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Presentatie over: "Business Process Management"— Transcript van de presentatie:
1 Business Process Management Les 1: Een inleiding(Capita Selecta van de BPM)V2.3Bron dia’s:Cordys, Euroforum, Oracle, Microsoft, TUE, Gartner e.v.a.
2 Waarom Slim werken Cases Baderie SOMI, ING NN verzekeringen Wehkamp 1
3 Snelheid van zaken doen Strategic Planning Assumption: The velocity of business processes and the related need to decrease information “float” will continue to accelerate through 2008 (0.9 probability).6 weken1 maand, Seconden1 uurAandelenkoersBrief … fax …3 dagen45 secondenDocumentuitwisselingInterne opvragingenBuitenlandse orderDell PC ontvangendata warehouse infoVliegtuigticketsKredietwaardigheidLeverancier update24 uur5 dagen1 dag30 minuten5seconden20 minuten30 seconden8 uur10seconden5 minuten15 minutenGSM activatieSpeed underlies many management strategies, including “the zero-latency enterprise,” “time-based competition” and “just-in-time” inventory. When an order is placed online, there is an expectation that the goods will arrive faster. When people apply for an insurance policy or submit a claim, they expect a quicker decision and more visibility into the process. These expectations require remaking supply and distribution infrastructures. An extreme example of increased business velocity is Dell. The entire process — talking to the customer, configuring a system, manufacturing, testing, shipping and transferring funds from the customer’s bank account to Dell — takes less than 24 hours (in some cases). Short “quote-to-cash” cycle times require fast, closely knit application integration. Dell demands 15-minute response from its suppliers, but suppliers also get paid faster. Similar examples abound in many other sectors. Law firms have accelerated many aspects of the legal profession merely by leveraging faster delivery and immediate turnaround of documents through . Note: “float” is the time between when new information is captured in one place and when it becomes available and usable elsewhere.Action Item: Business and IS managers must identify their unique opportunities for improving business results by accelerating the speed at which certain processes are executed.
4 'Aligning IT and business goals is the number 1 management priority' Business Drivers'Aligning IT and business goals is the number 1 management priority'Research among 500 CIO's, January 2006RevenueCost2006New Business ModelsRapidly shifting customer demandsNew Standards &RegulationsThe typical CEO thinks of IT simply as a black-box that needs to help him address his business challengesChief Executive Officer1996Mergers & AcquisitionsCompetitive threadsGlobalizationBusiness Processes are key in aligning Business and ITCIO’s generally agree with this, but also know that traditional IT boxes have difficulties in dealing with today’s challengesChief Information Officer1986Organizational changesNew OpportunitiesProcess Automation4
5 Business Process Speed and Agility Increasing the Scope and Sophistication of Integration Improves Business PerformanceTactical Guidelines: The difficulty of integration increases as a multiple of the number of processing nodes, the number of application owners, the sophistication of the interactions and the rate of application changes. The business value of integration increases in proportion to its difficulty.HardEasyVisionaryIntermingle ProcessesTransaction With UpdatesBusiness Process Speed and AgilityImmediate Look-upSend DataSophisticationWithin Dept.Across Depts.Enterprise- wideKnown PartnersAd Hoc PartnersAn agile enterprise has a competitive advantage because it can act swiftly on routine transactions and modify its processes quickly in response to changing conditions. The core principle that underlies agility is to have a comprehensive view of all participants and steps in a business process. Business units, people, application systems and automated devices in diverse locations can be viewed as subsystems in a single, holistic system. The idea of the virtual enterprise confirms business trends that have been underway for years. The boundaries of the conventional enterprise are increasingly porous as information, goods and services flow more quickly. Application integration is the common theme underlying zero-latency enterprise, real-time enterprise, on-demand enterprise, customer relationship management, supply chain management and many other modern business strategies. The scope of interactions is increasing, as connections are made not only among business units in the same company, but also to business units outside the enterprise. The sophistication of interactions is changing by modeling, managing and monitoring more aspects of each business process. Shallow, slow-moving, loose application couplings — such as file transfer — are being complemented, and sometimes replaced, by faster and richer forms of interchange, including: 1) direct interactive lookups, 2) invoking remote functions (e.g., via Web services) and 3) linking business processes (business process fusion).Action Item: IS managers, architects and developers must work with business analysts and business unit managers in every stage of an integration project because most of the costs and benefits of integration occur outside of the IS department.Scope
