BPM Best Practices Highlights Based on over a decade of BPM Services Engagements Bill.Hahn@us.ibm.com Sr. Consulting BPM Solution Architect Open.

BPM Best Practices Highlights Based on over a decade of BPM Services Engagements Sr. Consulting BPM Solution Architect Open Group Master Certified SW IT Specialist for more information and resources Phil Gilbert BPM Phil Gilbert DM Worksafe Video Banco Video IBMBPMDemos.com

Frequently Asked Questions
What makes BPM different? What happens after my first project? What does that mean for resources? How can IBM help ensure our success with BPM?

BPM Defined An integrated approach to aligning the key activities of an organization into processes you can consistently measure to optimize value to your organization and its end customers. Integrated Processes Technology + methodology Compresses cycle time for process lifecycle Enabled by BPMS platform Align people & tasks to valuable outcomes End-to-end vs. silo Cross-functional Measure Optimize High visibility into performance of process & people Metrics that are meaningful to the business Quantify impact of process improvements Enhance process to maximize business value Identify & remove bottlenecks Eliminate non-value-add activities

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. Build BPM “Third Way” Flexibility + - Customized Unique High TCO IT bandwidth -Wet Cement -Unkitting the sweater Buy + - Reduced time Initial Cost Standard Feature set Reliance on vendor Response to Change Low cost/time

Typical process problems
Customer Service Finance and Ops Unstructured Tasks and Communication (ex Paper or ) Inefficient Working Environment Spans Systems Inconsistent Prioritization Incomplete or Inaccurate Data Flow Between Systems Lack of Control Over System and Business Events (Exceptions) Poor Visibility Into Process Performance 1 2 3 4 5 6 Account Administration 6 Executive Management 1 3 Invoice Reconciliation Teams 2 Main Point: A deeper look at typical process problems to highlight BPM’s value Speaker Notes: Here is a deeper look at the problems that cause process management problems. The key points here: Yes, you have systems. But they typically only solve part of the process. At the human level, the problem is that work is not well controlled Finally, there is no end to end visibility to the process – that spans humans and systems 4 5

BPM brings order to the chaos
1 Automate workflow & decision making Reduce errors and improve consistency Standardize resolution across geographies Leverage existing systems and data Monitor for business events and initiate actions Real-time visibility and process control Customer Benefits: Huge Reduction in Manual Work, Errors Faster, More Consistent Issue Resolution Metrics, measurements, visibility and business-friendly reports Rapid, Agile and Iterative process improvements Finance and Ops 2 Account Administration Invoice Reconciliation Team 3 Executive Management Customer Service 4 5 Business Rules 6 Main Point: A deeper look at typical process problems to highlight BPM’s value Speaker notes: So, a good way to think about BPM is that it is a layer that gives you the control and visibility over the processes. Key points: It sits between people and systems and manages the process across those participants Prioritizes your work, but also gives you visibility and control And when the process evolves and changes – you can quickly implement that change and that is immediately

The essential BPM capabilities
Modeling Monitoring Automation Governance Optimization Rules Business Data Documents Events Integration Collaboration Analytics Finance and Ops Customer Service Executive Management Account Administration Risk Management Teams

Shared Model Architecture – Roles Based – Simplicity with Sophistication
Process Coaches Worker Process Portal Developer Service Modeler Process Inspector Manager Process ScoreBoards Process Modeler Business Analyst Business Analyst Process Optimizer Systems Events Shared Model

Conventional Approach to App Development
Business Analyst Biz Logic Developer UI Developer ?? In synch? “Bucket Brigade” “Visio- like” Business Rules Modeling Simulation Event Monitoring Human Interfaces Workflow Developer Report Writer Workflow Data Management System Integration Metrics Analytics Managing CODE … instead of PROCESS Version 1 Version 2 What gets deployed …

Traditional Solution Approaches
Process Improvement Disciplines (i.e. Six Sigma) No Integrated Process Measurement Platform Define, Measure, Analyze Improve Control High Investment – Low Leverage Implementation Highly Variable No Integrated Operational Control BPM provides an approach and platform for improving process throughout every stage of the SDLC optimizes functional silos and drives system-oriented solutions. Invasive functional/system changes can be very disruptive, leading to big-bang deployments. Offers no built-in control over task routing/execution and decision making. Six Sigma is process focused, but techniques are highly manual and lack systematic implementation support and operational integration. Both SDLC and Six Sigma have no cost-effective support for measuring “process performance”. SDLC no where close, Six Sigma very manual. Solution Development Lifecycle Analysis, Plan, Design Code (Buy vs. Build) Deploy, Maintain Functional Focus vs. Process Focus System Focus vs. People Focus No Systematic Operational Control

