Take a Smarter Approach to Processes and Decisions Proven patterns for successful process improvement Pablo Irassar Director, BPM Development IBM Software Group Agenda The Agility Challenge Patterns for Success 1. Business Process Management 2. Decision Management 3. BPM & DM Together Agility in Action CEOs Recognize the Challenges and Opportunities as the Business Network Becomes More Dynamic “In these uncertain times, effective and swift decision making is more important than ever.” Shuzo Sumi, President and CEO Tokio Marine Holdings, Inc. “Our products need to anticipate need, rather than respond to a request.” Michael D’Ascenzo, Commissioner of Taxation, Australian Taxation Office “The complexity over the next five years is off the charts – a 100 on your scale from 1 to 5” Edward Lonergan, President and CEO Diversey, Inc. 3 IBM Global CEO Survey, Institute for Business Value, 2010 Transformation and Growth Require Better Decisions and Processes Based on interviews with over 3,000 CIOs 95% of CIOs with mandates to transform the business are looking to “drive better real time decisions.” of CIOs with mandates to transform the business are looking to “drive better 99% internal collaboration processes.” Source: IBM Global CIO Study 2011 4 Process Improvement Requires A “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. “Third Way” BPM Build Flexibility + + - Customized Unique High TCO IT bandwidth Buy Low cost/time 5 + + - Reduced time Initial Cost Standard Feature set Reliance on vendor Response to Change Agenda The Agility Challenge Patterns for Success 1. Business Process Management 2. Decision Management 3. BPM & DM Together Agility in Action Key Technologies for Process Improvement Business Process Management 7 • improves the orchestration of people and systems Decision Management • improves situational awareness and the quality of decisions Visibility and Analytics • improves situational awareness and the quality of decisions Solution Pattern 1: Business Process Management Through robust and flexible software capabilities and industry expertise, BPM enables customers to discover, model, execute, rapidly change, govern, and gain end-to-end visibility on their business processes Achieve better business outcomes with BPM BPM capabilities enable: Visibility Productivity Collaboration Efficiency Business User Engagement Faster response to change Governance 8 BPM delivers business value: How is Process Discovery done today? • Figure it out yourself • Lock the team in a conference room for day(s) • Sticky notes • Whiteboard drawings • Back and forth till you finally understand your process • Scribe it all down • Convert it to a diagram/drawing 9 Accelerate Change by Improving the Way You Work Streamline, document, and run processes Anyone can improve a process • Automate work run through email • Easily document processes Gain control and insight • Instant dashboards for visibility • Reporting for improved governance Collaborate for better results • Team up in secure private workspace • Leverage public expert community The best way to engage line of business users in process discovery, documentation, and simple process automation 10 Lowering Barriers to Collaboration creates Value ‣ Increasing Transparency through Documentation Government Agency • Document and provide standard process across 8 regional offices • Simple processes from travel requests to complex processes like new traffic control tower setup ‣ Centralizing and Standardizing Processes • Document and standardize processes across 14 domestic and 5 international call centers • Able to centralize core workforce management functions due to large part of standardized process Worldwide Outsourcer ‣ Incorporating Broad Participation Global Insurer 11 • External business areas view and maintain their own processes within a centralized repository • Reduced resources to manage and administer process repository from 14 to 2 • Reduced change requests from 8 weeks to 2 minutes Blueworks Live Demo 12 Change is inevitable. Adapt accordingly. Embrace complexity, adapt quickly and exceed expectations Simplicity for deep business user engagement Power to scale with transactional integrity Governance to manage Enable faster business-led change change confidently Visibility to empower business users to optimize processes 13 IBM Business Process Manager IBM Business Process Manager Management Process Center Shared Assets Versioned Assets Server Registry Process Center Console Repository Design Define Deploy Governance Visibility Update Measure Process Designer Process Server BPMN Out-of-box Process Portal Process Rules Monitoring Configurable Business Space Widgets End User Interfaces 14 BPEL ESB Optional Microsoft Add-ons Integration Designer Business Challenges at Lincoln Trust Company Leading independent provider of trust and custodial services Paper overload • 100,000+ client requests per month each generating a paperbased process instance • Client complaints due to lost documents Poor IT-business relationship • Paper problem was understood but limited IT/Business collaboration prevented improvement 15 Partnering