technology & trend roadshow ibm business process management · pdf filetechnology &...

© 2011 IBM CorporationMarkus Saladin – BPM Senior Consultant – IBM BPM Tiger Team

Technology & Trend RoadshowIBM Business Process Management

Markus Saladin - Senior Consultant BPM

01. September 2011

9/3/20111

Markus Saladin – Senior Consultant BPM

Murali Sitaraman – Technical Presales BPM


The challange of the future

Quelle: Global CEO Studie 2010 von IBM, 1500 befragte CEOs

69%

65%

60%

53%

Inconsistant

Unsure

Komplex

� Source: Global IBM CEO Study 2010, polled 1500 CEOs

Different

2


What to do ?

The management concept BPMaddresses to align all aspects oft a company

on Efficiency and Effectiveness. This by

concurrent striving for flexibility, innovation and

tight integration of the processes in

technologies.

BPM strives for a continuous improvement

of the processes and can be described with this

perspective as the process for the optimization of the

processes

(www.soa-know-how.de)


Agenda

� Why clients buy

�What it is

�Who is already using it

�Delivery & Engagement model

4


ExecutiveManagement

CustomerService

InvoiceReconciliationTeams

Finance and Ops

AccountAdministration

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

13

2

5

4

6

Why clients buyBusiness Processes – Current status

5


ExecutiveManagement

CustomerService

Risk ManagementTeams

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

Why clients buyBusiness Process Management brings order to the chaos

1

2

3

4

5

6

Benefits:

•Huge Reduction in Manual Work, Errors

•Faster, More Consistent Issue Resolution

•Easier to Manage the Business

•Consistent Case Handling

6


Agenda

� Why client use this

�What it is

�Who is already using it

�Delivery & Engagement model

7


What it isBPM Maturity Level

• Excellente Operation

• Automatisierungsgrad �

• Kraft für Ausnahmen,

Changes und Neues

Automatisierung

• Prozesse = Workflow,

gesteuert und optimiert

nach KPI

• Wichtige Aktivitäten werden

überwacht

• Erfolge sind wiederholbar

Steuerung

• Workflows systemisch

angereichert und in IT

Landschaft eingebunden

• Controlling-Dashboard

• Erfolge gemanaged

Integration

• Prozesse abgebildet

• Wichtige Aktivitäten

definiert

• Erfolge = Ma-Einsatz

Dokumentation

• KPI, Kosten, Menge, t, Q


werden beobachtet

• Erfolge sind erklärbar

Publikation

8


AusführungZielsetzung

Design

Verbesserung

Umsetzung

Überwachung

BPMProzesslebenszyklus

Kontinuierliche Verbesserung

Analyse & Messung

Mitarbeiter

Prozessowner

Business-/ Processanalyst

Projektleiter, Entwickler

ManagerBusiness-/Processanalyst

What it isIBM BPM – for every step

9


What is itBlueworks Live for self service business processes

*Good discussion on this topic here: http://blogs.gartner.com/jim_sinur/2009/09/10/the-secret-is-out-the-business-is-building-processes-and-applications/

10

Relative Number of Processes

IBM Blueworks Live:

Built for individual processes most companies (large and

small) run over email with spreadsheets. Targeted to

Business Roles for BPM authoring.

IBM BPM Suite:

For all processes requiring integration, with 21st century

agility. IBM Blueworks Live modeling and governance

complement & seamlessly integrate with IBM BPMS

IBM Blueworks Live: Built for individual processes most companies (large and

small) run over email with spreadsheets. Targeted to

Business Roles for BPM authoring.