10 Typical Problems with Organizations No aggregated view on business processes and objects (e.g. customers)Typical Problems with OrganizationsMultitude of fat client applicationsNo single point of monitoring and managementERPLegacy ApplicationCRMNo end-to-end business processes controlAll these issues have a negative effect onFlexibility, Responsiveness, and ProductivityBusiness logic is not reusable because it is not exposed through open standardsLimited or poor integration between systems (stovepipes)Business logic is locked and hidden in legacy systems that are hard to change and extend
11 Typical Customer Scenario Highly interactive browser based user interfaceTypical Customer ScenarioHarmonized user interfaceUse of open standards throughout all systemsIncreased business insight through central management and control of business processesCordys ProcessManagement LayerCreate newfunctionalityto fill the gapsModeling and execution of business processesExisting business logic is unlocked, exposed as Web services and reusableLegacy ApplicationERPCRMExisting applications are leveraged
12 Redenen die NIET werken Strategic Imperative: Enterprises must have an application integration strategy, an integration competency center and a comprehensive middleware infrastructure to meet the escalating requirements of modern business.Business reasonsRedenen die NIET werkenBusiness ReasonsOm onze datastromen te verduidelijkenWe willen af van al die verschillende middleware en leveranciersBetere documentatie van de ICTZodat we flexibel zijn mbt toekomstige veranderingenOm aan IT standaarden te voldoenOm de nieuwste technology te gebruikenICT personeel reducerenGeld besparen op de ICT afdelingVoldoen aan regelgevingBasel 2 (risk man.)HIPAA (admin.)Sarbanes-Oxley (financ.)B2B samenwerkingFusies en overnamesNieuwe applicaties inzettenNieuwe afzetmarkten“Single view of customer”Data kwaliteit verbeterenImplementatie mogelijk van “self-service portals”KlantWerknemerApplication integration is pervasive because it is required, not because it is cheap and easy (it is neither). Integration is expensive and difficult, but enterprises do it anyway because they have no choice. The motivation for integration usually comes from outside of the IS department, sometimes driven by the enterprise business strategy and sometimes by outside forces such as regulatory bodies or business partners who need certain interfaces and functions supported to enable business-to-business (B2B) relationships.Senior executives rarely spend money on integration just to clean up a messy and inefficient set of processes in the IS department. Most managers do not believe that integration technology and systematic integration design practices will save money in the IS department in the near term. A few managers do not even believe that good design and tools will make applications measurably more flexible and easier to modify in the long term. Even if they believe that integration tools and techniques can bring these benefits (which, indeed, they can), many managers are unwilling or unable to invest today to reap unquantifiable benefits several years in the future. The result is that integration is undertaken often, but usually on a piecemeal basis and only in response to urgent business needs. The single most-common motivator for integration in 1998 was installing a packaged application such as enterprise resource planning (ERP); in 2000, it was to implement customer relationship management (CRM); today, it is to respond to a law or regulation.
13 Business Process Modeling and Execution Multiple-Hybrid Business Process Modeling and Execution:Facilitates both system as well as human (workflow) interactionTransactional capabilities through Micro Flows (including compensating features)Supports Long living and Short living processesGraphical business flow and Rule EngineModeling and execution in same environmentTime-outs, Automatic Escalations etc are standard features
15 BPM een Hype? Groot probleem met hypes: zijn het hypes? Belanghebbenden bij ‘hyping’:ConsultantsLeveranciersMarkt-analistenWetenschappersConcepticide ligt op de loer:“The continuous and collective rejection of organization concepts that have been widely embraced only a short time before” Stefan Heusinkveld, Nijmegen School of Management
20 Enkele definities ter (dis)oriëntatie “BPM is the general term for the services and tools that support explicit process management (such as process analysis, definition, execution, monitoring and administration), including support for human and application-level interaction.” (Gartner, 2003)“Supporting business processes using methods, techniques, and software to design, enact, control, and analyze operational processes involving humans, organizations, applications, documents and other sources of information.” (W.M.P. van der Aalst, A.H.M. ter Hofstede, M. Weske, 2003)“Management van de business met de bedrijfsprocessen als centrale structuur.” (Definitie in gebruik bij Telfort)
21 Bizagi definitie: “BPM is a philosophy who’s objective it is to improve efficiency through process management”
22 Scope BPR-BPM BPM BPR Rummler & Brache, 1995 Process Output Measures FeedbackData about resultsExpectations,Plans & ResourcesInputsResultsPLAN & ORGANIZEPROCESS- Set goals and expectations- Establish plans and budget- Provide resources & staff- Implement processMONITOR & CONTROL- Monitor process- Reinforce success- Diagnose deviations- Take corrective actionsEXECUTIONChanges in Goals and PlansmJob Functions of a Manager Responsible for a ProcessGoals/MeasuresBPRBPMRummler & Brache, 1995