TIBCO BPM Execution Model

Jörg Grote BPM Solution Architect

© Copyright 2000-2015 TIBCO Software Inc.

RelatedProducts:AMXBPMRelatedVersion:4.0LastUpdate:26.October2015

Customer wants to know, I buy today, but what happens on Monday?•  Where do I start? How do I start? Who do I use to start this with?

Documented methodology for being successful at BPM across the enterprise (with special emphasis on the 1st project)

•  TIBCO BPM Execution Model Presentation•  TIBCO BPM Execution Model Reference Guide (i.e. Whitepaper)

Usage during presales•  Assumes customer is aware of the importance of process and is sold on doing BPM

Aimed at senior business and IT audience Objective – Demonstrate to customers that TIBCO

•  Differentiate TIBCO against other vendors who do not publicly have this yet•  Demonstrate to customers that TIBCO

•  Has a highly effective approach to ensuring their success•  Is a low risk partner•  Can train the customer in BPM methodology

Note to Presenter, if ppt is being used for pre-sales

Introduction•  Issues and Roadblocks•  BPM and SOA Paradigm•  Business and IT need to work together

Overview of the TIBCO BPM Execution Model•  High level approach to building and implementing BPM across the

enterpriseWrap-up

•  CTS/PSG Service Offerings that support the model•  BPM Case Study•  Summary of 1st Project Best Practices

Agenda

BPM is:•  Not about technology - Technology is only an enabler•  About people – the right people need to be engaged•  An approach to continually improving the way a business operates•  About documenting, improving, learning about and evolving business

processesBPM helps organizations improve:

•  Productivity by automating many key processes•  Customer service and compliance by providing visibility into processes•  Overall flexibility of business processes through a variety of different

approaches

Business Process Management (BPM)

§  Multiple business silos/unit/functions need to participate in BPM projects§  But there is typically no cross-silo business ownership in current

organizational structures§  Dependencies between processes introduces organizational

challenges as well§  Visibility into current and planned BPM projects is needed for effective

planning and governance

Organizational Issues

The business is not prepared or their buy-in is not secured•  Inadequate skills and experience to lead and run BPM projects•  Negative experience on the part of the business with IT projects•  Poorly defined and documented processes•  Resistance to change

Past business process improvement initiatives•  Yielded no single repository of information •  Bred disagreement between technologists and the business•  Took too long•  Were very manual•  Were not executed in a systematic manner

Business and/or technology skill set refresh may be requiredChange in working paradigm from unskilled to skilled workers participating in the business processSystems involvement in business processes is often understated

Other Potential Road Blocks to Successful BPM

Relationship Between BPM and SOA

IntegraDonshortlivedprocesses(EAIandcompositeservices)

Humancentricprocesses(Workflow)

Crownjewelprocesses(Compositeend-to-endprocesses)

BENEFIT

ITSavingsDevelopmentcosts

Solu?onsavingsTimetomarket,agility

ManagementsavingsControl&visibility

Compe??veAdvantageCost,Dme,quality,compliance

ITcentricfuncDons(AdaptersandServices)

SOASOAisfocusedondeveloping&maintaininginfrastructure§  Buildingreusableservices§  DecouplingmonolithicapplicaDons§  LeveragingexisDnginfrastructureinanew,flexibleandagileway

BPM

BPMisabusinessphilosophyfocusedon:§  Controlling&managingwhatthebusinessdoes(itsprocesses)§  Understandingcustomersneeds§  ConDnuouslyimprovinghowthebusinesssaDsfiestheseneeds

1+1=3ThevalueofSOAandBPMtogetherisgreaterthanthesumoftheirparts

BPM is a business philosophy geared towards continuous improvement

OpDmizeProcess5

Simulate&DeployProcess2DefineandModelProcess1

BPMCycleManaged

ConDnuousProcessImprovement

BPMsuitesprovidetoolstocontrol,

manageandacceleratethisprocess

Monitor&AnalyzeProcess4

ExecuteProcess3

Shared responsibilities•  Creation of processes and rule repositories•  Establishment of operational and version control procedures•  Detailed process design•  Creation and maintenance of a business process and its technical architecture•  Training and education

The Business can be responsible for …•  Process and rules discovery and development, and functional process design•  Simulation, optimization and scenario creation•  Process monitoring and analysis•  Business change management and communication

