1. Business Process Management
Rahşan Kalcı

2. The Need for BPM

3. Complexity exists internally within organizations……
Insurance
Carrier
Auto LOB
Internal
Employees
Finance
Commercial LOB
Sales
Main Point: Organizations often focus on the challenges and changes happening to the business network within their four walls.
Speaker Notes:
For a moment, think about your business network – no not just your IT infrastructure, but the broad network of relationships and interactions that make up your business. Most organizations reflexively think of their business network within the walls of the business, and with good reason. In today’s world these internal networks are changing rapidly. Organizational structures are changing. Traditional hierarchical organizations are becoming matrixed and geographically dispersed. Mergers and acquisitions are accelerating, and lower employee loyalty is driving higher levels of churn in your workforce. Even at a personal level, changes are accelerating. Job roles are more nebulous, and ad-hoc teaming across organizations is growing.
Here we can see the business network for an insurance carrier. There is a formal corporate structure with employees organized by lines of business, but the organization is becoming blurred. Complex claims are processed across divisions, and ad-hoc teams are needed to customize insurance offerings for demanding customers. In the meantime, the company must ensure consistency and compliance across all the activities within the business to meet regulatory demands.
Home LOB
Marketing 3

4. ….and externally within the broader business network Companies need end-to-end process management
To orchestrate human tasks…
… to increase visibility…
Auto LOB
Commercial LOB
Home LOB
Insurance
Carrier
Agents & Producers
Partners & Re-insurers
Con-sumers
Out-
sourced Service Providers
Financial Institutions
3rd Party Services
DMV
Internal Employees
Main Point: To focus on improving processes, organizations must consider their broad business network of customers, partners, and suppliers, and how their processes span across this network.
Speaker Notes:
Companies must also consider external challenges. Each of these external connections is just as important as the ones inside the business, and in fact, may becoming more important. In a recent survey of business executives, 79% said that they expect the number of collaborative relationships they have with 3rd parties to increase1, while 87% of CIOs think their organization will be more collborative in the next five years2. As more, and more functions move outside the walls of the businesses, the distinction between external and internal members of the business network is disappearing, and companies must look to maximize the value of the interactions throughout their networks.
The broad business network also profoundly effects how your organization can improve business processes. In this example we see how three of our insurance company’s processes touch multiple points inside and outside of their business. In order to improve these processes, the touch points and connections between the different entities in the business network must also be considered. This pervasive dynamism throughout the extended enterprise means that not only must the processes that span the network be robust, but also flexible enough to easily accommodate change without disrupting business activities. To effective meet these challenges, organizations need to consider end-to-end process management
1Economist Intelligence Unit – Companies without borders, Collaborating to Compete
2IBM Global CIO Study, 2009
… to manage exceptions and cases…
… and for scalable transactions…
… everything you need to manage end-to-end business networks 4 4 4

5. Transformation is Not Optional5
Transformation is Not Optional
Main Point: Organizations cannot afford not to adapt and transform in order to grow in today’s world
Speaker notes:
Excellence is a moving target. So now -- more than ever--it’s time for transformation.
Transformation is about BUSINESS CHANGE that causes people to think and act differently.
I’m talking about practical changes to address real challenges and opportunities. The changes may be small or large, but they are happening continuously today.
Whether it’s at a department, organization, enterprise, or industry level, transformation must happen at a pace faster than anything we’ve done before and we must be prepared to do it over and over again.
The bottom line is that to grow in today’s environment transformation is NOT optional.
Excellence is a Moving Target 5

