

• Build a plan for your BPM/BRM skills & potential.

• Deliver your first solution successfully

• Build foundational platform skills.

• Use early win to foster new adoption.

• Increase scope & impact of mission.

• Establish critical mass of platform skills.

• Establish governance & delivery consistency.

• Line-of-business / Enterprise focus.

• Align strategy and execution goals.

• Mature platform skills & solution discipline.

YearsWeeks Months

Business Process Strategic PlanningBusiness Process Strategic Planning

Business Transformation

Program

Business Transformation

Program

On-Demand Consulting AssistanceOn-Demand Consulting AssistanceSolution Checkpoints

Solution Checkpoints

COE Design/ Execution

COE Design/ Execution

Solution Implementation

Solution Implementation

Solution MentoringSolution

MentoringTrainingTraining

Quick Win Pilot

Quick Win Pilot

http://www.ibm.com/developerworks/websphere/services/

Confidential49

IBM Software Services Zone for WebSphereibm.com/websphere/serviceszone

BPM-specific resources including proven, prescribed, and repeatable assets and offerings to accelerate BPM adoption

Visibility across the worldwide skills & capabilities that only IBM Software Services for WebSphere can bring to your project

Access to WebSphere practitioners’ insight on project trends, best practices & emerging technologies through personal videos, blogs, articles & more

Discover defined offerings to get your project started quickly

What’s New?

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Date post:	31-Dec-2015
Category:	Documents
Upload:	nita-coffey
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