Management in the Nutshell

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B

usiness

P

rocess

M

anagement in the Nutshell

By Maher Salam

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Agenda

Fujitsu Consulting

Business Process Modeling Language

BPM introduction and concepts,

BPM Suite Demonstration (Fujitsu Interstage)

Q&A

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Agenda

Fujitsu Consulting

Who is Fujitsu Consulting?

Service Offering

BPM Consulting at Fujitsu

Business Process Modeling Languages BPM introduction and concepts,

BPM Suite Demo (Fujitsu Interstage) Q&A

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Who is Fujitsu Consulting?

Fujitsu Consulting delivers the scale and viability

of a top-tier global IT services organization—but

with the responsiveness and adaptability of a local

boutique service provider.

Fujitsu Consulting offers the best of both worlds:

a flexible and adaptable local partner with offices

and key resources in every major market in North

America, backed by strong worldwide alliances

and extensive global delivery capabilities.

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Services Offering

Business Process Management

Management Consulting

IT Consultancy

Security Consultancy

Application Consultancy

Knowledge Management

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BPM Consulting at Fujitsu

Fujitsu Consulting has experience helping organizations envision and build business models that integrate strategy, people,

processes, customers, suppliers and technology.

Our focused and collaborative approach quickly identifies

initiatives that deliver measurable business value. We help clients implement new business and technology designs so they can

realize the planned return on investment much more rapidly and efficiently. Fujitsu Consulting offers services critical to

organizations in the areas of: Operational assessment Business process design

Business architecture alignment and strategy IT investment analysis

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Agenda

Fujitsu Consulting

Business Process Standard Modeling Languages

BPMN

XPDL

BPEL

BPM introduction and concepts, BPM Solution (Fujitsu Interstage)

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B

usiness

P

rocess

M

odeling

N

otations

BPMN creates a standardized bridge for the

gap between the business process design and

process implementation.

BPMN defines a Business Process Diagram (BPD),

which is based on a flowcharting technique tailored for

creating graphical models of business process

operations. A Business Process Model, then, is a

network of graphical objects, which are activities (i.e.,

work) and the flow controls that define their order of

performance.

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B

usiness

P

rocess

E

xecution

L

anguage

“BPEL is an "execution language," a programming

language that has variables and operations.

The operations can send and receive SOAP

messages, and there is strong support for XML and

XML transformation.”

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XPDL

“XPDL is a file format that represents a process

definition. It contain X & Y coordinates and node size.

It has the concept of lines, and points along the line

that gives it a particular path.

The nodes and lines have attributes that can specify

executable information such as roles, activity

descriptions, timers, web service calls, etc. XPDL 2.0

contains extensions in order to be able to represent all

aspects of BPMN”

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BPEL vs. XPDL

The goal of BPEL is to provide a definition of web

service orchestration with underlying interactions i. e.

BPEL in BPM solution is all about data transformation

from one place to another with web service invocation

and data manipulation functions.

The goal of XPDL is to allow tools to exchange

process diagram files.

BPEL and XPDL has entirely different purposes.

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Standard BPMN Suites

’

Interactions

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Agenda

Fujitsu Consulting

Business Process Standard Modeling Languages

BPM introduction and concepts, What is PBM?

Why BPM Matter

Business and IT Deferring perspectives BPM life cycle

Where Does BPM fit?

Business and IT BPM perspectives Challenges of BPM adoption

The nine BPM Misconceptions First Steps

BPM Solution (Fujitsu Interstage) Q&A

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Business Process Management

(BPM)

It is a process based unified approach to accomplish organization goals; it refers to round-tripping improvement life cycle that includes analysis, design, execution, and Monitoring/management of cross-functional and cross-industry business activities that incorporate people, processes, and systems.

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Why BPM Matter?

BPR

No implementation support One time organizational change

ERP (like Concrete)

Based on best practice

Too complicated, and hard to innovate or develop agile processes

Can’t handle cross functional Problem effectively Limited user input, minimum customization

Minimum focus on People

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BPM and Six Sigma DMAIC

Define,

BPM helps express the process under study

on Value Chain Level

Measure,

BPM can collect data from operational

systems in a fully automated manner.

Analyze,

BPM can encode metrics within any process

design to analyze variation

Improve,

BPM assist by the ease to generate and

simulate processes

Control,

BPM prevent process reverting

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BPM and Business Process Reengineering

BPM provide the right tools and techniques to

avoid failure.