6. Can Your Processes Handle Change, Uncertainty and Complexity?
Transformation Today Means:
Simpler Business Led Change
Full Process Visibility and Governance
Optimized Processes and Decisions
Main Point: Is your organization prepared for this change? Can your processes handle this new uncertainty? What does transformation really mean?
Speaker notes:
Can your processes respond to rapid change?
Some of the biggest impact can come from not just optimizing your processes, but transforming them.
Yet only 6% of companies say they have achieved business process excellence!
Think about your organization:
Can you see and manage your key processes in all parts of your network – from a simple department to the broad enterprise-wide network?
Can business leaders effect the changes they need in those processes or does IT have to?
Is it simple for them to do so?
Are you comfortable you can optimize the efficiency of your processes – even the ones that span outside your organization?
BPM can help you answer yes to these questions and more.
Agile Processes and Decisions with Business Process Management 6 6

7. Business leaders must drive growth amidst complexity
Capitalize on complexity and Outmaneuver competitors
Innovation
81% believe innovation is key to getting closer to their customers
New Channels
70% are focusing on new channels to deliver services to their customers
Main Point: Today’s business leaders understand that innovation and collaboration is necessary to succeed and grow in today’s environment. Business Process Management enables these leaders to take advantage of complexity to beat down the competition.
Speaker Notes:
Change is the new normal, and it creates opportunity. There are emerging elements at play here as well. New delivery models are transforming the way we not only reach our customers and partners, but the way we source our capabilities. Mobile, cloud, and appliances are becoming a complement to more traditional delivery models and important elements that you need to consider. To help you continue to build the business agility you need across your dynamic business network to have the speed and foresight to embrace what’s possible.
Today’s leading businesses realize that innovation and collaboration are key to success. 81% of today’s business leaders realize that innovation is a key part to bridging the gap to the customer, while 70% are focusing on new channels to get their products or services to these customers, and 69% are collaborating with their customers to improve their products and services. To succeed and grow, business leaders must capitalize on this new complexity to outmaneuver their competitors.
Business Process Management is your engine for growth amidst this new complexity.
Collaboration
69% are collaborating with customers to deliver better products and services 7
Source: IBM CEO Study, 2010 7

8. Defining BPM

9. What is Business Process Management ?
Through robust and flexible software capabilities and industry expertise, BPM enables customers to discover, model, execute, rapidly change, govern, and gain end-to-end visibility on their business processes
Documentation & Compliance
Deployment & Execution
Visibility & Collaboration
Main Point: BPM provides a way for business and IT to collaborate and continuously optimize business processes across the process lifecycle.
Speaker notes:
BPM is a discipline consisting of software and expertise to improve the performance, visibility, and agility of business processes by enabling customers to discover, model, execute, rapidly change, govern, and gain end-to-end visibility on their business processes. The Key to remember is that “BPM” has to be more than just software… whether it’s your expertise, that of an industry partner working with you, that of integrators and consultants such as IBM Global Services – most likely a combination of more than one of these – successful business outcomes come only with the involvement of the business expertise with IT expertise.
At its heart, business process management is about continuously optimizing business processes. This continuous optimization means working to improve business processes throughout the process lifecycle. The process lifecycle spans three steps: Documentation and Compliance where business process improvements are documented, and tested prior to Deployment & Execution where new or improved processes are deployed in an automated, repeatable fashion with flexibility for rapid change, and Analysis & Optimization where deployed processes are closely monitored and measured in real-time to enable rapid response to emerging business situations as well as identify new process improvement opportunities.
Underpinning this cycle of continuous process improvement is the need for robust Governance to ensure that business processes are operating consistently and are complying with internal policies as well as external regulations and controls. Processes are also most effective and efficient when they are enabled with broad reuse of service-enabled IT assets.
Optimizing end-to-end business processes across the lifecycle requires participation and collaboration between business and IT. Business and IT leaders must work together to develop the flexibility processes and underlying systems that allow the organization to embrace change and achieve a dynamic business network. Business process management provides the means and the tools to facilitate this collaboration, creating the visibility, engagement and efficiency expected from your solution.
Software
Continuous Process Improvement
Business User Engagement
Expertise
Efficiency & Productivity
Analysis & Optimization 9 9

