Lombardi lessons learned (BPMS)

Lombardi Lessons Learned Hani Al Harbi

1

Business Process Reengineering

3 Business Process Reengineering

Lombardi:

Software founded in 1999 that helps organizations to automate and integrate processes, and by end of 2009 IBM acquired Lombardi. In general, Lombardi is one of Business Process Management Systems that have been active since 2003. (BPMS)

BPMS products are designed to support the runtime execution of large business processes. indeed BPMS would manage human activities and in other hand would manage software applications & Database during the execution of process.

Overview


(BPMS)

TQM, Six Segma

BPR

BPM

Work Flow

EAI

BPMS are result of development in both, business and IT domain.

Overview


In bad times, companies seek to make their processes more efficient to save money. In expansive times, companies seek to redesign processes to make them more competitive.

Insight by monitoring the processes as they executed.

Agility to change the process work without IT touch.

Overview

Do things better, faster and cheaper


Physical implementation of the process

Modeling environment

BPMS Engine

A B C

Software A

Software A

(BPMS)

Business & IT partnership is BPMS value proposition.

Overview


• 154 BPM projects across 50 companies, 75% of them with assets in billions, 80% of them felt an increase in competitive advantage, 60% of the projects were completed in less than 6 months.

• BPMS sales would reach between $520 and $543 million in 2003, and in 2009 BPMS will generate more than $1 billion.

2003

BPTrends 2011

2012 • 48% of organization either purchased or planning to purchase BPMS, 60% of

them are financial sectors (Banking, insurance)

2012

• Ranked BPMS 2 out of 8 technology trends would shape Bank industry in the future

23% 24% 26% 37% 11%

25% 21% 31%

2005 2007 2009 2011

Organization acquired BPMS Planning to purchase

Overview

8

Business Process Management is made up of diverse collection of ideas and traditions.

B

Operations research/Quality

control

A

Management and Business process

redesign

IT tradition

C

Improve operational processes

Improve organizational performance

Process automation

A top-down approach designed to organize, manage, and measure the organization based on the organization core processes.


Lessons learned


Level 5. Processes

continuously improved

Level 1. No organized

processes

Level 2. Some processes

organized

Level 3. Most processes

organized

Level 4. Processes are

managed

Processes are improved at the work group or departmental level

Processes are organized & redesigned at the enterprise level

Processes are measured and managed Systematically

Process team continuously improve processes

Defining organization state is the first step of any process effort.

Current state

BPMS

Determining maturity level assist in developing a road map to help us get where we want to go.

Lessons learned

10

Determining needed project is the second step of any process effort.

Redesign

Management

Improvement

Automation

Major analysis of the existing process followed by a redesign effort that should significantly improve the process.

Can be used in conjunction with process redesign, or it can be independent effort to automate a specific process or activity.

Rather than focusing on changing a process as such, one can focus on changing the way managers plan, organize and control their process.

More focused effort aimed at incrementally improving an existing process.


Determining project type assist in defining scope of work and the right technique.

Lessons learned


Mostly, worldwide focus is to conceptualize the organization as a system and work to improve system efficiency rather than focus on broken process and work until fix.

Enterprise BP management & monitoring programs

Enterprise level

Process level

Implementation level IT

implementation Employee

implementation

BP Redesign Projects

Six Sigma Projects

Programs to standardize Processes Throughout the

Organization

Projects to assure Regulatory compliance

BPMS projects ERP/CRM installations

Workflow/EAI

1990s 2000s

Indicators


28% 32% 40%

No we don’t have No, but we are considering toimplement

Yes, we have

Does your organization have a standard enterprise-wide business process methodology?

Hire outside consultants to help with?

What business process initiative are underway?

BPTrends 2011

Indicators


BPM has always been strongly associated with BPM software. It isn’t a tight or necessary conjunction.

59%

41%

BPM commitment

Yes No

38%

37%

10%

15%

support BPM with BPMS

Yes No planning other

2012

47%

34%

19%

What is BPM

concept new tool both

2010

82%

13%

5%

What is BPM

concept new tool other BPTrends 2011

Indicators


2010 • Basically advocate that no major BPMS project should be under taken without a top down approach.

• We suggest that organization that start implementing BPMS should realize that it is not mainly an IT-project. A BPMS should support the goals of the business and therefore this BPMS projects are of strategic importance.

BPTrends 2011

• We have often observed that many organizations purchased BPMS tools long before the organizations were mature enough to use the tool effectively. An organization needs to understand and redesign its business processes so they are reasonably efficient before it can benefit from automating them.

Finacle • BPM not just another technology fad. • Documenting processes and storing them within a central business process

repository positions the bank for meeting the three goals of BPM: saving time, saving money, and adding value to the bank’s internal and external customers.

Indicators


Central BPM unit

Decentralized in various units

Corporate function

Staff unit of corporation function

Staff unit in IT

Staff unit in operational business unit

No clear organizational institutionalization

Other organizational allocation

No answer

BPM organization Very satisfied companies

Less/dissatisfied companies

2012

Indicators


2012

Process Owner

Head of BPM Unit

Process Sponsor

Process Manager

Process Modeller

Process Expert

Chief Process Officer

BPM-roles Very satisfied companies

Less/dissatisfied companies

Indicators


BPTrends 2011

Does the organization have standard process models for each of its value chains?

Overall focus

Indicators

Lombardi lessons learned (BPMS)

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