for Process Improvement Lincoln Trust developed an aligned process focus across the company Joint LOB-IT executive steering committee and a small BPM team developed a 2-part strategy for process improvement: 1 16 Quickly address key pain point 2 Business-led automation for full business processes • Common “shared process” for document imaging and automation using content management tools • Business teams created “as-is” and “to-be” process models using IBM BPM Blueworks • Removed physical paper from 145 company processes • IT teams implemented automated workflows for 15 processes including service requests, plan establishment, and distributions Process Improvement Benefits at Lincoln Trust Best Practices Results • Build a partnership between business and IT • $2.2 million in savings to date • Focus on business value – be willing to trade-off for an initial project • Include process analysis skills on BPM teams, but don’t over-analyze • 120% ROI in one year • 25% increase in employee productivity • 50% - 75% reduction in cycle times • 90% reduction in customer complaints 17 Why Better Processes are Critical to Success Automated and streamlined processes help drive greater productivity and faster response to change Automate and streamline tasks to increase productivity Eliminate manual entry and redundancies to drive down costs Visibility and control to achieve better business outcomes “ Our business process transformation has differentiated Lincoln Trust in the marketplace. Through automation and process simplification, we’ve leapfrogged larger competitors in terms of our superior ability to on-board and service customers.” —Helen Z. Cousins, executive vice president and CIO, Lincoln Trust Company 18 IBM Business Process Manager Demo 19 Solution Pattern 2: Decision Management Decision Management is a business discipline that enables organizations to automate, optimize and govern repeatable business decisions. Business Processes, Applications & Solutions Decision Services Operational Decision Management Policy Regulation Best Practices Know-how Analytical Decision Management Business Rules & Events Predictive Analytics & Optimization Scenario Analysis & Simulation Internal & External Data 20 Risk Clustering Segmentation Propensity WebSphere Operational Decision Management v7.5 Combined business rules and business events management platform WebSphere ILOG BRMS WebSphere Business Events Situational Awareness Contextual Decisions WebSphere Operational Decision Management WebSphere Operational Decision Management 7.5 highlights The most complete platform for building decision management solutions that can use both event-based and knowledge-based decision logic The most extensive capabilities for LOB subject matter experts to directly participate in the definition and maintenance of decision logic The most powerful governance and management functionality (e.g. versioning and history, role-based security, team collaboration, multiple concurrent release management) 21 WebSphere Operational Decision Management Products/Components WebSphere Operational Decision Management Management Management WebSphere Decision Center Decision Artifacts Versioning Access and Control Decision Center Console Repository Define Rule Solutions for Office Update Visibility & Governance Deploy Decision Center for Business Space Design Design Event Event Execution Execution Decision Decision Monitoring Monitoring Connectors Connectors Rule Designer Event Designer Both Decision Center and Decision Server include WAS ND + DB2 WSE entitlements (supporting program limited use) 22 Contains all the business user capabilities: repository, web environment, test and validation, Business Space components, Rule Solutions for Office Decision Server Measure WebSphere Decision Server Rule Rule Execution Execution Decision Center Simplified product structure vs. previous business offerings Contains all the technical capabilities: runtimes for business rules and events, execution mgmt, integration connectors, developer tooling How Decision Management Works: Customer Acquisition Detect Decide Respond Multi-channel quote requests Event Pattern: Customer requests a series of quotes with increasing deductibles Business Rules: Customer good prospect, find best promotion Make a personalized offer Internet Event Pattern: 2 web quote requests and 1 direct contact in 3 days Business Rules: Determine best product Call Center Event Correlations Event Pattern: Same vehicle ID with different addresses on phone & Web request: Seek clarification Business Rules: Is customer gaming the system? Agency Events 23 Trigger agent call back to assist Rules Decisions Benefits of WebSphere Operational Decision Management Automating repeatable decisions for use across processes & applications Business experts are directly involved in their required solutions Reduce turnaround time for business changes Ensure changes meet business requirements Business User Empowerment Enable business experts to author, improve and maintain decision logic in partnership with IT Decision Externalization Separate decisions from processes and applications