10. Typical process problems
Customer
Service
Finance and Ops
Account
Administration 1
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 6
Executive
Management 1 3 2 3
Invoice
Reconciliation
Teams 4 2 5 4
Main Point: Process problems are inherent in today’s business environment. Typical process problems lead to many issues that only IBM BPM can solve.
Speaker Notes:
To better understand how business process management can reduce complexity and boost growth we should take a deeper look at the problems that cause process management problems.
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
This leads to replication of efforts and inefficient processes, lack of control over system and business events, incomplete and inaccurate data flow between systems, inconsistent prioritization, unstructured tasks and poor visibility.
These issues lead to unstructured tasks, inefficient working environments, inconsistent prioritization, incomplete data flow, lack of control over systems and business events and poor visibility into process performance. 6 5 10

11. BPM brings order to the chaos
Finance
and Ops
Executive
Management
Account Administration 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
Easier to Manage the Business
Consistent Case Handling
Risk Management Teams
Customer
Service 2 3 4 5 6
Main Point: BPM bring order to this chaos as a layer that provides control and visibility into your processes to allow for quick implementation and process optimziation.
Speaker notes:
BPM is a discipline consisting of software and expertise to improve the performance, visibility, and agility of business processes and facilitate business innovation. BPM continuously improves processes and aligns functions that span business, IT systems, manual tasks, and information. BPM creates value both from a business and IT perspective. BPM removes fixed process logic from custom applications to grow your business value of existing applications & solutions. It also automates and integrates mission-critical processes to increase business adaptability and cost performance. On a technical perspective, BPM reduces application size, complexity, and cost to reduce application complexity.
So, a good way to think about BPM is that it is a layer that gives you the control and visibility over the processes. 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. This leads to automated workflows, reduced errors, standardized resolutions and the real-time visibility and process control necessary for process optimization. 11

12. BPM streamlines human tasks
Human Task Implementations
Business Process
Receive Order
1st Review
Create
Review
Summary
Final
Rev.
2nd Review
Reply
1st Review
Task
Assign Work
Complete
Start Process
2nd Review
Task
Assign Work
Complete
Final Review
Task
Assign Work
Main Point: BPM is relevant to processes that have a large number of human tasks. By choreographing and automating workflows organizations can increase productivity and optimize the performance of their people. Here, BPM provides the necessary visibility into a typical task review process to transform for growth
Speaker Notes:
BPM doesn’t necessarily result in the elimination of human tasks. In fact many business processes are just that – a collection of tasks that people undertake. BPM is tremendously beneficial in these situations, helping organizations to increase productivity and optimize the performance of their people. Without automated workflow, business process are ad-hoc and rely on a variety of different methods to carry out the process. Unstructured processes lead to errors, inefficiencies and higher costs. With BPM, the process is controlled and automated by a process engine that routes process-relevant information, updates back-end systems, and presents data to human users. By streamlining human tasks organizations can ensure that tasks are routed to the correct person along with the correct information, documentation, and forms necessary to perform the task.
Here‘s a great example of what a typical human task would look like and the inherent processes involved. BPM provides visibility into the process to give control back to the company through:
Flexible allocation of work to maximize human resources and manages time constraints
Rebalancing and optimizing of team-based work with changing business conditions
Adjusting processes "in-flight" to enable smart collaboration between knowledge workers
Quickly customizing the end user experience 
Complete
Results
Create ad-hoc Task
/ Results
Info Request Task
Assign Work
Complete 12

