CONFIDENTIAL

March 22, 2008

Ignite the BPM Spark!Start your First BPM Project

With Lombardi Blueprint

CONFIDENTIAL

Theme

Process modeling should be used collaboratively to feed

process automation

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Agenda

• A shortcoming of BPM suites

• Process modeling as a collaboration tool

• Getting started in modeling and BPM

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Definitions

� BPM (business process management):a discipline that focuses on continuously improving business processes — while taking an outside-in, customer-centric perspective.

� BPMS (business process management suite):a set of technology tools for modeling, automating, monitoring, managing and optimizing business processes.

� BPA (business process analysis): advanced modeling tools for detailed analysis of a process, resources, costs, risks, and other business factors

CONFIDENTIAL

BPMS addresses the business process life

cycle

Design• Graphical modeling

• Business and process rules

• Simulation and testing

Execute process• Workflow

• Automation

• Integration

• Business rules

• Portal/forms

Monitor/Manage• Real-time dashboards

• Reporting

Analyze/optimize

• Dashboards

• Historical analytics

• Performance mgmt

• Simulation

CONFIDENTIAL

BPMS addresses the business process life

cycle

Design• Graphical modeling

• Business and process rules

• Simulation and testing

Execute process• Workflow

• Automation

• Integration

• Business rules

• Portal/forms

Monitor/Manage• Real-time dashboards

• Reporting

Analyze/optimize

• Dashboards

• Historical analytics

• Performance mgmt

• Simulation

Business

process

analysis

(BPA)

Operational

modeling or

“process

programming”

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Operational vs. strategic modeling

Sell

products

Service

customers

Get

paid

Enter

orderUpdate

ERP

Update

GL

Print

invoice

Fulfill

order

CONFIDENTIAL

Operational vs. strategic modeling

Sell

products

Service

customers

Get

paid

Enter

orderUpdate

ERP

Update

GL

Print

invoice

Fulfill

order

Only one is useful for

operations, but both are needed for complete

measurability

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Link operational and strategic models for true

collaboration

Sell

products

Service

customers

Get

paid

Enter

orderUpdate

ERP

Update

GL

Print

invoice

Fulfill

order

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Getting Started

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Drive up the BPM value proposition

Value to

shareholders

and

competitiveness

Stakeholders

Processmodeling

Processexecution

Knowledge

Efficiency

IT agility

Compliance &

consistency

Processmonitoring &

analysis

Business insight

BPM adoption maturity

Processoptimization Transformation

Workers, supervisors and managers CIO CFO CXO CEO

lower higher

higher

lower

Customers and partners

SOA

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Be pragmatic

• Look for quick wins

� Avoid “big bang” and “analysis paralysis”

� Target short implementations that deliver value

• Use an incremental approach

� Iterate both the process modeling and execution implementations

� Plan 3-4 iterations to get implementation right

� Expect 7 iterations to wring out all inefficiencies

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Choose the first business process carefully

• Start with a major process that is causing pain

� Resistance to change goes away

� More support getting it completed

� Easier to get project funding

• Characteristics of processes that cause pain

� Multiple steps and handoffs

� High volumes

� Typically customer facing

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Look for projects with high reward and low risk

Impact

• Revenue

• Cost

• Customer

• Competitive

• Regulatory

Complexity

Process steps

Integration points

Exceptions

IT environment

Participants

Transactions

Organizations

Length of time

Low High

High

Low reward Low reward and higher risk

High reward High reward but higher risk

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Recommendations

• Use modeling collaboratively, but it’s not one size fits all

• Don’t get stuck in analysis – automate or at least actively manage your processes using models

• Link strategic and operational modeling layers for maximum process visibility and insight

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March 22, 2008

Blueprint Demo

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Blueprint helps you focus on your business problem

• Executive wants a 20% reduction in costs

• Need to upgrade your processes to support a strategic expansion

• Competitor is better than you

� Getting product updates to market faster

� Service a customer in 1 day vs. 13 yourself

• A process you work in is simply too painful for you

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Core Competencies for Process Improvement

Setting Direction

� what goals do we focus on?

• what are our biggest problems?

Controlling Processes & Work

� who is responsible for each step?

� are we meeting customer SLAs?

Improving Performance

� how can I find an expert to help me work faster?

� what process bottlenecks can be removed?

Succeeding with process improvement requires new tooling and

competencies for business teams that allow them to connect

strategy to action

Corporate Strategy

HQ

Application Infrastructure

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What do you do today?

• Get in a conference room for an entire day

• Sticky notes

• Butcher paper

• Whiteboard drawings

• Back and forth till you finally understand your process

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What do you have afterwards?

What are my biggest

problems?

Where can I optimize my

process?

How do I valuably share this

information?

How do I build a business case?

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Process Discovery Problems Today

• Too Much ComplexityEXAMPLE

EXAMPLE

EXAMPLE

EXAMPLE

• Too Little Collaboration

• Too Much PowerPoint

• Too Much Cost

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Feedback on Current Discovery Options

• Complexity Limits Adoption� It’s too hard to use

� Used only by limited “power users”and architects

� We only need 10-20% of the tool’s functionality

EXAMPLE

EXAMPLE

EXAMPLE

EXAMPLE

• Simple Collaboration is Complex

� Configuring servers, managing

versions

� It’s not built for collaboration

• PowerPoint and Excel are used as often as Visio

� Unstructured approach makes

standardization difficult

� Documentation immediately

becomes “was-is” from “as-is”

• High Costs for Software

Purchase and Training

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Blueprint Vs Visio

• Blueprint

� Collaborative

� Provides for a standard

framework

� Ease for anyone to use

� Provides a process repository

� Prioritizes improvement efforts

� Easy to execute with

Teamworks

� No software installation

required

• Visio

� Draw anything

� Unstructured approach

� Everyone draws diagrams

differently

� Does not facilitate standards

� Easy to become out of date

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Introducing Lombardi Blueprint™

On-demand, collaborative process discovery

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Create & Login to a Blueprint Free Account

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Mapping Your Business

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Outlining Not Drawing

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Work Together in Real-time

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Model the Detailed Workflow in BPMN

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Model the Detailed Workflow in BPMN

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Know the Problems

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Make the Case for Improvement

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Make the Case for Improvement

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Make the Case for Improvement

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Make the Case for Improvement

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Blueprint keeps you focused on solving your

problem

• Simple enough for any users

• Prioritize your processes by understanding opportunities

• High level view that creates visibility

• Information at the level of detail needed to create results

CONFIDENTIAL

Global 10 company uses Blueprint to identify key

competitive processes to improve

• Global 10 manufacturing company

• Identified 17 key strategic processes

• Agreed upon 6 processes to focus improvements

• Quickly pushed processes into Teamworks to optimize and execute

“We’ve never talked about process like this before”