BPM Solution Lifecycle
BPM Solution Stages Define Implement Operate Measure Manage BPM Solution Define Implement Collaborate across functional boundaries to understand the complete value chain. Communicate business requirements in simple format. Direct translation into implementation requirements. Get better requirements faster. Iteratively validate business needs through all stages of solution implementation. Integrate control over manual and adhoc tasks. Cost effectively leverage existing technology assets. Implement end-to-end improvements faster. Key points: Implementation is iterative in nature. Measurement stage is fundamental to improvement. Without this stage, there is no opportunity to loop back and further recognize benefit. At each stage, there are activities and tools that drive to a single BPM solution / process. We are no longer talking about disjoint tools or disjoint methods. Operate Measure Built-in visibility to current process status and resource utilization. Standardize work management practices within and across functional teams. Standardize control over your business operating model. Real-time measurement of service level and business productivity goal attainment. Built-in analysis of historical process trends and simulated impacts of proposed changes. Align improvements around quantifiable impact business process performance. Manage Establish roadmap/vision for the process. Establish phased releases of solution functionality. Align effort and resource priorities with business value. Accelerate realization of business value.

BPM is Iterative Traditional build programs: Complex tooling
Possible Scope Rel 1 Rel 3 Rel 4 Rel 5 Rel 2 Range of Traditional Outcomes Traditional build programs: Complex tooling IT-centric development Big-bang deployment Desired Outcome Functionality Complexity Completeness Another way to look at it is as follows: Since it is impossible to accurately predict the target of a long duration program with very specific details, there are diminishing returns realized if you try to go through a detailed specification exercise. Instead, break up the range of possible scope into increments or releases where the shorter term target is something that you better understand. Begin work on the subsequent increment’s specification or target when you are in a position to better define the target. Use these shorter trajectories to plot a course to the final destination. Additionally, each increment or release can be delivering value to the business while you begin work on the subsequent increments. Project Initiation Time

BPM Reduces Risk $ $ BPM build programs: Model-driven tooling
Targeted BPM Outcome BPM build programs: Model-driven tooling Collaborative development Iterative deployment $ Functionality Complexity Completeness Another way to look at it is as follows: Since it is impossible to accurately predict the target of a long duration program with very specific details, there are diminishing returns realized if you try to go through a detailed specification exercise. Instead, break up the range of possible scope into increments or releases where the shorter term target is something that you better understand. Begin work on the subsequent increment’s specification or target when you are in a position to better define the target. Use these shorter trajectories to plot a course to the final destination. Additionally, each increment or release can be delivering value to the business while you begin work on the subsequent increments. $ $ $ $ Plus: Faster cash returns Project Initiation Time

BPM Roles-based Development – Rapid, Agile and Iterative
Process Portal Process Portal Admin Console UI Screen Flow Coaches Worker Manager Administrator Scoreboards Process Designer Execute Collaborative platform Iterative, shortened development cycle What you model IS what is executed! Single, Shared process model Lower technical effort (less time, cost, risk) Simplicity with Sophistication (Attractive to BOTH Business and IT) BlueworksLive.com Process Modeler BPM Shared Model Process Center BPM Developer Design Optimize Process Designer Process Optimizer Process Inspector Integration Designer Integration Developer Business Analyst iS1 BW Collab ILOG S ILOG 1 ProcRulesEv bw bpm e2e bwl m bwl s Designer Portal Optimizer BPM 75 Adv Integration Sandbox PD Collab SnapDesign Coach BFS OF BPD XL Social OF iS2 BW>PD L BW>PD S ILOG 2 WODM Process Designer Process Portal OF Optimization BPM75 a BD Search Snap Depl 2 QS BFS OF Full BFS Social Hir

IBM BPM In Action http://IBMBPMDemos.com
Simplicity with Sophistication: “Business friendly while IT Savvy” Power with Integration Middleware Visibility for Business Stakeholders: Dashboards, reports and more Governance throughout Design-time and Runtime Discover Implement Optimize

IBM Business Process Mgr v7.5
Process Portal Process Optimizer Process Center Shared Model Process Designer Introduction to IBM and a brief demonstration of the key capabilities. Intro: Touch on 3 quick topics: You can use all different kinds of software to build applications and systems. IBM Edition is a purposed built platform to building not only process centric applications, but the right ones that solve burning business pains. A lot of applications or suites have reporting modules. IBM Edition was purposed built for process improvement (defining KPIs & SLAs during design, understanding at risk work items during execution, and visualizing bottlenecks for continuous improvement) Process apps are not one and done. They are typically 90-day deployments with iterations every 6-8 weeks. And with programs like Allianz you can realize business value early and change frequently thereafter. But, you have to have a scalable and repeatable platform to realize BPM success across an enterprise. Demo: In this demonstration we’ll touch on all three of the IBM edition environments. We’re going to start in the process designer and see how processes are modeled. Then we’re going to look at the execution environment and the business user’s interface for performing and managing work. We’ll finish the IBM Edition tour looking at the Optimizer environment to see how you can analyze performance data to identify areas for improvement. Then we’ll wrap up with a look at how Blueprint can be used to help define and document business processes. The simplest way to get started with BPM Process Discovery “Modeling for Documentation” The quickest way to deliver robust process applications Process Implementation “Modeling for Execution”