13. IBM BPM Differentiators

14. Deliver on your business promises
1414
Deliver on your business promises
Reduce complexity, automate processes and boost productivity
Simplicity
Power
Simplifies operations and improves entire experience
Easy enough to engage all process participants
Powerful, dependable for mission critical processes
Scales smoothly and easily from initial project to enterprise-wide program
Main Point: IBM BPM empowers business and IT to embrace change and optimize key business processes to reduce complexity and boost productivity.
Speaker Notes:
Business process management is built on 4 pillars: Simplicity, Power, Visibility and Governance.
IBM BPM simplifies in two ways: first it simplifies your company’s operations to improve the entire process experience; it simplifies your business to help focus assets and capital appropriately for growth. Secondly, simplicity deals with the actual business process management itself – IBM BPM is easy enough to engage all process participants allowing you to take back your business!
When we talk about power – we are talking about making your processes powerful and dependable for mission critical processes – no matter how large your project is or will become. IBM BPM scales smoothly from that first initial project to the biggest enterprise-wide program.
Visibility and Governance are two big ones… Visibility is easy to articulate and show... but governance is hard. IBM visibility empowers knowledge workers with real-time analytics for centralized control of processes.
Underpinning all of this is the need for Governance to ensure that business processes are operating consistently and are complying with internal policies as well as external regulations and controls. Processes are also most effective and efficient when they are enabled with broad reuse of service-enabled IT assets.
These four pillars are the foundation holding up IBM’s business process management software, and will enable your company to deliver on its business promises.
Governance
Visibility
Achieve consistency and repeatability to ensure processes execute as designed
Simplify life-cycle management of process applications across 1000s of projects
Centralizes visibility and control
Empowers knowledge workers with built-in real time analytics to optimize business processes 14 14 14

15. Simple tools enable full business participation & IT collaboration
Simplify your business Boost productivity with efficient and effective tools for doing business
Transform your organization through simpler business-led change
Simple tools enable full business participation & IT collaboration
Boost productivity through integrated and efficient applications
Main Point: BPM boosts productivity with simple business-led change that enables business & IT collaboration
Speaker Notes
We’re now going to take a deeper dive into each one of the pillars of BPM, starting with Simplicity. By enabling the line-of-business with simple tools to bridge the gap with IT – BPM is allowing companies to take back their business. Simple business-led change, through integrated and efficient applications, and a graphical user interface instead of heavy coding, boost productivity and accelerates time to value. No longer are applications the realm of only IT professionals, now the business user can take part in transforming the organizations solution through simple tools, integrated applications and rapid deployment.
Accelerate time-to-value with rapid playback and deployment
Simplicity
Simple tooling for deep business user engagement 15

16. Built in SOA components for integrating applications and services
Match transactional quantity with process quality Deploy robust processes quickly across your enterprise
Easily scale from first projects to enterprise-wide solutions
Execute processes consistently, reliably, securely, and with transactional integrity
Harness the power of reusable SOA services, orchestrate services, and access backend systems
Main Point: BPM is for any size project; scale from first project to enterprise-wide solution
Speaker notes:
You need robust BPM solutions to meet today’s and tomorrow’s requirements. You need a system that can consistently and accurately execute mission-critical business processes in the presence of a dynamic environment. It is imperative in today’s economy to be able to handle billions of transactions daily on a global scale. You need to feel confident that they can create a highly flexible, scalable and open software infrastructure that can execute processes consistently and securely while maintaining transactional integrity. Integrity enables reliable execution of distributed business activity spanning multiple platforms, applications, data sources, domains and users. It enables scalability to allow for future growth, it accommodates demanding, transaction intensive processes with SOA enabled process flexibility, while automatically managing transactional integrity across multiple systems as process work occurs.
It is important to realize that when BPM and SOA are properly combined from an information systems perspective, then excellence in business execution brought by BPM relies heavily on the horizontal transaction processing and scaling brought by SOA. The net effect of exploiting this natural synergy is a trusted, consistent and managed network of interacting and interdependent people, processes, services and information sources. With BPM an organization can reuse services through SOA to deploy robust processes, let it be on small-scale workflow projects or large-scale with a blend of human & integration-centric needs.
Power
Built in SOA components for integrating applications and services 16