to simplify visibility and reuse Improve visibility for the business Increase consistency of application of corporate policies and best practices Increase flexibility at lower cost Make decision making more precise and informed Increase revenue and reduce risk through more timely detection and response 24 Real-time Decision Automation Execute real-time decisions precisely and reliably based on the context of specific interactions Solution Pattern 3: Combining BPM and Decision Management Distinct technologies but Complementary Solutions Process Management Operational Decision Management • • Defines and executes specific decision points in processes and applications • Is focused on automating and improving decisions • Is fundamentally concerned with the operational intelligence of the organization • • Defines and orchestrates the end-to-end process Combines automatable and human elements Is fundamentally concerned with operational efficiency of the organization How they collaborate…. Starts Notifies Invokes Responds 25 25 Combining BPM and Decision Management Increases Agility 500$ in USA 3 ATM withdraws in the same day from different countries 300€ in France 200Y in Japan Classify risk based on locations and amounts Initiate a credit card fraud management process The best combination to support When / What / How kind of decisions from immediate to very long term ones 26 Process and Decision Life-Cycles can be Managed Independently April 27 May June July August September October Value of Combining BPM and Decision Management Increased Process and Decision Automation Automate processes and decisions & streamline exceptions Reuse of process and decision services Enhanced Business Interactions LOB are more involved in the processes Transparency on how decisions are made in the processes IT and LOB collaboration Reduced Cycle Times Streamlined processes for faster execution Decisions are managed in a shorten life cycle Change once, impact everywhere 28 Enabling Agile Processes & Applications Aligned Product Architectures Improves Collaboration IBM Business Process Manager WebSphere Operational Decision Management Process Center Decision Center Process Server Decision Server Unified management of all BPM components Unified management of business rules & events Work together to deliver effective solutions for business operation improvement Rules & Events Demo 30 Agenda The Agility Challenge Patterns for Success 1. Business Process Management 2. Decision Management 3. BPM & DM Together Agility in Action IF Insurance Streamlines Claims Process Increases productivity and responsiveness with BPM and BRMS Challenge: Claims process was too long, resulting in lost productivity and poor customer satisfaction Increase efficiency by streamlining claims processes Benefits: Decreased the cost of claims Increased of customer satisfaction through faster turnaround Substantial savings of employee work 3 out of 5 private claims are settled in the same day they are received! BPM and Decision Management Solution The automated claims processes are expected to increase revenue by between SEK85 million and SEK100 million each year. More responsive to business and market changes, improving internal communication and productivity. The SOA approach will enable it to reduce time to market for new processes and realize an easy migration to other base systems. Verizon Wireless increased customer service And achieved business agility with BPM and BRMS Challenge: The nation's most reliable and largest wireless voice and 3G data network, serving more than 93 million customers Needed to increase self service, improve customer experience and be quickly adapt to meet pressures of the market Benefits: Keep invalid orders off the system Shorten fulfillment cycle BPM and Decision Management Solution Deployed a BPM and BRMS automates its order system, eliminates invalid orders, shortens the fulfillment cycle, while saving the company manpower costs and reduces operational costs to comply with regulatory changes Human resource savings Reduced operational costs to comply with regulatory changes Verizon Wireless used the WebSphere ILOG JRules business rule management system (BRMS) to automate its order validation process. The JRules BRMS automates the verification of incoming orders and diagnoses errors. Verizon has been able to reduce invalid orders out of its systems, reduce operational costs and shorten fulfillment cycle time Customer Video 34 Why IBM for BPM and decision management? Unparalleled Expertise and Investment Expert consulting and implementation services for fast realization of business value Industry expertise to customize solutions for your specific industry Largest Customer Base #1 in Business Rule Management Systems (BRMS) market share according to all leading analysts #1 in Business Process Management (BPM) market share according to all leading analysts Strongest Ecosystem and Partner Network 800+ Business Partners authorized and certified to support customers Strongest global ecosystem including major global and regional system integrators skilled to provide comprehensive solutions 35 36