Hammer and Champy’s BPR failure reasons

BPR try to fix processes instead of reinventing

them

Willing to settle for minor results

Concentrate on Detailed process design

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How BPM makes ERP works

ERP

Too Complicated, and hard to innovate or develop new processes

Can’t Handle cross functional Problem effectively

Limited users input and customization

Business dominates ERP implementation

BPM

Manage agile processes across people and systems including ERP module (silos)

Track Problem across the value chain Allow users to design cross-functional processes

Business and IT share the control

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Why Now?

“Customers are asking not only for just-in-time products, but also for just-in-time processes” Regis McKenna ( fully-informed customer )

“Rapid, endless change is fundamental driving force in today’s business” Howard Smith and Peter Finger

Mass customization vs. mass production (Financial services )

End-to-end process visibility, agility and accountability is mandatory for today’s business

Industry Boundaries are blurring (Microsoft & MSNBC) It is a Value Chain vs. Value chain competition (process acquisition and aggregation)

Collaboration vs. Competition (Insurance quotes)

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We Can

’

t Afford Dumb Systems!

Decades of CRUD systems that,

Generate reports without learning

Build to last and never change

Wait and never act

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Business and IT Differing Perspectives

Business focuses on costs, revenue and

first-mover advantage

IT focuses on the nuts and bolts of how a process

works on a technical level like triggers, rules and

the ins and outs of every application

BPM align both Business and IT and shift the

management of change from reactive to proactive

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What BPM can do for IT

Bringing all IT development under an overarching BPM platform confers the following benefits to the IT

organization:

Flexible, rapid development and deployment in one unified platform

Reuse of existing IT assets Change management

Integration-based infrastructure that allows third-party applications to be leveraged

Meet business demands quickly and easily

Self-service capability for business users (through

governed configuration, customization, and composition) Fast, iterative development, thereby decreasing project risk

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What BPM can do for Business

Communicate with IT and other business departments, based on a common shared model of the business

Specify project requirements through visual processes without the need to know the underlying IT systems

Obtain access to information that is meaningful and linked to business processes and business metrics

Share best practices in process improvement across the enterprise

Eliminate wasteful, non-value added work, and hereby concentrate on growth and innovation

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25 Where Does BPM Fit?

Where Does BPM Fit?

Layered Solution

Event triggeringXML translation Web services

MessagingRouting

Process automation Application adaptersData transformation

Process modeling

EAI

Process analytics Process monitoringSimulation Rule/Process/Event Engine

BPM

ESB

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BPM Lifecycle and Six Sigma

Process Execution Design and Implementation Analysis and Optimization Assessment and Discovery Monitoring and Management

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BPM Adoption Challenges

Do not know where to begin

Lack of visibility into business processes

Lack of operations knowledge and processes

causes this uncertainty

BPM misconceptions presents many challenges

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First BPM Misconception

BPM is packaged application!

BPM usually does not directly provide domain-level functionality offered by commercial off-the-shelf

(COTS) applications, it provides the tools to model and mange the execution of processes that flow across

multiple functional applications.

If a functional application that implements a process does not exist, the BPM platform provides the

development environment to create such an

application. While most third-party applications are restricted to functional domains,

BPM can play the role of a cross-functional process

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What Fujitsu offer?

Fujitsu Interstage Suite,

Easy to use business process modeling for cross

functional process modeling

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Second BPM Misconception

BPM is considered very expensive!

When compared to ERP and client/server implementations, BPM is not only relatively inexpensive, it is also less risky.

The BPM platform facilitates the creation of a common, shared model of the business that minimizes gaps in communication and misunderstanding of requirements, By closely mapping business requirements to IT services

The BPM platform also decreases implementation time by

providing a development environment that minimizes custom coding and facilitates reuse of previously built processes and services.

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What Fujitsu can offer?

Interstage uses Standard modeling notation

BPMN, for which minimizing risk by provide

common communication framework for both

business and IT

Interstage Suite provides minimum coding

development platform through predefined

generic Actions, Timers, Triggers and Forms

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Third BPM Misconception

BPM is used only for process modeling!

Process model are the corner stones of all BPM

phases.

BPM makes it possible to create

“round-tripping” environment “Discovery, Analysis and

Optimization, Design and Modeling, execution,

Monitoring”

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Interstage Suite cover the complete BPM

lifecycle and provide round-tripping

environment

Experience with helping customer to implement

BPM solution

Interstage Suit process models supports,

1. Simulation

2. Upload to BPM server 3. version control

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Forth BPM Misconception

BPM is an all-or-nothing proposition!

Unlike ERP implementations that do not return a

single dollar until a full implementation is

complete,

an incremental implementation of BPM provides

benefits from day one.

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What Fujitsu offer?