17. Change has met its match Governance provides consistency, repeatability, reliability and security
Adapt your business and manage change confidently
Easily and securely manage versions & dependencies in complex, ever-changing process applications
Reliably develop robust, repeatable processes quickly
Main Points: Change with confidence with repeatable, reliable and secure processes control with BPM governance
Speaker notes:
Visibility and simplicity are easy to articulate and show... but governance is hard. Governance provides the repeatable and reliable security necessary to manage change confidently in this ever-complex environment previously discussed. BPM governance centralizes process deployment visibility and control across all environments – allowing for easy management of process change. The asset repository acts as the governance mechanism allowing business users to control and share reliable and secure processes to change with confidence. Governance provides an unified model driven environment to stay in synch through out the entire lifecycle from model design to deployment, enabling collaboration where process designers and integration developers can take advantage of each other’s work
Governance
BPM asset repository and control center for easy sharing and versioning of processes and service assets 17

18. Take back your business with complete visibility and management of your business processes
Rapidly meet market demands through centralized visibility and control of your business processes
Optimize process outcomes with real-time understanding & control
Improve process outcomes while in-flight
Main Point: Centralized visibility and control of business processes allow companies to optimize process outcomes to take back their business
Speaker notes:
Gaining real-time visibility and insight into your business is critical in today’s environment. Insights allow you to rapidly respond to emerging business situations, and uncover business process improvement opportunities. In a rapidly changing marketplace, the stakes can be high when you don't have full visibility to your processes. Visibility into business processes and events can empower decision-makers with real-time information, but the business context of the insight is also important to improve decision making. This is where traditional business intelligence and analytics can provided extended insight. Centralized visibility and control of business processes will allow organization to take back their business and optimize process outcoimes.
Federated visibility across all process participants
Visibility
Real-time scoreboards provide visibility into work-in-progress 18

19. BPM Capabilities

20. Account Administration
The essential BPM capabilities
Customer
Service
Finance
and Ops
Executive
Management
Risk Management Teams
Modeling
Monitoring
Automation
Governance
Optimization
Rules
Information
Cases
Events
Integration
Collaboration
Analytics
Account Administration
Main Point: Customers have a lot of process challenges but BPM brings order to the chaos and provides many benefits. These benefits are delivered through a combination of capabilities, from Modeling as a great entry point to collaboration and analytics.
Speaker notes: As previously discussed customers have a lot of process challenges, and with a process based solution, customers experience the real-time visibility and process control necessary to achieve many benefits such as reductions in manual work and consistent issue resolution. These benefits are delivered through a combination of capabilities. Modeling, Automation, Optimization are key capabilities to essential BPM, while monitoring is a great way of getting started with a BPM solution with charting. Rules, events and analytics gives you the powerful rules capabilities based on ILOG technology for increased visibility into your processes. You can complement these rules capabilities with a combination of many other BPM tools, such as governance, which enables you to manage the entire life-cycle from a single repository, and scale your process solution with effective reuse. IBM BPM provides the necessary capabilities no matter your adoption stage or the size of your process solution. 20

21. Eliminate steps. Eliminate mistakes Modeling increases collaboration between business and IT
Aligned IT and Business result in DOUBLE the productivity gains of isolated efforts*
Increase collaboration with a common language for Business and IT to work together
Identify high priority projects through process discovery
Optimize processes to maximize value through simulation and analysis
Main Point: Process documentation is a critical first step in process optimization. The right process modeling tools can help to easily convert the expertise of business users and process stakeholders into executable, automated processes.
Speaker Notes:
An important component of business process management is documenting the process model so that business processes can become explicit and agreed upon throughout the organization. Documentation is a critical first step for process optimization. When it comes time to modify process models or create new processes from scratch, you want to capture the insights of business users and their expertise rapidly, and convert it into executable processes that you can put into action fast. The key is being able to rapidly and accurately convert business requirements into formal process models that can then be modeled, simulated, and deployed.
Business users use several business tools, from whiteboards to spreadsheets and PowerPoint presentations, to capture their thoughts and ideas and convey those requirements to process designers in IT. Unfortunately, misunderstandings often result creating delays and a communication gap between business and IT.
This enables our clients to:
Capture business user expertise in process models faster and easier
Make it easier to get started on new projects
Improve collaboration between business user and process designers
Reduce misunderstandings, delays, and eliminate the communication gap
Faster concept to execution, and user empowerment
Consistently execute processes with a single, complete and authoritative view
Business IT 21
*Source: London School of Economics – McKinsey survey and analysis of 100 companies in France, Germany, UK and US 21