IT can be responsible for …•  Process implementation•  Integrating the process with existing and new systems (for data, functionality, etc.)•  Service orchestration (joining up the ‘back end’ systems to support complex processes)•  Technical standards and policies•  Non-functional aspects, e.g. scalability, performance, resilience and security

Business and IT need to work together

Introduction•  Issues and Roadblocks•  BPM and SOA Paradigm•  Business and IT need to work together

Overview of the TIBCO BPM Execution Model•  High level approach to building and implementing BPM across the

enterpriseWrap-up

•  CTS/PSG Service Offerings that support the model•  BPM Case Study•  Summary of 1st Project Best Practicess and Wrap-up

Agenda

Six Streams of the TIBCO BPM Execution Model

OperatetheBusiness

DevelopVision&BPM

ProgramRoadmap

Define&Implement

OrganizaDon&Governance

Define&ImplementTechnical

Infrastructure&Standards

AnalyzeProcess&DevelopProjectRoadmap

Design,Build&DeployBusinessProcess

Stream1 Stream2 Stream3 Stream4 Stream5 Stream6

Outputofstream1-3providesbasisforeffec?velyperformingstream4-6

§  BPM enforces process, therefore the organization should follow one to implement BPM

§  When implementing your 1st project, focus BPM governance on the most critical areas, (e.g. risk management, change control, scope management)

§  Develop initial standards, processes, governance and templates as part of your 1st project

§  Review and refine these during subsequent implementations§  The success of the 1st projects is critical – stay focused§  The model is not a replacement for a continuous improvement

methodology (e.g. Six Sigma, 8 Omega), but a framework and governance approach to be used in conjunction with these to help ensure success

TIBCO BPM Execution Model Philosophy

1.PAINTAPICTUREOFWHEREYOUAREGOINGWITHBPM

§  ObtainexecuDvesponsorship§  Andenoughstakeholderbuy-intodevelopvisionandiniDalRoadmap

§  IdenDfypotenDalprocessesforBPM§  Notallprocessesrequiremanagement§  Consideronlythoseinwhichgreatercontrol&managementwillhelpachieveobjecDves§  ProcessesmustsupportenterpriseobjecDvesandvision

§  DevelopbusinesscaseforBPM§  ExplorepossibiliDesusingsmallsetofprocesseshavingarangeofcomplexity§  ShowhowBPMwillhelpachieveenterpriseobjecDvesandvision

§  FlushoutmoredetailsoftheBPMvalueproposiDon§  IdenDfy“crownjewel”processesandassesstheirsuitabilityforBPM§  DisDlltheseprocessesdowntoacandidatesubsetfortheBPMiniDaDve§  DetermineprocessobjecDvesandjusDficaDon§  Documentveryhigh-levelprocessflow,toincludeprocessboundaries,interacDons,andtriggeringevents–this

ISNOTdetailedprocessmodeling§  Determinehowsuccessismeasuredforeachprocess§  DeterminehoweachprocesscontributestotheenterpriseobjecDvesandvision

Stream 1: Develop Vision and BPM Program Roadmap

Vision

Stream 1: Develop Vision and BPM Program Roadmap

Vision

2.MAKETHEVISIONREAL

§  Determinefundingstrategy§  IniDalcentralfundingforinfrastructureandotherstart-upcosts§  Self-fundedbusinessprojects,eachprojecthasitsownbusinessROI

§  EvolveBPMProgramRoadmap–iniDalroadmapshouldinclude:§  Puingtherequiredinfrastructureinplace§  PuingtheneededorganizaDonalrefinementsinplace§  ArranginginiDaltrainingandmentoringforearlyprojects§  SelecDngandplanningfirstprocess–Moreonthisovernext2slides

§  Obtainbuy-infromstakeholdersandexecuDvesponsor§  Selltheconcept§  BusinessandITneedtobeon-board

BestpracDcesforanalyzingpotenDalprocessesfor1stproject§  UseProcessOpportunityMatrixasatool

§  AssessingXaxis–Factorsthatcontribute:-  VolumeoftransacDons-  Noofsteps/integraDons-  Noofusers/rolesandstakeholders-  PoliDcalissues-  Noofdifferingscenarios(condiDonswilldrivethis)-  Currentprojects

§  AssessingYaxis-Lookatimpacton:§  Revenueandcost§  Customerserviceandperceivedqualityofservice/product§  DeliveryDme