Iterative and incremental methodology for BPM

implementation

Increased visibility into business operation

starts from day one

Agile methodology that map project Earned

Value to Business Value

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Fifth BPM Misconception

BPM is the same as EAI

Traditional EAI is limited to addressing issues of transaction and data integration without a focus on the overarching business process.

BPM, however, is a framework for business process

integration. As EAI is to applications, BPM is to business processes.

BPM adds a higher-level of integration capability to

enterprise integration. In this sense, BPM does not replace EAI, but extends it to a higher order of abstraction.

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What Fujitsu can offer?

Interstage Suite allow process cerography and

service orchestration, no application integration is

required.

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Sixth BPM Misconception

BPM has no hard ROI

Traditional ROI, traditional cost-benefit analysis, will not provide the right ROI,

With BPM, projects are more efficient ( by decreasing the time to gather requirements, translating them into specs, developing new processes, and promoting reuse).

BPM’s value is in providing a superior operations management capability.

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Seventh BPM Misconception

BPM is a project!

The implementation of BPM happens through one or more projects,

BPM itself is not only provides the tools to manage a process improvement project, but also to manage business

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Eighth BPM Misconception

BPM causes loss of control over operations.

This is a serious issue for senior executives who have a need to control their business processes and their

enterprise architecture.

BPM technology does allow for easy changes to processes. Through design-time, run-time, and change-time

governance,

BPM improves visibility both into project lifecycles and into business processes, thereby increasing control without increasing bureaucracy.

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Ninth BPM Misconception

BPM causes disruptive change

There is a lot of truth to the idea that BPM involves a radical re-thinking of business processes. It implies a move away from a function-centric organization to a process-centric organization.

The actual transformation into a process-centric organization can happen gradually. Change consultants must not

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First Phase

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Organization Assessment

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Second Phase!

1.

Process Management training

2.

Select a point of entry. This is not a trivial task

Too often proposals for new process improvement

projects face rejection because the business is struggling with the current broken processes

They have no time to consider process improvement

proposals. Such a situation is tailor-made for introducing business activity monitoring solutions.

3.

Process discovery and design POC

4.

Seed BPM platform and tools into existing projects

5.

Implement BPM project management to spread

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Third Phase!

1. Design business processes from outside in

2. Look for mission-critical project that yield large payback,

and has elements of application integration, workflow, SOA. Value chain integration

3. Seek opportunities to test the promised benefits of BPM,

and present BPM as helper and enabler to existing programs

4. Identify commodity business services and show BPM

outsourcing and monitoring capability

5. Establish enterprise-wide standards for BPM and build

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Fourth Phase

1.

Once BPM is proven in practice, consider how

to gradually phase out work on existing

methodologies and business units structure

2.

Establish the baseline of BPM value chain

processes

3.

Apply bottom-up and top-down approach for

complete and gradually improve value chain

4.

Leverage processes and monitoring data to

innovate new management capability to derive

enterprise agility

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BPM skills Stages

1.

Innocent- Never heard of BPM

2.

Aware- Has read something about BPM

3.

Apprentice- Has studied BPM (high level)

4.

Practitioner-Ready to use BPM

5.

Journeyman- Uses BPM naturally

6.

Master- knows when to break the rules (Why)

7.

Expert- write about BPM

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Agenda

Fujitsu Consulting

Business Process Standard Modeling Languages BPM introduction and concepts,

Fujitsu Interstage,

Interstage Business Process Manager Fujitsu Interstage Suite Architecture

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Interstage Business Process Manager

Interstage Business Process Manager helps you

detect process bottlenecks quickly, measure

deviations from set goals, and recommend

measures for improvement. Information can be fed

back to refine your business processes inching

you closer to the goal of optimized business

operations.

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Fujitsu Interstage Architecture

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Interstage Studio

Interstage BPM has an open, flexible, scalable

architecture that integrates seamlessly into

existing environments. It's Application

Programming Interfaces (APIs) empower

developers or system engineers to tailor Interstage

BPM to an organizations' specific needs. Interstage

BPM is made up of several components.

The Interstage BPM Studio is an easy-to-use

business process modeling tool. It enables

process designers and system integrators to

graphically model the business processes of an

enterprise.

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Interstage BPM Server

Interstage BPM Server is a Web-enabled workflow

engine. It provides the run-time environment for

process instances created from process

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Fujitsu Interstage Suite

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Interstage Studio Features

Build better, newer business processes, faster

Reduce risk by pre-testing various business scenarios before executing

Better align and use resources

Reduce errors and costs and improve efficiencies by automating tasks

Track tasks and business metrics and optimize processes in real-time

Demonstrate compliance by documenting processes More can be found at, www.Fujitsu.com

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Demonstration

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