22. Erase inefficiency from your enterprise Streamline processes with automation for increased business value
Reduce cycle time: Automatically route tasks to the right person
Gain efficiencies: Empower users with comprehensive task management tools
Lower costs and greater consistency: Streamline workflow and automate escalations & exception handling
Main Point: Process automation is also relevant to processes that have a large number of human tasks that cannot be automated. By choreographing and automating workflows organizations can increase productivity and optimize the performance of their people
Speaker Notes:
Process automation doesn’t necessarily result in the elimination of human tasks. In fact many business processes are just that – a collection of tasks that people undertake. Processes automation is also tremendously beneficial in these situations, helping organizations to increase productivity and optimize the performance of their people. Without automated workflow, business process are ad-hoc and rely on a variety of different methods to carry out the process. Unstructured processes lead to errors, inefficiencies and higher costs. In automated human workflow the process is controlled and automated by a process engine that routes process-relevant information, updates back-end systems, and presents data to human users. By automating workflow organizations can ensure that tasks are routed to the correct person along with the correct information, documentation, and forms necessary to perform the task. Automating workflow also makes it easier to manage exceptions and escalations.
Automating workflow can also provide users with tools to be more productive. Human task widgets allow people to work faster and manage work tasks with ease. These capabilities include a to-do list for managing ad-hoc activities and actions associated with work tasks, and a customizable task management user interface with the ability to filter and sort the task list based on business data. These enable users to work faster with more flexible task and process list views that are organized in an efficient manner to get work done. Users can see at a glance the most important tasks, including escalation status. This allows them to easily track to-do activities and collaborate on documents associated with a task.
This is particular important in scenarios like the following:
Ivana works at the Better Buy help desk, specializing in Computer help tickets. She logs into the application and sees her personal task list, which shows all the tickets she currently owns. She sorts them by due date in ascending order; curious to see how many she has that are due today, she pages through the task list. The phone rings and it’s Mr. Brown calling to inquiry about the status of his ticket to fix his CPU. He doesn’t have his ticket ID number handy, she proceeds to search by his last name. The search results returns a list of service requests related to customer Brown. She selects it and drills down to see the status for each of the steps in the process. Ivana opens the step currently in progress and sees that they are waiting for a quote from the sales department for a new part; the details indicates that its due by Friday. She lets him know and ends the call. 22 22

23. Monitor, Analyze, Predict and Act
Make productivity everybody’s business Optimize processes for better business outcomes
Documentation & Compliance
Model and Simulate
Align business strategy and IT execution
Assess, capture, and analyze core value processes
Deployment & Execution
Deploy, Execute, and Change
Automate business processes to improve efficiency and profitability
Adapt and collaboratively respond to change
Main Point: Improving decisions requires real-time visibility in the right business context. This can be delivered to decision-makers by integrating insight from processes, business events, and business intelligence and analytics
Speaker Notes:
To improve decisions you need to be able to bring together information from multiple sources. As we discussed earlier, monitoring deployed business processes to identify both performance gaps and improvement opportunities is a key component of business process management. This information from the running process is also an important source of insight to drive better decisions. In addition to the process data, there are powerful insights that can be captured from the millions of events that move through your business every day. These events could be a sales transaction, a meter signal, or a location reading from and RFID chip. In isolation these events don’t offer much insight into business conditions, but patterns of events can be very significant. Providing insight requires the ability to determine when a significant event or event pattern has occurred and then to coordinate the appropriate response.
Visibility into business processes and events can give decision-makers real-time information, but the business context of this information is also important to improve decision making. This is where traditional business intelligence and analytics can help. For example, a customer might go 60 days without placing an order. Normally, this event would indicate that the customer is at risk of defecting, but additional insight from BI and analytics systems shows that this customer’s purchases tend to be clustered in the first half of the year. So in this case, a gap in the 3rd quarter is nothing to be concerned about. New enhancements to WebSphere Process Server and WebSphere Integration Developer will make it easier to directly integrate content from Cognos BI into processes and deliver this type of extended visibility.
Bringing together information from these three areas across the business can provide decision-makers with greater support, and can serve as triggers for automated operational responses to emerging business conditions. Now, with support for z/OS, WebSphere Business Monitor can deliver real-time, process performance information for an even broader array of platforms.
Analysis & Optimization
Monitor, Analyze, Predict and Act
Business users monitor business performance and define new alerts based on KPIs 23

