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Process Simplification and Automation at Nationwide Session #4963
February 12, 2019
Agenda
• Introductions
• Opportunities for Digital Process Automation
• Blueprint for the Future
• Question & Answers
Introductions________________________________________________
Emery DeLong• Application System Administrator at Nationwide where he is
involved in all infrastructure planning, implementation, development and support for the Enterprise Capabilities of Business Process Management, Decision Management, and Robotic Process Automation.
• 18 years of IT experience within the Insurance Industry.
Shawn Adams• Smarter Business Process Capability Lead at Nationwide
where he is involved in all infrastructure and application planning, development and support for the Enterprise Capabilities of Business Process Management, Decision Management, and Robotic Process Automation.
• 20 years of IT experience in the insurance, banking and financial services industries.
• 6 Time Presenter at IBM Think
Opportunities for Smarter Business Processes
Inconsistent VersioningODM Due to the size of the upgrade efforts, our Batch and Online Environments were not being upgraded
consistently, or at the same time. Issues with currency and reducing the opportunities to take advantage of new options.
BPM We were consistently finding ourselves upgrading to versions that were not the “latest and greatest” We were always rushing around at the last minute to get off a version as it went end-of-life. Unable to take advantage of the capabilities of the tool as it became available.
Development and SupportODM As a niche skillset, it’s difficult to find affordable, reliable resources for Development Key man syndrome was stretching the support staff thin.
BPM Supporting an Enterprise Federated Development Model, but a Centralized Infrastructure Support Model was inconsistent and hindered our Enterprise DevOps strategy
Process Automation Most Business Units were not developing automations for redundant processes Others were finding tech savvy members of their team, and developing macros or scripts outside of the
normal IT process. Over time these became unsupportable, and were not properly secured.
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Overarching Issues________________________________________________
CostODM
• The cost to maintain, manage and enhance our on-prem solution was becoming difficult to manage.
• Labor Costs to perform an upgrade was astronomical. The previous upgrades to our environments (staggering both Batch and Online) took over a year, and cost well over $1M.
BPM
The previous upgrade, which occurred in 2015, took over 8 months, and cost over $1M in labor
Process Automation
Business Units were spending millions of dollars each year supporting processes, which while business critical, were redundant and could be easily automated.
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Overarching Issues (Continued)________________________________________________
Blueprint for the Future…
…Turning Fiction into Reality
IBM SaaS Offerings
ODM
Enforces that we will be on a consistent version between our online and batch environments
Supports our on-line being on the cloud, while batch remains on-prem
Reduces our labor costs by between $500K and $1M on a semi-annual basis
BPM
Consistently on the current version with the opportunity to leverage full capabilities of the product
Reduces labor costs by roughly $1M on an semi-annual basis
Support Process Modelling and Management for our entire Enterprise, including applications that may not reside in the core Nationwide Network
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Going Cloud….________________________________________________
Reduced cost by migrating 48 On Premise Servers to 3 Cloud Subscriptions
Added additional testing environments for our largest tiered projects
Migrated 36 Rule Applications from ODM 8.5 to ODM 8.9 Cloud with over 70,000+ Rules
Implemented new ODM 8.9 Batch infrastructure to match ODM SaaS versioning
Cloud upgrade completed overnight compared to 6 months in house
Increased performance on Rule Execution times
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ODM SaaS Migration Benefits________________________________________________
Review deprecated features in ODM 8.9 and plan for changes
Rule Designer Local Development
Decision Engine Rules and changes to RetiPlus
DVS now moved to Decision Runner
Account for all Managed Artifacts
DVS Spreadsheets
No Customizations on IBM Cloud
Plan for changes
ODM Rule Application conversion
Legacy ODM rule applications must be converted over to ODM 8.x platform
Communication/Coordination among development and business team
Plan on cutoff dates for Business Release changes before migration
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ODM SaaS Migration - Lessons Learned________________________________________________
Introduction of Robotic Process Automation
Automation Anywhere Enterprise
September 2017
Pilot Programs
24 Deployed Robotic Processes
Shared Enterprise Infrastructure
Operational and Governance Models In Place
Lessons Learned to Date
Attended vs. Unattended
Server vs. VDI
Define your Process Early
ID Management – Know what a Digital Worker means to your company
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Robotic Process Automation________________________________________________
ODM
2018 ODM SaaS Migration Completed
2019 – 2020 ODM Batch to Container Solution
BPM
Planned 1st Quarter 2019 Start to our SaaS migration
Planned to completely migrate all applications from on-prem to SaaS solution by the end of the 3rd Quarter
RPA
Approximately 30 Robotic Processes introduced in 2018
We anticipate 40 additional automated processes in Production by the end of 2019.
Shifting from On-Premise RPA Infrastructure to Cloud Solution in Q1 2019, with plan to migrate all existing processes by end of Q2
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Timelines________________________________________________
One step closer to our goal of an Enterprise-wide DevOps adoption with agile, deploy when ready methodologies.
Managed upgrade and maintenance schedule, where the SaaS solutions drive the timelines, but allow us leeway to ensure our customers see minimal impact
Consistent integration patterns through the use of API’s and our API Management strategy to provide solutions not only for our internal applications, but those of our existing and future strategic acquisitions.
RPA’s that can be integrated via API into new or existing Business Processes in BPM to increase automation and reduce expenses, or that leverage foundational Decision Management Rule Sets to aid in decision making within automations.
Promotes the desired cultural shift to centralized governance, but federated development of business process solutions
Allows our associates to be spend more time focusing on Innovation, Dev-Ops Initiatives, and support the furtherment of our Cloud and Digital Enablement Strategies
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Continuing the Journey________________________________________________
Questions?
… Just Kidding!