Process v1 Implementation Overview
Definition Development Test Live Milestones Analysis Playback 1 Playback 2 Playback 3 Validation Agreement on Project Scope and Goals Agreement on Process Flow and Routing Agreement on Data, UI, and Integrations Agreement that Process Meets Business Goals Technical Validation and User Acceptance Checkpoints Usually Weeks Duration Proven process implementation methodology Milestone-based Well-defined deliverables Checkpoints ensure that objectives met 17

Build YOUR Capability on YOUR Project IBM BPM Enablement Services
Definition Development Test Live Milestones Playback 0 Playback 1 Playback 2 Playback 3 Validation Agreement on Project Scope and Goals Agreement on Process Flow and Routing Agreement on Data, UI, and Integrations Agreement that Process Meets Business Goals Technical Validation and User Acceptance Checkpoints EDUCATE Role-based Foundation Education for the entire team Project/Program Manager Analyst Developer Admin Install the software based upon desired environment and redundancy Single-instance High-availability IMMERSE Project team Mentoring in the context of YOUR project Defined curriculum ensures coverage of critical topics Just-in-time assistance post-mentoring and for infrastructure and integration needs Joint-delivery as needed based upon project complexity and deadlines RE-INFORCE On-Demand assistance for project team How-to questions Process Reviews Upgrade Assistance Infrastructure Assistance Design Reviews Toolkit assistance and support Detailed Solution reviews as needed Infrastructure assistance for growth and scale

Representative Implementation Plan
Define Implement Live Analysis Playback 1 Playback 2 Playback 3 Test Agreement on Project Scope and Goals Agreement on Process Flow and Routing Agreement on Data, UI, and Integrations Agreement that Process Meets Business Goals Technical Acceptance Define Business Problems Develop Project Charter Estimate Project Refine Project Estimates Program Management Program Management Program Management BPM Program Manager BPM Analyst BPM Developer(s) (Process) BPM Developer(s) (Integrations) Infrastructure Specialist Define Business Case Identify Key Metrics Model “as-is” and “to-be” process Capture key problems Develop primary use cases Activity Breakdown Estimate Tasks, Timing Model Initial Process Flow Create UI Placeholders Task Routing Report Mock-Ups Refine Process Flow Detailed UI Implementation Model Business Data Configure Portal Implement Exception Handling Complete UIs User Acceptance Testing Create Test Playbook Prod Support Identify Integrations Stub Integration Points Initial Integrations Data Manipulation / Transformations Complete Integrations Implement Complex UIs Skin UIs Integration Tests Performance Test Promotions to test and prod Prod Support Product Installation Product Configuration Production Env Setup Production Config / Tuning Deployment Test 19

Roles BPM Projects from Inception to Production in ~90 Days Week 1
BPM Analysts (1) Engagement Manager (1) Infrastructure Specialists (1) Roles Add Technical Architect (1) + Infrastructure Specialists (1) Add BPM Developers (2) Week 1 Weeks 2-3 Weeks 4 to 10 Weeks 11 to 12 Week 13 Discovery Detailed Requirements Iterative Development with frequent Playbacks Test Go Live Checkpoints Agreement on Project Scope & Goals Agreement on Process Flow and Routing Agreement on Data, UI, and Integrations Agreement that Process Meets Business Goals Technical Validation and User Acceptance PLAYBACK 3 Series “Refine the Delivery” Model Corner Cases Expanded Search Capabilities Build Metrics and Performance Reports (Tuning and Measurement) Other types of Processing Automation Feedback from Playbacks PLAYBACK 2 Series “Connect into the Infrastructure” Data Flow Through Other Systems of Record SMTP Data Warehouse LDAP / SSO EAI PLAYBACK 1 Series “Build the Process” Author the Business Process Model Define the Roles / Participants Define the Data Elements / Variables Configure the Screens Model the Rules across the Screens and Model PLAYBACK 0 “Define the Process” As-Is and To-Be Process Maps User Stories Problems and Pain Points KPIs/Metrics/SLAs Opportunities for Improvement Process Triage Process Charter and ROI Playbacks = Running the process for an audience of 1+. The main playbacks are for sign-offs of the whole Business+IT team. There are more frequent playbacks, daily/weekly etc., for smaller audiences throughout the project.