§  Considerthematurityofprocesses§  LowprocessmaturitytypicallyrepresentsthegreatestROIandlowestrisk§  Goalistomoveprocessfrom“manual”(typicallyteamfocused)to“enterprise”(typicallyend-to-endorganizaDonalwidecrownjewelprocesses)–

ConDnuallychangedandmodifiedquicklytokeeppaceanddriveadvantage

Automateddepartmental

Automatedenterprise

EnterpriseProcessrenewal

Manual

Stream 1: Develop Vision and BPM Program Roadmap

VisionA–Idealplacetostart;lowriskandquickROIB–Highvisibility/highriskC–Highcomplexity/longerDmelinetoROID–OfferstruecompeDDveadvantage/butlongDmeline&veryrisky;mustrequireCXObuyin

Stream 1: Develop Vision and BPM Program Roadmap

Vision

BestpracDcesforselecDngprocessfor1stproject§  Purposeistogainexperienceandprovebenefitsareachievablebeforemovingontomorechallenging(andcomplex)projects

§  Selectprocessthatcanbeimplementedin3-5monthsand§  WasanalyzedusingtheProjectOpportunityMatrix(seepreviousslide)§  Spansnomorethantwobusinessunitsordepartments§  HasaknownandjusDfiedbusinessROIorvalue§  Involvesamanageablenumberofusers(~100)§  HaswelldefinedboundariesandonlyafewintegraDons§  Hasaclearlydefinedbusinessandtechnicalscope

§  Establishmeasurablegoalsfortheselectedprocess§  KeyPerformanceIndicators(KPIs)&ServiceLevelAgreements(SLAs)§  Determinecurrentbaselineformetrics-metricsmustbemeasurable&available

§  Remember80/20principle-80%ofbenefitscanbedeliveredbyimplemenDng20%offuncDonality

§  Obtainbuy-infromstakeholders§  Developprocessmissionstatementthatclearlydefinesgoals§  Communicateprocessmissionstatementtoensurealignmentandfocus

Stream 2: Define & Implement Organization & Governance

OrganizaDonVision

§  DefinehowprojectsthatspanmulDplebusinesssiloswillbeorganized§  Makesuretoincludedesignofbothbusinessprocessesandrelatedsystems§  Projectleadership:projectmanager,businessprocessarchitect/analyst,andsystemsarchitect§  ReporDngrelaDonships:businessandITexecuDvesponsors

§  DefinerolesandresponsibiliDesforthegroupresponsibleforsoluDonsthatspanbusinesssilos§  Makesuretoaddressbusinessprocessandtechnicalarchitecture§  Definehowprojectswillengagethisgroup-considercommonparentgroupreporDngtothebusinessexecuDve

sponsor

§  1stproject§  Treatthissteplightly§  Recognizeandfillkeyroles§  AdverDsethepoliDcal/organizaDonalchallengesthatwillbefaced§  UnderstandandconsidertheorganizaDonalissues,challengesandbestpracDces§  Usefeedbackandlessonslearnedfromfirstfewprojectstodefineand

establishaneffecDveenterpriseBPMorganizaDon

Key Project Roles and Activities

TheintentofthisslideisNOTtoshowprocess,butonlykeyprojectrolesandac?vi?es

3keyleadershiprolesneededoneveryproject

Projects that span multiple silos need to include team members from across all silos

But multiple projects require time and the Sponsor does not typically have the time to directly oversee these

So what’s needed in terms of organizational structure?

§  EnterpriseArchitecture§  Hascrossprojectandprocessviewneeded

forsoluDondelivery

§  Responsiblefor:§  Infrastructurearchitecture§  Systemsarchitecture§  Dataarchitecture§  OperaDonsarchitecture

§  BPMCoE/ProjectOffice§  Hasthecross-siloviewneededforsoluDondelivery

§  Managessilo-spanningprojects

§  Directormust§  HavepoliDcalclout§  BeamediatorwhocannavigatethepoliDcal

landscape§  Beempoweredtomakedecisions§  Directlyliaisonwiththebusiness

BPMCoEandEAarebothcriDcalgroupsindeliveringBPMsoluDons

Stream 3: Define & Implement Technical Infrastructure & Standards

InfrastructureVision OrganizaDon

§  1stproject–Don’tgetboggeddowninbestpracDcesandstandards§  ThesewillevolveoverDme