24. Understand your business
End-to-end visibility provides insights across your organization
Processes that span organizational boundaries with independent project lifecycles
Processes implemented with combination of a BPM system and existing applications
Processes that are not yet implemented in a BPM system
Sales
Finance
Operations HR
Main Point: Business activity monitoring provides real-time visibility into operational processes consolidated in role-based dashboards. Businesses can take action to address problem areas quickly, and monitor key performance indicators to manage processes and resources more effectively.
Speaker Notes:
One of the key drivers of insights is the ability to gain real-time visibility into operational processes. Business activity monitoring (BAM) provides this visibility. BAM provides real-time access to key business metrics, which are updated as processes run. The reasons for deploying BAM are to monitor key business objectives, anticipate operational risks, and reduce the time between a material event and taking effective action. Defining appropriate key business metrics is the biggest challenge to getting value from BAM. They must reflect the health of a business value and processes that can be adjusted. Metrics that indicate health help business process owners — especially those in operations — make decisions.
BAM helps you understand your business processes. You can use BAM as a starting point to BPM if you don’t have key performance indicators (KPIs) set up already. – If you have no idea where you are, BAM helps you track productivity, track time it takes for tasks, amount of staff needed to complete and type of skill set needed – call center is a great example. You can customize BAM to focus on skills sets on the call center floor (not staff names) to route call volumes more effectively.
Once you track where you are, you can create new metrics, goals, KPIs based on strategic, departmental objectives or industry benchmarks. Then, keep monitoring and refining your processes as needed
CRM
Billing
ERP
Management
Executive
Service
Customer
Teams
Risk Management
Finance and Ops
Administration
Account
Imaging 1 2 3 4 5 6
Easily prioritize where to focus improvement efforts
7/16/2018 24

25. Automated Business Decisions
Make changes at the speed of business Quickly react to changing conditions with rules
BRMS
User Tools
Streamline processes
Facilitate change
Re-use decision assets
Maximize automation
Improve governance
Rule Repository
One important benefit of using a BRMS in conjunction with BPM is the ability to allow Decision Services to be used across multiple business processes (as well as other systems that utilize the same rules). This benefit is especially important when considering keeping mission-critical business decisions up-to-date and synchronized across processes as internal policies and external regulations change. A WebSphere ILOG BRMS Decision Service allows for a change once, impact everywhere implementation of business rules, while providing full governance of automated decisions and ensuring that they meet the organizations requirements and objectives.
Execution Server
Transparent
Decision Service
Automated Business Decisions
Orchestrated Processes 25 25

26. Unlock the value of information Rapid, informed and confident actions optimized across the organization
Extend process execution and insight to users
Enhance business activity monitoring with analytics
Leverage analytics for process design and improvement
Improve decision points with info & analytics in-process
Business Analytics
Main Point: The convergence of analytics and BPM ensures services are shared consistently to ensure confidence in data and decision making
Speaker notes:
Now that we discussed the value of consolidating decision services, it’s important that we discuss the value of unlocking the true value of information to improve decision making. Analyzing historical data on performance challenges opens the door to process improvement by providing insight to users. These analytics also provide a window to enhanced business activity monitoring by providing the visibility necessary to detect inconsistencies, outliers and other significant occurrences. Combining business analytics, rules and events, your organization can be confident of its data and the actions based on it.
Business Rules
Business Processes
Business Events
SOA Infrastructure
Enterprise Data & Content