Representative Process Implementations
Implementation Complexity  Low Med High Process Analysis Yes Top-Level Business Processes 1 2 Lower-Level Business Processes 5 7 10 Coaches (Low/Med Complexity) 10/5 15/7 20/10 Process Variables 80 150 250 Rules (Low/Med Complexity) 5/0 7/2 Basic Reports & Scoreboards 4 6 8 Integrations 3 Length of Engagement ~10 weeks ~14 weeks ~16 weeks Top-Level Business Process = level 1 BPD. Typically the most business-friendly view of the process. Lower-Level Business Process = These are sub-processes of the top-level business process, and implement the details that are not shown in the top-level process. Low Complexity Coach = basic data fields, minimum level of validation, simple look & feel. Medium Complexity Coach = low complexity plus validation functions on screen. Low Complexity Rule = a basic rule/switch based on business data Medium Complexity Rule = a rule/switch that uses JavaScript for its logic This information reflects representative IBM-Delivered engagements and should be used to understand what increases/decreases the complexity of an engagement.

Sample Best Practices Aspect Failure Mode Best Practice
Skipped Process Definition entirely, started with functional requirements Establish BPM analysis as its own recognized discipline Definition Unrealistic expectations, pushing too much scope in available time Establish a risk-averse delivery timeline, starting with pilots and eventually expanding Definition Failure Mode -> Anti-Behavior that we have seen create problems Best Practice -> Behavior that we have seen be successful and recommend The failure of starting with functional requirements is predicated on the context. If it is done without business process context it can lead to significant churn. Recognize that not all features must be delivered in a given iteration or release. Understand how to stage rollouts of functionality and capability. Absence of higher-level strategic goals against which to tie projects, misalignment Ensure justification of each feature and function in the business case Alignment Decision by committee (no clear decision maker) Define and communicate a clear decision-making process Organization

Involve the Business To manage this pipeline there must be a project selection process Established criteria for prioritization Key Performance Indicators (KPIs) that allow for ongoing evaluation Process Inventory for pipeline management

Navigating Your BPM Journey
Validate Adopt Transform Objective Prove Value and Suitability Embed in Core Operations Drive and Align Direction Governance IT / Per Project Business + IT / Per Process Business + IT / Program Result Proof Point Solutions Mission Critical Solutions Decision-enabling Solutions What is the BPM Journey? Represents the path our customers follow on the road to their BPM Goals Begins with Validate Prove BPM on your terms Moves to Adopt Scale BPM into your core business/technology operations – Execution Engine Drives to Transformation BPM becomes a core part of the way you drive and align business direction – Strategic Engine Most do well in Validate – 1st business relevant process Can also extend to 1 – 2 additional processes with some struggle Segue: As process complexity increases and #parallel project increases – hit the wall Talent Maturity 25

BPM Drives Shift to a Process-Driven Culture
Functionally-Driven Process-Driven Aligned by functional area. Roles & responsibilities Aligned by business process. Little process visibility beyond their functional areas. Business leaders’ visibility Broad visibility of the end-to-end business process. Rely on IT department to schedule changes to application code. Business rule changes Rules and process steps are changed by business process owners. Implicit. Hand-offs Explicit. Defined within the function. Costs for accounting Defined by activities in the process context. Led by business leader experience, intuition and data analysis. Risk analysis Led by simulations based on current operational conditions. Individual hero. Culture Team. Important to develop core competencies, but also important to transform from a traditional Functionally-Driven culture to a Process-Driven culture Janelle Hill is the lead analyst at Gartner for BPM – I borrowed this from one of her presentations because I think it articulates well the shift required Move from a “vertical / stovepipe” orientation to a “horizontal / cross-functional” orientation Customer example: Maritz Travel – proposal processing, 45 different forms via s – BEFORE: poor cycle time, visibility and control, AFTER: streamlined COO has become the CPO Based on: Building a Business Process Improvement Roadmap, Janelle Hill - Gartner, 2007.

BPM Program Measure Define Operate Implement

BPM Program Key Benefits
Drive greater enterprise value Formal prioritization and selection of highest value process improvement efforts Align process measurement approach with key business performance metrics Reduce solution implementation costs and time Standardize BPM solution approach and best practices across project teams Identify opportunities to re-factor and reuse common solution components Increase predictability of solution performance Establish consistent, proactive system monitoring and tuning practices Proactively grow capacity in alignment with business demand.