§  DevelopbestpracDcesandstandardsfor§  UseofBPMtechnologyandproducts§  BPMprojectdeliverymethodology§  TemplatesandtoolsforBPMmethodologytoinclude:

-  InformaDongathering-  Processanalysisanddesignworkshop-  Process&UIrequirementsdocument-  Process&UIdesigndocument

§  RepositoryforallinformaDonanditsconfiguraDonmanagement§  DifferencebetweenbusinessacDvitymonitoringandhistoricalreporDng

§  SelectandinstallpreferredBPMtechnologiesfor§  Modeling,simulaDonandprocessexecuDon§  UsersandcollaboraDon§  Rules

§  DefineandimplementoperaDonalproceduresandtools§  Back-upandrecovery§  ConfiguraDonmanagement§  SystemsadministraDon

TIBCO BPM Solution Implementation Methodology

ImplementbusinessprocessandUIPrototypebusinessprocessesandUI(iteraDve)anddeveloparchitectand

design

Workstreams

BusinessProcessMgmt

DevelopfinalprototypethroughiteraDon

Process&UIdesign

Process&UIbuild

Process&UIreview

DocumentdetailedprocessdesignUIDatabaseIntegraDonsTechnicalexcepDonscustomcomponents

ProduceproducDonreadyprocessandUI

UpdatedProcessDesignDocinputtoPrimaryWorkstream

ImplementintegraDons

Buildcustomcomponents

Reviewprototypewithusers

ConductbusinessprocessdefiniDonworkshops

DefinedetailedrequirementsAllprocessscenariosIntegraDonUserinterfaceEAIacDviDesOthercomponents

EsDmateeffortforsubsequentphases

BusinessanalysisandprocessdefiniDon

RequirementsdocinputtoPrimaryWorkstream

Build1stcutprocess&UIprototype

ArchitectanddesignintegraDons

Updateprocessdesign

ProcessDesigndocinputtoPrimaryWorkstream

Requirements Implement&Assemble TesDng Deploy/OpnsArchitecture&Design Phases

ProjectStart-up&IniDaDon

Extract from process requirements template on TIBCO DeliverIt

Example templates and technology best practices from TIBCO DeliverIt

Example best practices and standards

Your BPM technical infrastructure may looksomething like this

<INSERTCUSTOMERSPECIFICDIAGRAM>

Output of Streams 1-3 is used to perform Streams 4-6

OperatetheBusiness

DevelopVision&BPM

ProgramRoadmap

Define&Implement

OrganizaDon&Governance

Define&ImplementTechnical

Infrastructure&Standards

AnalyzeProcess&DevelopProjectRoadmap

Design,Build&DeployBusinessProcess

Stream1 Stream2 Stream3 Stream4 Stream5 Stream6

Outputofstream1-3providesbasisforeffec?velyperformingstream4-6

Stream 4: Analyze Process and Develop Projects Roadmap

1.DEFINEPROJECTROADMAPANDEXPLOREPROCESS

§  IdenDfybusinessprocessestobeauacked§  PrioriDzebybusinessneedforimprovement

§  Modelas-isbusinessprocessand1stcutofto-beprocess§  Determineprocessboundaries,idenDfysilosinvolved,breakdownintosteps§  Refertoprocessrequirementstemplate§  Analyzeeachstepintermsofinputandoutput,valueadd,role,excepDons,systemstouched§  Don’ttooboggeddowninmodeling-remember,processdesignisiteraDve

§  ExplorerelatedprocessesandpotenDalusageoftargetprocess§  Howisthisprocessusedbyotherprocesses(inwholeorinpart)?§  Whatotherprocessesdoesthisprocessuse(inwholeorinpart)?

§  Establishprocessperformancebaselineandimprovedprocesssuccessmetrics

§  Definetheprojectsroadmapformodifyingbusinessprocesses§  Sequenceofproposedprojects-accountsforbusinessprocessprioriDesanddependencies

BusProcessPlanningOrganizaDon InfrastructureVision

Stream 4: Analyze Process and Develop Projects Roadmap

2.DEVELOPPROJECTPLAN§  Eachprojecthasitsownprojectsuccessmetrics§  IdenDfyprojectteamandtheirmanagers–Keyrolesinclude

§  ProjectManager§  BusinessProcessArchitect(i.e.BusinessAnalyst)andprocessmodelers§  SystemsArchitect§  UsersandSubjectMauerExperts§  ITsupport(DBA,networkadmins,sysadmins,etc.)