IBM BPM Suite:

For all processes requiring integration, with 21st century

agility. IBM Blueworks Live modeling and governance

complement & seamlessly integrate with IBM BPMS

Pro

ce

ss

Co

mp

lex

ity / M

atu

rity

IBM Blueworks Live

IBMBPMSuite


Management

What it isIBM BPM on every level

• Excellente Operation

• Automatisierungsgrad �

• Kraft für Ausnahmen,

Changes und Neues

Automatisierung

• Prozesse = Workflow,

gesteuert und optimiert

nach KPI

• Wichtige Aktivitäten werden

überwacht

• Erfolge sind wiederholbar

Steuerung

• Workflows systemisch

angereichert und in IT

Landschaft eingebunden

• Controlling-Dashboard

• Erfolge gemanaged

Integration

• Prozesse abgebildet


definiert

• Erfolge = Ma-Einsatz

Dokumentation

• KPI, Kosten, Menge, t, Q


werden beobachtet

• Erfolge sind erklärbar

Publikation

SOAESB

SOAESB

11

© 2011 IBM CorporationMarkus Saladin – BPM Senior Consultant – IBM BPM Tiger Team12

Event

Event

Event

What it isIBM BPM Offering

IBM BPMCorrelate several events and

detect critical business

situations

Correlate several events and

detect critical business

situations

Decision Server

Automate high-volume

operational decisions

Automate high-volume

operational decisions

ILOG JRules

Provide historical and real-

time insight

Provide historical and real-

time insight

Monitoring & Analytics

Design and Document

processes intuitively in the

Cloud

Design and Document

processes intuitively in the

Cloud

Blueworks Live

Automate and improve

business processes

Automate and improve

business processes

BPM 7.5

SOAESB

SOAESB


Agenda


� What it is

� Who is already using it

� Delivery & Engagement model

13


Worldwide Customer Base

14

IBM Confidential

Globe TelecomReal Time Analysis of Marketing Promotions

Highlights

Total BPM SW Sold/Supported: – IBM TCV: – SWG Rev

– GBS Rev:

– STG Rev:

� Contract signed: April 2010

� Siebel Number: 1JF-108XERD

Key Facts

Sponsors� Mario Domingo, Head of Product Design and

Creation

BPM TT and

Extended Team

� Don Workman, Sales Leader

� Andrew Larmour, BPM Tiger Team Solution

Architect

Key Metrics

(projected and

actual)

< WEC - None provided >

Workshops &

Scope

� OAW – completed with Client team and Brand

representative

� VIS – completed with Client

The scope of the Workshops were continue building

on the roadmap we have put in place last year.

We continue to explore new opportunities to

increase revenue, create flexibility, speed time to

market, and ultimately reduce costs for Globe.

Customer

Business

Challenge(s)

< WEC – Taken from Win in CRDB >

Globe is in the process of doing microsegmentation

with the idea of offering 700+ promotions at any

given time to sample groups of subscribers and then

narrowing down which promos are working and then

refocusing efforts on those to a larger audience.

Impact

Customer Impact

� Cost savings from Ericsson Intelligent Network retirement

� Revenue generation from real-time analysis of Marketing Promotions

uptake

IBM Impact

� Build out of Smart campaign management at Globe

� Extending our footprint into the online charging system (OCS)

� Establishing the presence of ILOG and the provisioning of a first of a

kind Streams deployment bringing in real-time analytics to their

campaign management

Technology and Implementation

� ILOG JRules – for business rule event handling

� WebSphere Process Server – for process execution from ILOG

� IBM solidDB – for persisting data from streams

� InfoSphere Streams – for real time analytics processing

Reference Type and Contact

Win link in CRDB: Globe Telecom

Contact Information: < WEC – Who is contact? >

Customer Impact

�Cost savings from Ericsson Intelligent Network retirement

�Revenue generation from real-time analysis of Marketing

Promotions uptake

IBM Impact

�Build out of Smart campaign management at Globe

�Extending BPM into the online charging system (OCS)

�Establishing ILOG and the provisioning of a first of a kind Streams

deployment bringing in real-time analytics to their campaign

management

Customer Impact

�Cost savings from Ericsson Intelligent Network retirement

�Revenue generation from real-time analysis of Marketing

Promotions uptake

IBM Impact

�Build out of Smart campaign management at Globe

�Extending BPM into the online charging system (OCS)

�Establishing ILOG and the provisioning of a first of a kind Streams

deployment bringing in real-time analytics to their campaign

management

IBM Confidential

GriditOn-boarding New Providers and Introducing New Products

Highlights

Total BPM SW Sold/Supported:

� Contract signed:

� Siebel Number:

Key Facts

Sponsors� Kari Vuorinen, CEO

� Kari Saarela, Business Logic Director

BPM TT and Extended Team

� Konsta Saarela, Thomas Timmemann – WebSphere Sales� Swami Chandrasekaran – SWG Services

� Andrew Martin – BPM Tiger Team BVA� Jeff Rettinger – BPM Tiger Team� Juha Suominen – Business Partner

Key Metrics (projected and actual)

Compared to alternative traditional SOA and BPM approach

� Reduce the Total Cost of Ownership of projects solutions by

51% or Euro4.7m

� Reduce the time taken to develop and deploy capabilities for

fulfillment and assurance processes by 46%

� Increase Agility through reconfiguration of intelligent Business Services to on board new providers and add products by 70%

Workshops & Scope

� BVA – 2Q2009 / 3Q2009

BVA Approach and Sales Strategy / Solution� April - Visioning Workshop (for dynamic BPM + TOCP) � May - Process Workshop (identify business components,

business services and variability at build and change time)� May - Architecture Workshop (align business services to

TAM, identify scope of integration into service providers)� June Business Case – build a TCO and Time to Value

Business Case

Customer Business Challenge(s)

Gridit is a start up owned by multiple networks in Finland. Gridit

needed to build the process infrastructure to enable rapid growth of the new business model at low cost and using Telco Industry Standards (TMF-NGOSS). IBM needed to demonstrate the value of IBM dynamic SOA/BPM over Gridit’s preferred approach of building an in-house solution using Open Source tooling

Customer Business Driver

Generate new revenue by launching a new “Open access service model” not tied to the

network or distribution channel. Gridit needed the agility to quickly and at low cost on board new providers and add products to the catalogue

Impact

Customer Impact

Dynamic BPM plus Telecom Industry Content Pack enables new products and on- and off-boarding providers without changing the end-to-end process. This agility allows very fast time to market and economies of scale as the business grows. IBM ImpactWhen the BPM Tiger Team was engaged IBM stood 10th out of 10 vendors. Konsta

Saarela “A key part of the engagement was building the BVA... You should have seen the customers' reactions. They were amazed about our methodology to get from "I conceptually perceive the potential benefit of Fabric + TOCP" to "Now I know how to present this to my management (owners) in my environment with a justified business case." Their feedback

was extremely positive.”Gridit announcement: http://www.gridit.fi/english/www/news_show.php?id=15

Technology and Implementation

� IBM WebSphere Dynamic Process Edition� WebSphere Telecom Content Pack

Reference Type and Contact

Win link in CRDB: GriditContact Information: Jeff Rettinger, BPM Tiger Team


needed to build the process infrastructure to enable rapid growth of

the new business model at low cost and using Telco Industry

Standards (TMF-NGOSS). IBM needed to demonstrate the value

of IBM dynamic SOA/BPM over Gridit’s preferred approach of

building an in-house solution using Open Source tooling


needed to build the process infrastructure to enable rapid growth of

the new business model at low cost and using Telco Industry

Standards (TMF-NGOSS). IBM needed to demonstrate the value

of IBM dynamic SOA/BPM over Gridit’s preferred approach of

building an in-house solution using Open Source tooling


Agenda


� What it is

� Who is already using it

� Delivery & Engagement model

17


Delivery & engagement modelStarting on the requirements, focus on Business Value

18

DiscoveryWorkshop

Quick-

win Pilot

Business Value

Assessment

Delivery

• Methodology• Industry content pack

(based on eTOM/NGOSS)

• Know-how


Information Week: September 2010

Agile Businesses Have:

�7% higher EPS growth

�45& higher ROI

�10% faster revenue

growth

�2.6X higher return on

capital

�23% lower valuation

volatility than their industry peers

Source: 2010 Convergence Index, BTM Institute

Process optimization drives agility

Client value & top line benefits

19


Visit IBM Blueworks Live to learn more

about BPM and capture business

designs

Measure your business agility with the

Business Agility Index

Contact IBM for a Business Process

Improvement Workshop Ask your (IBM

Contact) about a Quick Win Pilot

How to get engaged

[email protected] Adv. IT Specialist BPM

[email protected] Senior Consultant BPM

21

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