BPM Program Critical Success Factors
Develop the Talent Pool Leverage BPM Best Practices Govern Growth Leverage BPMS Platform

Recommended BPM Program Roles
BPM Leadership Teams: BPM Executive s BPM Business Architects BPM Technical Architects BPM Solution Teams: Process Owner BPM Program Manager BPM Analysts BPM Developers - Process BPM Developers - Integrations Process Owner BPM Program Manager BPM Analysts BPM Developers - Process BPM Developers - Integrations Process Owner BPM Program Manager BPM Analysts BPM Developers - Process BPM Developers - Integrations Process Owner BPM Program Manager BPM Analysts BPM Developers - Process BPM Developers - Integrations Process Owner BPM Program Manager BPM Analysts BPM Developers - Process BPM Developers - Integrations BPM Platform and Support Team: BPMS Administrato rs BPM Developers

BPM Program Role Descriptions
Responsibilities Typical Experience Required BPM Executives Set direction and priorities to for BPM investments. Align BPM program and solution funding with corporate funding mechanisms. Provide cross organizational BPM program decision making and issue resolution. Establish and cultivate process culture within the enterprise. Establish operational governance within and across process boundaries. Accountability for funding and operational delivery for an organization that develops or utilizes BPM solutions. Understanding of key value drivers of both the organization and end customer served by the process. Recognition as a leader in the process domain by the key stakeholders. Organizational change leadership. BPM Business Architects Evaluate, prioritize and recommend specific BPM opportunities to move forward. Establish and maintain alignment between BPM project measures and targeted strategic business outcomes. Manage and develop the BPM talent pipeline. Drive consistency in application of overall BPM solution approach. Establish and manage communication plan. Experience with business process design and analysis for complex, high value business processes. Experience communicating strategic value to mix audience of business and technology stakeholders. Experience road-mapping and triaging requirements for multi-phase business solutions. Strong communication and group facilitation skills. BPM Technical Architect Conduct detailed solution reviews and institutionalize technical implementation best practices. Identifies opportunities to refactor and reuse solution components. Plan and manage overall platform scale requirements. Experience with implementation of complex, high value business solutions and technical integrations. Understanding of performance and scale management in multi-tier application architectures. Understanding of data architecture, software design and coding best practices. In some cases Process Owner and BPM Executive may be the same person. Key requirement for exec is funding accountabilty.

IBM BPM Roles – Project Scale
Process Improvement Expert Executive Sponsor BPM Program Manager BPM Analyst BPM Consultant Technical Consultant IBM BPM Expert IT/Technical Expert Supporting Roles: Database Admin (DBA) Integration / Java Developer Infrastruct ure Admin Process Owner Process Users 32 32

IBM BPM Roles - Enterprise Scale
BPM Director BPM Program Manager BPM Analyst Process Improvement Expert IBM BPM Expert IT/Technical Expert Supporting Roles: Database Admins (DBA) Integration / Java Developers Infrastruct ure Admins Process Owners Process Users 33 33

BPM Project Role Descriptions
Responsibilities Typical Experience Required Process Owner Establishes process goals and project success criteria. Provides clarity on process scope and relative value of process activities. Makes key business decisions that clear impediments to team progress. Provides cultural leadership to facilitate adoption of process improvements. Organizational accountability for the end goals delivered by the target process. Understanding of key value drivers of both the organization and end customer served by the process. Recognition as a leader in the process domain by the key stakeholders. Organizational change leadership. BPM Program Manager Guides Iterative Delivery. Manages scope, budget, and resources. Identifies and mitigates risks. Conduit for escalations and issue resolution. Provides internal and external status and dashboards. Lets Delivery Team deliver. Experience with software development leadership. Experience with iterative method or other similar RAD based methods. Microsoft Office, Microsoft Project, Process Design Tools. Blueprint and IBM BPM deployment experience. BPM Analyst Leads process improvement efforts. Expert in process decomposition, process/data analysis, scoping, optimization. Identifies business case, key opportunities, prioritized roadmap, and ROI. Identifies and enforces delivery of KPIs, SLAs, and scoreboards. Experience with process design, requirements gathering. Process decomposition and facilitation skills. Critical analysis and reporting skills. Exposure to Six Sigma/Lean methods, Financial Analysis tools and Change Management. Power user of Blueprint and IBM BPM Optimizer.