§  EnsureallparDcipantscandedicateDmetoproject§  Notasidedutytoperformedin“spareDme”

§  Fasttracktheunderstandingphaseoftheprocess§  Endlesslymodelingtheas-ismodelleadstoanalysisparalysis§  ButmakesuretoallocateenoughDmeforuserinterviewsandinfogathering

§  IncluderegularcheckpointsandDmeforgatheringandanalyzinglessonslearned§  1stproject–includeextraDme–mistakeswillbemade;learnfromthem

§  IncludevendorinprojectesDmaDngandplanning

BusProcessPlanningOrganizaDon InfrastructureVision

3.ENSUREEFFECTIVERISKMANAGEMENT&MITIGATIONPLAN

§  Commonrisk–NotanexhausDvelist

RISKS IMPACT SOLUTION

Scope creep Increased project duration and expense §  Thorough requirements analysis involving all project stakeholders

§  Focus on goals

§  Effective change management policy.

Analysis paralysis Inability of business analysts to fully define the process, which leads to incomplete and untimely requirements documentation

§  Results of analysis and design phases are clear and goal driven

§  Change control is tightly managed and aligned to vision

Dependencies Internal and external dependencies delay project progression

§  Good project management practices

§  Keep internal and external dependencies well documented and continually updated

Stream 4: Analyze Process and Develop Projects RoadmapBusProcessPlanningOrganizaDon InfrastructureVision

3.ENSUREEFFECTIVERISKMANAGEMENT&MITIGATIONPLAN

§  Commonrisk–NotanexhausDvelist(conDnued)

RISKS IMPACT SOLUTION

Incorrect initial scoping Unsatisfied expectation and potential increased project duration and expense

§  Conduct a TIBCO BPM Scope Study1 prior to project start to help identify vision, benefit and scope

Project team resource make up

Mixed team of customer and vendor resources can be problematic if customer resources lack experience

§  Open communication with vendor

§  Good education and training

Stream 4: Analyze Process and Develop Projects RoadmapBusProcessPlanningOrganizaDon InfrastructureVision

1.TRANSFORMPROCESSBYDELIVERINGPROJECT§  Requirementsphase

§  ConductbusinessprocessdefiniDonworkshop(s)§  Build1stcutprocessandUIprototype§  Reviewprototypewithusers§  Definedetailedrequirements§  EsDmateeffortforsubsequentphases

§  ArchitectureandDesignphase§  DevelopprocessandUIdesignthroughiteraDon§  Documentdesign§  ArchitectanddesignintegraDonsandcustomcomponents§  Developpost-projectreviewplanformeasuringbenefits

-  Howtomeasures,whenbenefitscanbemeasured,resourcesneededtomeasure

§  ImplementandAssemblephase§  ImplementintegraDonsandbuildcustomcomponents§  ProduceproducDonreadybusinessprocessandUI§  ProduceuserdocumentaDonandupdateprocessdesign

§  PerformfuncDonal,performance,operaDonal,andusertesDng

§  DeployprocesstoproducDonenvironmentandupdatetheprojectsroadmap

Stream 5: Design, Build, and Deploy Business ProcessBusProcessPlanning

OrganizaDon InfrastructureVision BusProcessTransformaDon

Stream 5: Design, Build, and Deploy Business Process

ProcessDesignBestPracDces§  Businessinvolvementiskey

§  Thebusinessunitsrelatedtotheprocessneedtobeinvolvedandcommiued§  Makesurequalifiedbusinesssubjectmauerexpertsarepartoftheprojectteam

§  UserinterfaceisacriDcalissue§  Developasolidbaselineforallformsandgetsign-offfromusersasearlyaspossible–formsgoodbasisformovingforward§  Prototypecanbeasetofmock-ups(evenppt)§  Buildvalue-addintoUI§  MakefuncDonalandintuiDve,notjustpreuy§  Keepitsimple

§  IntegraDonisalsoacriDcalissue§  Mockitupalso§  ProvethattherequireddatacanbeputinorextractedfromXYZsystemwithoutworryingabouttheuserinterfaceorprocessflow