27. IBM Advanced Case Management Brings people, process and information together … in context of a case
Deliver trusted information to the case – both content and structured data in the context of a case
Shorten time-to-value with simple tools and out-of-the box solutions
Easily create and reuse case templates
Leverage unique dynamic work management concepts and capabilities
process
people
Case Management
Main Point: Deliver trusted information to the case – both content and structured data in the context of a case
Speaker notes:
Case management is deeply rooted in industries like healthcare, public sector and perhaps the legal profession. Case management concepts are now being applied across all industries both from a horizontal and a vertical perspective. Organizations describe ‘case management’ differently - they might not specifically talk about case management, but organizations will describe the lack of tools for their knowledge workers or their information workers in getting their job done. Organizations may describe their challenges as complaint management or claims processing or other forms of business functions that have a common pattern or problem. Whatever the definition, ACM delivers trusted information to the case – both content and structured data, supports work management of structured and unstructured activities, and manages the entire case lifecycle including retention and governance requirements, and IBM has the broadest portfolio of case management capabilities and the most extensive ecosystem of case management solutions.
information 27

28. Process in the context of Social Business
Process is a key part of Social Business!
Collaboration fosters optimization
Events to enroll in
Processes to engage in
Relevant web content
Forms to fill out
Experts who can help
Main Point: In today’s complex environment a collaborative approach can help leverage the full capabilities of BPM and allow your organization to stand out from the crowd.
Speaker notes:
How do you stand out in today’s complex environment where companies consistently fall short of customer expectations and experiences? With exceptional web experiences that deliver precisely what is wanted and needed in a visually appealing form. By making BPM are key part of social business, organizations can turn customers into advocates by ensuring a reliable and secure experience. With the explosion of mobile applications, the receiving end has become a moving target; a collaborative platform is required to ensure an engaging, relevant, portable and trustworthy experience for customers, and growth for your organization.
Communities in my situation
Video Resources
Items that need my attention
Visibility into my processes

29. Accelerate BPM success Start quickly, deploy faster, and reduce costs and risk
Speed deployment with pre-built industry assets, and new Industry Solution Scenarios
Supply chain
Healthcare
Retail
Industrial PLM
Main Point: IBM provides industry-specific business process management expertise and assets in the form of Industry Content Packs that can help accelerate your BPM projects
Speaker Notes:
As we noted in the beginning – BPM is more than software – it’s a discipline that requires business expertise. Naturally, that business expertise must often be specific to an industry or at least to a specific type of business process. IBM delivers this expertise, and helps to accelerate your BPM projects with Industry Content Packs that provide a rich set of pre-built, industry-specific assets. IBM provides Content Packs for Banking, Insurance, Healthcare, Telecom, and Industrial Product Lifecycle Management. These assets are based on industry standards and help ensure consistency and reuse across the enterprises and their ecosystems. The content pack assets can be modified and extended to meet an organization's unique business needs.
Industry Content Packs include following two components-
A library of industry assets for key lines of business and business processes
Out-of-box BPM solution templates that serve as a starting point for Proof of Concepts (POCs) and solution BPM implementations
Industry Content Packs:
Are based on industry standards and IBM best practices procured through over 5,000 IBM BPM engagements
Provide a common reference architecture that governs these prebuilt assets to ensure consistency and reuse across multiple lines of business, geographies, and processes
Are pretested and precertified on the WebSphere BPM offering, the most widely used platform in the industry
Government
Telecom
Insurance
Banking
Reduce risk, increase consistency and reuse across departments with industry-standards based assets 29 29 29 29