BPM Project Role Descriptions (continued)
Responsibilities Typical Experience Required BPM Developer – Process (IBM BPM Consultants) Drives Business Playback sessions. Expert in IBM BPM features in the context of solutions. Implements process flows, services, business logic, and user interfaces. Develops KPIs, SLAs, and scoreboards. Models organization and task routing rules. Experience with software development on commercial or enterprise projects. JavaScript, basic SQL, workflow patterns and basic logic flows, user interface development, HTML. IBM BPM product expert. BPM Developer – Integrations (IBM Technical Consultants) Responsible for systems architecture. Designs and implements integrations, custom data storage, and complex data manipulations. Guides infrastructure design and implementation. Experience with software projects and OOAD. Experience in architecture planning and development projects. J2EE, Java, JSP, SQL, SOAP, XML, XSLT, patterns, advanced logic flows, EAI, .NET. Integration expert. BPMS Administrator Responsible for installation and configuration of application servers, databases, and enterprise operating systems. Identifies appropriate environment architecture required to support development, testing and production migration requirements. Performs troubleshooting and root cause analysis of system and application issues. Proficient in monitoring and tuning performance of a multi-tier solution with service based integrations. Experience with system administration of multi-tier business applications. Experience in architecture planning, application services, etc. J2EE, SQL, SOAP, XML. Experience managing applicable application servers – JBoss, WebSphere, Weblogic. Experience managing applicable database platforms – MS SQL Server, Oracle DB.

BPM Project and Program Critical Success Factors
Focus on Delivering Business Value Consider readiness, complexity and impact to the business in selecting BPM opportunities Establish a clear understanding of the business value (ROI) expected Prioritize requirements based on impact to the business objectives Deliver Value in Manageable Pieces (Don’t Boil the Ocean) Consider Readiness (Business and IT) for BPM Consider Organizational Adoption (Absorbency / Training) Consider Organizational learning that will feed back into Requirements Leverage an Iterative Approach Breakout the delivery into functional components that can be ‘played back’ to the users Leverage/Incorporate the feedback from the user community to better align the delivery Maintain open communication and transparency to drive home an ‘on-target’ delivery Establish a Roadmap to Consistently Deliver Value Prioritize the High Value Problems and address those first Create a Roadmap that delivers value consistently, and in short cycles Assign a Process Owner / Roadmap Owner These points sum up the “rules” of the previous Excellence slides 36 36 36 36

TALENT GAP/RISK PROFILE
The BPM Journey Validate Adopt Transform Objective Prove Value and Suitability Embed in Core Operations Drive and Align Direction Governance IT / Per Project Business + IT / Per Process Business + IT / Program Result Proof Point Solutions Mission Critical Solutions Decision-enabling Solutions RISK Talent Try it on your own Partner with IBM TALENT GAP/RISK PROFILE Maturity 38

3 2 1 Core Roles and Typical Experience Requirements
Business Operations Solution Implementations Technology Operations 1 2 3 Core Skills and BPM Context Role Specific Expertise Leadership and Architecture BPM Technical Architect BPM Business Architect BPM Executive Leadership 4+ Projects: >2 years IBM experience Systematic talent development across all key roles Differentiation between level of skill required by role Formal program to certify skill level attainment and grow skill level through professional development Both exams and experience will be required to obtain certification for each role We will offer hands-on mentoring to accelerate attainment of practical experience Segue: So what are we certifying? 2+ Projects: ~1-2 years IBM experience BPMS Administrator Track BPM Analyst Track BPM Program Mgr Track BPM Executive Track BPM Developer Track At least 1 IBM Project 39

Solution Implementations Technology Operations
BPM Roles and Capabilities Business Operations Solution Implementations Technology Operations 1 2 3 Core Skills and BPM Context Role Specific Expertise Program Leadership and Architecture BPM Technical Architect Technical solution architecture BPM program & operations governance BPM Business Architect Enterprise transformation leadership Enterprise process performance management BPM Executive BPM program & operations governance Solution development mentoring Quality review & risk assessment Leading enterprise process change Business process/solution architecture Process based scoping, planning and budgeting Iterative process implementation BPM Program Mgr BPM Analyst BPM Developer BPMS Administrator BPM program leadership Managing process based execution Report & KPI driven decisions Recommended at Level 1: Process analysis Detailed process mapping KPI identification Installation & configuration Core system administration Strategic relationship mgmt Value analysis Business case development Value realization Complex process design & development Process data architecture Advanced technical integration Advanced process discovery & analysis Process simulation & optimization Business & Process Optimization Process Governance Capacity planning Advanced system administration Performance tuning Data Modeling User interaction & report development Service Based Integration Process discovery & documentation User interaction definition Process activity modeling Core Modeling Skills 4+ Projects: >2 years IBM experience Core process modeling skills – align everyone around process orientation – common building block for subsequent role specific skill building Structure and detail to clarify what specific skills can be expected Flexibility to accommodate unique career paths and backgrounds 2+ Projects: ~1-2 years IBM experience Build a Foundation for Succeeding with BPM At least 1 IBM Project 40