§  Challengethecurrentprocess§  Theprocessmaybemanyyearsold§  Don’tstartdesignwiththeas-isprocessmaps§  AutomaDonwon’tfixabrokenprocess§  Stayfocusedonyourgoals

BusProcessPlanning

OrganizaDon InfrastructureVision BusProcessTransformaDon

Stream 5: Design, Build, and Deploy Business Process

2.PERFORMPOSTDEPLOYMENTPROJECTACTIVITIES

§  Preparefollow-onrequiredacDonsreportfortheproject,including§  Openprojectissuesthatwereconsideredtohavemeritbutwerenotimplementedduringtheproject§  RisksidenDfiedduringproject,whichmayaffectprojectresultsduringoperaDon§  Howtoperformhandover-Businessneedstoowntheprojectandassessresults§  Usertrainingneeds

§  PrepareProjectLessonsLearnedReport–inputtonextiteraDonofStreams2and3§  Managementandqualityprocesses(whatwentwell/bad,whatwaslacking)§  Methods,tools,standards,bestpracDces§  Analysisofprojectissuesandtheirresults§  RecommendaDonsforfutureenhancementormodificaDontoprojectapproach§  Measurementsoneffortrequiredtodeliverprojectandcreatedeliverables§  EvaluaDonofeffecDvenessofreviewsandtests

§  UpdateProjectsRoadmap§  ProjectsmaydevelopaddiDonalservicesthatwerenotoriginallyplanned§  UDlizaDonoftheseservicesinotherprojectsmustbereflectedintheroadmap

BusProcessPlanningOrganizaDon InfrastructureVision BusProcess

TransformaDon

Stream 6: Operate the Business

§  Go-livewithimprovedprocesses,havingmentorsavailabletosupportusers§  AnswerquesDons§  Assistandresolveissuespromptly§  Documentuserfeedbackonusability,funcDonality,etc.tofeednextiteraDonoftheprocess§  Organizeweeklyconferencecallsforthefirstmonthwiththeprojectteamandkeybusinessmembers

§  Measurebusinessprocessperformance§  PerformaccordingtoPostProjectReviewPlan(developedinStream5)§  Measureprocessperformance§  CompareagainstbaselineandplannedKPIsandSLAs(definedinStream5)§  Toolsmaybeneededtogathermeasurements§  IdenDfyareaswherethenextroundofimprovementsshouldconcentrate

§  PerformsimulaDonsusingrealdata§  InvesDgatedifferentfuturestatescenariosandassesswhattheimpactwouldbe§  CombineprocessandLOBdataidenDfypauernstobeautomatedandimproved

§  Managebusinessprocesschanges§  UpdatedbusinessprocessspecificaDon§  Roll-outupdatedbusinessprocesses

§  ResultsareinputtoStream1and4toreassessandupdateRoadmapsandprioriDes

ExecuDonBusProcessTransformaDon

BusProcessPlanning

OrganizaDon InfrastructureVision

TIBCO BPM Execution Model Iterative in nature; with continuous improvement built in

OperatetheBusiness

DevelopVision&BPMProgramRoadmap

Define&Implement

OrganizaDonalFoundaDon

Define&ImplementTechnical

Infrastructure&Standards

AnalyzeProcess&DevelopProcessRoadmap

Design,Build&DeployBusinessProcess

Stream1 Stream2 Stream3 Stream4 Stream5 Stream6

BPMGovernanceBPMProjectLifeCycleManagementandControlMeasureBusiness,ITandOrganiza?onalKPIs&SLAs/AnalyzeROI

ConDnuousImprovement

Repeatforeachproject

Outputofstream1-3providesbasisforeffec?velyperformingstream4-6

Introduction•  Issues and Roadblocks•  BPM and SOA Paradigm•  Business and IT need to work together

Overview of the TIBCO BPM Execution Model•  TIBCO’s approach to building and implementing BPM across the

enterpriseWrap-up

•  PSG Service Offerings that support the model•  BPM Case Study•  Summary of 1st Project Best Practices

Agenda

Strategy§  Strategy Initiation Workshop

§  Current State Assessment§  Roadmap

§  Governance Framework§  Organization

Architecture§  Enterprise Architecture & Standards§  Enterprise Architecture Assessment

