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Roadmap to Business Performance and Agility v3.0
Transcript of Roadmap to Business Performance and Agility v3.0
with fit-for-purpose "process" technologies
Roadmap to Business Performance & Agility
Instrumenting the roadmap for business value
Roadmap to Business Agility
Technology components harnessed together
Typical "process" challenges
6 Repeating BPM patterns:
1. Straight Through Processing (STP)
2. STP + Exception Paths
4. Human-centric Workflow
5. Document-centric Case Management
6. End-end dynamic selection
Current operational “fire”
One Sigma quality ...a 32% error rate
Individual or group heroics make the process work
Poorly understood end-to-end process within LOB
Process workflows operating over e-mail, with spreadsheets etc.
Process Models documented in static “diagramming” and “modelling” tools
Failure to “actualise” the process as documented
Process Volatility – with changes required 3-8 times per year
Investment in existing BPM technologies and formal methodologies like “Lean Six Sigma” not yielding anticipated results
No governance or process lifecycle management
Business Performance Improvements
Need to better understand who is performing the work and how. (Key Point: KNOWLEDGE WORKER PRODUCTIVITY)
Manual tasks are not always performed accurately or consistently, but manual workloads are increasing rapidly.
What people are actually doing at any given time is not very clear.
It is difficult for employees to collaborate effectively on the documents they are processing.
The cost & time required to train employees is too high.
Highly-productive employees are overburdened while lower-skilled employees are often idle.
There is limited data to indicate how to reduce bottlenecks caused by work assignments, flows, and escalations.
Need a better way to implement, support, and change processes: (Key Point: PROCESS AGILITY & VARIATION)
Business opportunity is being lost because leadtime for new projects is too long, largely due to IT request backlog.
There are frequent changes to business policies, and each change has to be made by request to IT.
Line of Business & IT do not communicate clearly with each other, causing friction over requirements and a failure to meet expectations.
Product and service release dates are being missed.
BPM Moves Beyond Process Automation
New Era Computing
New era computing:
Social, Mobile, Cloud, Big Data, Big Process...
TO ACTUALISE: The picture is the process
Process Discovery & Analysis
- as easy as "post-it" notes
- execute WYSIWYG
- moved beyond static Visio and Powerpoint diagrams
- transition from static "models" to executable processes
Ubiquitous "TOGAF" architectures
Common NEEDs for BPM:
1. Process Standardisation
2. Knowledge worker productivity
3. Process variation and agility
©2012, Garry Gomersall, email@example.com
Need to better manage what work is being done.
(Key Point: PROCESS STANDARDISATION)
Business is being lost due to customer dissatisfaction with slow processing of orders, policies, requests for quote, etc.
Visibility into causes of processing problems is inadequate, and it is difficult to identify which processes could be improved.
Transactions require multiple steps as well as links to different systems, e.g. databases, applications.
Significant time spent identifying and working on exceptions, but the quantity and causes of exceptions are poorly understood.
Service levels are frequently missed, and transactions may actually be lost.
There is no visual documentation of how processes occur, e.g. activities, sequences, decisions.
End-end horizontally integrated process(es) for sharing and reuse
Dynamic "process" and "service" end-point selection
Alerts at Business, Process, Service and IT level
Externalisation of Business Logic
Declarative Business "Natural Language"
Gives control back to business users without recourse to IT in supporting changes
"Perfect the instruction"