Sample BPM Project Staffing Models
Sample Core Team Configurations: Role Low Complexity Project Medium Complexity Project High Complexity Project Level 3 BPM Business Architect BPM Technical Architect Level 2 BPM Program Manager/ BPM Analyst BPM Developer (part time) BPM Program Manager BPM Developers BPM Program Managers BPM Analysts Level 1 BPM Developers (1-3) BPM Developers – Process BPM Developers – Integration Supporting Roles: Process Owners End-Users of Process Systems of Record Owners BPMS Administrators DBAs

BPM Project Role Descriptions
Responsibilities Typical Experience Required Process Owner Establish process goals and project success criteria. Provide clarity on process scope and relative value of process activities. Make key business decisions that clear impediments to team progress. Provide cultural leadership to facilitate adoption of process improvements. Organizational accountability for the end goals delivered by the target process. Understanding of key value drivers of both the organization and end customer served by the process. Recognition as a leader in the process domain by the key stakeholders. Organizational change leadership. BPM Program Manager Guides Iterative Delivery. Manages scope, budget, and resources. Identifies and mitigates risks. Conduit for escalations and issue resolution. Provides internal and external status and dashboards. Lets Delivery Team deliver. Experience with software development leadership. Experience with iterative method or other similar RAD based methods. Microsoft Office, Microsoft Project, Process Design Tools. Blueprint and IBM BPM deployment experience. BPM Analyst Leads process improvement efforts. Expert in process decomposition, process/data analysis, scoping, optimization. Identifies business case, key opportunities, prioritized roadmap, and ROI. Identifies and enforces delivery of KPIs, SLAs, and scoreboards. Experience with process design, requirements gathering. Process decomposition and facilitation skills. Critical analysis and reporting skills. Exposure to Six Sigma/Lean methods, Financial Analysis tools and Change Management. Power user of Blueprint and IBM BPM Optimizer.

BPM Project Role Descriptions (continued)
Responsibilities Typical Experience Required BPM Developer – Process Drives Business Playback sessions. Expert in IBM BPM features in the context of solutions. Implements process flows, services, business logic, and user interfaces. Develops KPIs, SLAs, and scoreboards. Models organization and task routing rules. Experience with software development on commercial or enterprise projects. JavaScript, basic SQL, workflow patterns and basic logic flows, user interface development, HTML. IBM BPM product expert. BPM Developer – Integrations Responsible for systems architecture. Designs and implements integrations, custom data storage, and complex data manipulations. Guides infrastructure design and implementation. Experience with software projects and OOAD. Experience in architecture planning and development projects. J2EE, Java, JSP, SQL, SOAP, XML, XSLT, patterns, advanced logic flows, EAI, .NET. Integration expert. BPMS Administrator Responsible for installation and configuration of application servers, databases, and enterprise operating systems. Identifies appropriate environment architecture required to support development, testing and production migration requirements. Performs troubleshooting and root cause analysis of system and application issues. Proficient in monitoring and tuning performance of a multi-tier solution with service based integrations. Experience with system administration of multi-tier business applications. Experience in architecture planning, application services, etc. J2EE, SQL, SOAP, XML. Experience managing applicable application servers – JBoss, WebSphere, Weblogic. Experience managing applicable database platforms – MS SQL Server, Oracle DB.

IBM “Process Know How” Proven methods developed over ~1000 BPM projects World-class team of BPM experts Differentiated approaches for achieving BPM success: Start with a Project, but plan for a Program Up-front Analysis maximizes the value of project implementation Iterative Playbacks minimize cycle time of delivery and change Talent Development (not just training) is the key enabler for self-sufficiency On-Demand Assistance most effective for maintaining momentum

3 2 1 IBM “U”: Structured Talent Development Multi-Level 6 Projects 3
Business Operations Solution Implementations Technology Operations 1 2 3 Core Skills and BPM Context Role Specific Expertise Leadership and Architecture BPM Technical Architect BPM Business Architect BPM Executive Leadership 4+ Projects: >2 years BPM experience Multi-Level 6 Projects 3 Ongoing 5 Exams 2 Mentoring 4 Role-Based 1 Systematic talent development across all key roles Differentiation between level of skill required by role Formal program to certify skill level attainment and grow skill level through professional development Both exams and experience will be required to obtain certification for each role We will offer hands-on mentoring to accelerate attainment of practical experience Segue: So what are we certifying? 2+ Projects: ~1-2 years BPM experience BPMS Administrator Track BPM Analyst Track BPM Program Mgr Track BPM Executive Track BPM Developer Track At least 1 BPM Project 46

