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Business Process Management Les 1: Een inleiding (Capita Selecta van de BPM) V2.3 Bron dia’s: Cordys, Euroforum, Oracle, Microsoft, TUE, Gartner e.v.a.

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Presentatie over: "Business Process Management Les 1: Een inleiding (Capita Selecta van de BPM) V2.3 Bron dia’s: Cordys, Euroforum, Oracle, Microsoft, TUE, Gartner e.v.a."— Transcript van de presentatie:

1 Business Process Management Les 1: Een inleiding (Capita Selecta van de BPM) V2.3 Bron dia’s: Cordys, Euroforum, Oracle, Microsoft, TUE, Gartner e.v.a.

2 Waarom Slim werken Cases Baderie SOMI, ING NN verzekeringen Wehkamp 1 Wehkamp 2

3 6 weken 1 maand , Seconden 1 uur Aandelenkoers Brief … fax … 3 dagen 45 seconden Documentuitwisseling Interne opvragingen Buitenlandse order Dell PC ontvangen data warehouse info Vliegtuigtickets Kredietwaardigheid Leverancier update 24 uur 5 dagen 1 dag 30 minuten 5seconden 20 minuten 30 seconden 8 uur 10seconde n 1 dag 5 minuten 1 dag 15 minuten GSM activatie 3 dagen 1 uur Snelheid van zaken doen

4 Chief Executive Officer The typical CEO thinks of IT simply as a black-box that needs to help him address his business challenges 1996 Mergers & Acquisitions Competitive threads Globalization 2006 New Business Models Rapidly shifting customer demands New Standards & Regulations 1986 Organizational changes New Opportunities Process Automation 'Aligning IT and business goals is the number 1 management priority' Research among 500 CIO's, January 2006 Business Drivers Revenue Cost Chief Information Officer CIO’s generally agree with this, but also know that traditional IT boxes have difficulties in dealing with today’s challenges Business Processes are key in aligning Business and IT

5 Sophistication Scope Within Dept. Send Data Across Depts. Enterprise- wide Known Partners Ad Hoc Partners Immediate Look-up Transaction With Updates Intermingle Processes Business Process Speed and Agility Hard Easy Visiona ry Increasing the Scope and Sophistication of Integration Improves Business Performance

6 Hoe ziet de ideale organisatie er uit?

7 Doel en inrichting van de organisatie

8 ERP-weg ermee?

9 Point-to point chaos

10 Limited or poor integration between systems (stovepipes) ERP Legacy Applica tion CRM No end-to-end business processes control No single point of monitoring and management No aggregated view on business processes and objects (e.g. customers) Multitude of fat client applications Business logic is not reusable because it is not exposed through open standards Business logic is locked and hidden in legacy systems that are hard to change and extend All these issues have a negative effect on Flexibility, Responsiveness, and Productivity Typical Problems with Organizations

11 Existing business logic is unlocked, exposed as Web services and reusable ERP Legacy Applica tion CRM Increased business insight through central management and control of business processes Harmonized user interface Highly interactive browser based user interface Modeling and execution of business processes Existing applications are leveraged Cordys Process Management Layer Create new functionality to fill the gaps Use of open standards throughout all systems Typical Customer Scenario

12 Business Reasons Voldoen aan regelgeving –Basel 2 (risk man.) –HIPAA (admin.) –Sarbanes-Oxley (financ.) B2B samenwerking Fusies en overnames Nieuwe applicaties inzetten Nieuwe afzetmarkten “Single view of customer” Data kwaliteit verbeteren Implementatie mogelijk van “self-service portals” –Klant –Werknemer Redenen die NIET werken Om onze datastromen te verduidelijken We willen af van al die verschillende middleware en leveranciers Betere documentatie van de ICT Zodat we flexibel zijn mbt toekomstige veranderingen Om aan IT standaarden te voldoen Om de nieuwste technology te gebruiken ICT personeel reduceren Geld besparen op de ICT afdeling Business reasons

13 Multiple-Hybrid Business Process Modeling and Execution:  Facilitates both system as well as human (workflow) interaction  Transactional capabilities through Micro Flows (including compensating features)  Supports Long living and Short living processes  Graphical business flow and Rule Engine  Modeling and execution in same environment  Time-outs, Automatic Escalations etc are standard features Business Process Modeling and Execution

14 BPM Maturity Model

15 BPM een Hype? Groot probleem met hypes: zijn het hypes? Belanghebbenden bij ‘hyping’: Consultants Leveranciers Markt-analisten Wetenschappers Concepticide 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

16 Hype Cycle 1: 2005

17 Hype Cycle 2: 2008

18 Hype Cycle BPM onderdelen:

19 Technologische vooruitgang

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 Process Output Measures Feedback Data about results Expectations, Plans & Resources InputsResults PLAN & ORGANIZE PROCESS - Set goals and expectations - Establish plans and budget - Provide resources & staff - Implement process MONITOR & CONTROL PROCESS - Monitor process - Reinforce success - Diagnose deviations - Take corrective actions PROCESS EXECUTION Changes in Goals and Plans m Job Functions of a Manager Responsible for a Process Goals/Measures BPR BPM Rummler & Brache, 1995

23 Deelgebieden BPM 1. Procesmodellering (enginering en re- enginering) 2. Workflow management (WfM) + Rules Management 3. Enterprise Application Integration (EAI) 4. Business Activity Monitoring (BAM)

24 BPM Lagenmodel



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