§  Solution Architecture Development§  Solution Architecture Assessment

§  Solution Go-Live Readiness Assessment§  Solution Architecture Boot Camp

TIBCO PSG ServicesInfrastructure and Operations

•  InfrastructureDesign&ImplementaDon

•  Profiling,Monitoring,andCapacityToolü  VirtualizaDon

ü  OperaDonsSupport

ü  EnvironmentManagement•  InfrastructureAccelerators

ü  CommonLogging&ExcepDonHandlerü  DashboardAccelerator

ü  HawkAccelerator

ü  DeploymentAccelerator

Management§  ProgramManagement

§  ProjectManagementq  DirectConnectManager

Other§  ProgramandCOEAccelerator§  2-DayScoping/Review§  TIBCOAudit

§  Deliveredprimarilyon-shorebylocalresources

ü  Deliveredon-shoreorright-shorewithTIBCOGlobalServices(TGS)inIndia

Ø  DeliveredprimarilybyTIBCOEducaBon

o  DeliveredbyTIBCOSupport

Solution Implementation§  Project Discovery

ü  Managed Implementationü  Performance Engineering

ü  Solution Testingü  Upgrades & Migrations

User Experience Optimizationü Testing Acceleratorü Engineering Expertise

ü SME / Product MentoringØ Product Education Program

Stream 1 – Vision, High Level Architecture, Roadmap§  StrategyIniDaDonWorkshop§  CurrentStateAssessment§  Roadmap§  EnterpriseArchitecture§  ProgramandCOEAccelerator

Stream 2 – Organization and Governance§  GovernanceFramework§  OrganizaDon&Process§  ProgramandCOEAccelerator

Stream 3 – Technical Infrastructure and Standards§  EnterpriseArchitecture§  EnterpriseArchitectureAssessment§  InfrastructureDesign&ImplementaDon§  CommonLogging&ExcepDonHandler(CommonLE)§  HawkAccelerator§  DeploymentAccelerator§  DashboardAccelerator§  Inventory,UDlizaDonAnalysis,&TuningAccelerator§  ProgramandCOEAccelerator

PSG Offerings That Support Execution of the ModelStream 4 – Analyze Process & Develop Process Roadmap

§  BPMProcessSelecDonCriteriaandAnalysisTool§  ProjectScopeStudy§  SoluDonArchitectureBootCamp§  SoluDonArchitectureDevelopment§  SoluDonArchitectureAssessment

Stream 5 – Design, Build, & Deploy Process§  ManagedImplementaDon§  SoluDonTesDng§  TesDngAccelerator§  PerformanceEngineering§  EngineeringExperDse§  UserExperienceOpDmizaDon§  Upgrades&MigraDons§  SME-ProductMentoring§  ProductTrainingPrograms§  SoluDonGo-liveReadinessAssessment§  VirtualizaDon

Stream 6 – Operate the Business§  PerformanceEngineering§  OperaDonSupport/EnvironmentManagement

§  A robust business case is critical§  Set reasonable expectations§  Build momentum and buy-in from the

beginning§  High level of business involvement -

Remember they own it!§  Select the right process

§  Has a justified ROI or value§  Integration to a minimum

§  Define benefits, identify success criteria and simple metrics§  Volume, turn around time, cost§  Stay focussed§  Measure your success

§  Deliver quick wins §  3-4 months start to stop. Any longer is to long.

Summary of 1st Project Best Practices§  Iron out your governance model – There

will be issues§  Therewillbeissuesanditseasytogowrong

quickly§  Learntomanagetheissues

§  Empower the team members to be able to make decisions for their respective areas

§  Businesssponsor§  Businessinterestsubjectmauerexperts§  Businessprocessarchitects/analysts§  Systemarchitects

§  Keep it simple§  Don’tgetsidetrackedbytechnologyand

standards

§  Challenge the current process – legacy lives on! - Prioritize opportunities

§  The TIBCO BPM Execution Model is step-by-step guide to planning and implementing BPM across an enterprise and is technology and product independent

§  TIBCO DeliverIt provides the tools needed to effectively perform each stream of the TIBCO BPM Execution Model

§  TIBCO’s proven approach to planning and implementing BPM can help ensure your success

Summary

41© Copyright 2000-2015 TIBCO Software Inc.

Thank you!Jörg Grote – BPM Solution ArchitectJGrote@TIBCO.com+49 171 5664 015