Configure Services to Fit Your Needs
We have a flexible range of services available to help you achieve your critical outcomes. Tailor service approach based on your resource model, solution stage and BPM maturity. Definition & Discovery Implementation & Deployment Measurement & Optimization Technical Architecture & Operations Mgmt Program & Process Governance Core Technical Skills Core Discipline Skills Advanced Techniques * Specialized Knowledge * Culture Building Leadership Development Training Hands-on Guidance for New Team Members Organization-Specific Application of Core Skills Establish Organization-Specific BPM Approach Mentoring On-Demand Assistance Answers to How-to Questions Solution Approaches Solution Reviews Site Visits/Workshops Add Short-term Capacity Range of Available Assistance Infrastructure Services Architecture Planning and Design Application Installation and Configuration System Performance Management and Tuning Process Discovery & Definition Process Solution Implementation & Deployment Process Performance Measurement & Visibility Process Performance Optimization Program Leadership Solution Architecture Solution Delivery Note: * Advanced and specialized training will be released with Level 2 certification tracks.

Services to Accelerate Your BPM Journey IBM offers the fastest and most cost effective approach to successfully navigating your BPM journey. Identify Business Challenge & Value Succeed with an Initial Project Establish a Program Adopt within LOB/Enterprise Journey Stage Define the Opportunity Accelerate Business Value Scale Delivery Capability Scale Business Impact Goals & Context Established business priorities & objectives. Build a plan for your BPM/BRM skills & potential. Deliver your first solution successfully Build foundational platform skills. Use early win to foster new adoption. Increase scope & impact of mission. Establish critical mass of platform skills. Establish governance & delivery consistency. Line-of-business / Enterprise focus. Align strategy and execution goals. Mature platform skills & solution discipline. Days Service Offerings Discovery Workshop Solution … Process Improvement Visioning & Roadmap Capability Quick Win Pilot Need to support the solution once its built Need to continuously improve the process through Optimization Need to be able to rapidly respond and deliver other business process opportunities Common Starting Points Known pain point Need to identify and prioritise process opps Multiple projects Focus to scale BPM across organization Weeks Months Years Quick Win Pilot On-Demand Consulting Assistance Solution Checkpoints COE Design / Execution Solution Implementation Business Process Strategic Planning Business Transformation Program Solution Mentoring Training 48

IBM Software Services Zone for WebSphere ibm
IBM Software Services Zone for WebSphere ibm.com/websphere/serviceszone The destination for WebSphere services-related resources, offerings, & technical skills to help you on your path to business agility What’s New? BPM-specific resources including proven, prescribed, and repeatable assets and offerings to accelerate BPM adoption Visibility across the worldwide skills & capabilities that only IBM Software Services for WebSphere can bring to your project Access to WebSphere practitioners’ insight on project trends, best practices & emerging technologies through personal videos, blogs, articles & more Discover defined offerings to get your project started quickly The destination for WebSphere services-related resources, defined offerings, and technical skills to help you on your path to business agility Visibility across the worldwide skills and capabilities that only IBM Software Services for WebSphere can bring to your project Access to WebSphere practitioners’ insight on project trends, best practices and emerging technologies through personal videos, blogs, articles, and more Discover defined offerings to get your project started quickly Expand your support system with lab-based expertise and the people who deliver WebSphere software and solutions Review client successes Available December 2010 IBM WebSphere ServiceZone IBM Quick Win Pilot for Business Process and Decision Improvement End-to-end production-ready solution using a prescriptive approach for clients to realize immediate ROI with process and decision improvement within 90 days IBM Process Improvement Discovery WorkShop Helps define business need, solution architecture and recommended implementation approach for process improvement initiatives that benefit from BPM and BRM technologies IBM QuickStart for WebSphere MQ Advanced Message Security Quickly increases WebSphere MQ security capabilities to further mitigate risk and achieve compliance IBM QuickStart for WebSphere MQ Telemetry Quickly enables a seamless bridge of remote devices to your business’ services infrastructure IBM QuickStart for WebSphere MQ Low Latency Messaging Speeds the assured, reliable delivery of high-volume, low latency transactions IBM WebSphere Service for SOA Governance Helps implement a SOA governance process using WebSphere Service Registry and Repository to realize quick time to value IBM WebSphere Integration Services for Hospitals Faster integration of hospitals, health plans and governments with a proven, secure solution IBM GetStarted with Application Virtualization Control costs and add flexibility to your application infrastructure

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BPM Best Practices Highlights Based on over a decade of BPM Services Engagements Bill.Hahn@us.ibm.com Sr. Consulting BPM Solution Architect Open.

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BPM Best Practices Highlights Based on over a decade of BPM Services Engagements Bill.Hahn@us.ibm.com Sr. Consulting BPM Solution Architect Open.

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