book

Scaling BPM Adoption: From Project to Program with IBM Business Process Manager

by Lisa Dyer, Flournoy Henry, Ines Lehmann, Guy Lipof, Fahad Osmani, Dennis Parrott, Wim Peeters, Jonas Zahn

March 2012

Intermediate to advanced

266 pages

6h 6m

English

IBM Redbooks

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Front cover
Notices
Trademarks
Preface
The team who wrote this bookNow you can become a published author, too!Comments welcomeStay connected to IBM Redbooks
Summary of changes
March 2012, Second Edition
Chapter 1. Introduction
1.1 Business process management1.1.1 Managed business process1.1.2 Business processes1.1.3 Process automation, visibility, and control1.2 IBM Business Process Manager V7.51.3 The importance of a successful BPM project1.4 Moving from project to program1.4.1 BPM enablement through skills development1.4.2 The importance of a BPM program1.4.3 Creating a BPM program by getting your projects noticed1.5 How this book is organized
Chapter 2. Business scenario used in this book
2.1 The company2.2 The people2.3 The process2.3.1 The milestones and activities2.3.2 The call center representative onboarding process2.4 The pain points and goals
Chapter 3. Process discovery
3.1 Creating a culture of process ownership3.1.1 Process ownership must become a cultural phenomenon3.1.2 Process ownership changes a managerâ€™s perspective3.2 Identifying business processes with an inventory3.2.1 Maintaining a process inventory with Blueworks Live3.2.2 Conducting the first interview3.2.3 Setting a compass bearing with value chain analysis3.3 Assessing business processes for business impact3.3.1 Conducting a process improvement and discovery workshop3.3.2 Agenda for a Process Improvement and Discovery Workshop3.3.3 Pain assessment3.3.4 Risk assessment3.3.5 Process selection for discovery and analysis3.4 Discovering processes with Blueworks Live3.4.1 Helpful discovery exercises3.4.2 Recognizing patterns in business processes3.4.3 Defining the business case3.5 Analyzing business processes with Blueworks Live3.5.1 Analyzing for accuracy3.5.2 Analyzing for execution3.5.3 Analyzing for activity granularity3.5.4 Analyzing for opportunity3.5.5 Process re-engineering in Blueworks Live3.5.6 Playing it all back with Playback Zero3.6 Next steps
Chapter 4. Planning a BPM project
4.1 Achieving BPM maturity through skills development4.1.1 Cultivating skill sets in different roles4.1.2 Moving traditional IT roles to BPM roles4.1.3 Building a BPM program for staffing BPM process projects4.1.4 BPM adoption starts with skills development4.2 Agile planning and management for BPM projects4.2.1 Tools for planning and managing agile projects4.2.2 The transformational BPM journey4.3 Estimating the BPM project scope4.3.1 Prioritizing processes with high-level estimates4.3.2 Planning for implementation requires accuracy and precision4.3.3 Using the rough order magnitude estimate4.3.4 Planning a project with a budgetary estimate4.3.5 Managing a project with a detailed estimate4.3.6 Sizing solution components for processes
Chapter 5. Implementing a BPM project
5.1 Business process implementation overview5.1.1 Anatomy of a playback5.1.2 Business process development lifecycle5.2 Implementing business processes using IBM Business Process Manager V7.55.2.1 Process Center5.2.2 Process Designer5.2.3 Integration Designer5.3 Methodology and design guidelines5.3.1 Playback planning5.3.2 Authoring and style guidelines5.4 Design patterns5.5 Integration guidelines5.6 Testing5.7 General best practices
Chapter 6. Deploying a process
6.1 Overview of core concepts6.2 Process center6.3 Where do you deploy6.3.1 Process Center server (development environment)6.3.2 Process servers (test, staging, and production environment)6.4 When do you deploy6.4.1 Automatic deployments during development6.4.2 Manual deployments to runtime servers6.5 What do you deploy6.5.1 Process application6.5.2 Process application snapshot6.5.3 Business level application6.5.4 Tip6.5.5 Track6.5.6 Putting it all together using an example

Chapter 7. Managing a process
7.1 Overview of measuring business processes7.1.1 Performance Data Warehouse7.1.2 Metrics7.1.3 Empowering decisions through reporting7.1.4 Enabling decisions through flexible processes7.1.5 Enabling decisions with the Optimizer tool7.2 Improving business processes7.2.1 Walking before you run7.2.2 Indicators of change7.2.3 Does the issue impact process goals7.2.4 What is the root cause7.2.5 What should change7.2.6 Continuous improvement7.3 From project to program7.3.1 Rolling up KPIs from project to program7.3.2 End-to-end monitoring7.4 Managing processes
Chapter 8. Business process governance
8.1 Introduction8.2 Establishing strong executive sponsorship8.3 Establishing BPM guiding principles8.4 Establishing the BPM operating model8.4.1 The BPM operating model8.4.2 The operating model (governance) applied to a BPM project8.5 Establishing the BPM Center of Excellence8.5.1 Why we need a BPM CoE8.5.2 The charter of the BPM Center of Excellence8.5.3 Core responsibilities of the BPM CoE8.5.4 Evaluating the success of the BPM CoE8.5.5 How the BPM CoE evolves8.6 BPM key roles8.6.1 BPM sponsor8.6.2 BPM process owner8.6.3 BPM CoE leader8.7 Defining the business process governance framework
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Back cover

Content preview from Scaling BPM Adoption: From Project to Program with IBM Business Process Manager

Planning a BPM project

The promise of BPM is business agility. Business agility is important in a climate of constant change. Changes come from different sources both internal and external to your company, including changes in the market, customers, competitors, climate, politics, and regulations. A successful organization is one that is empowered with the agility to respond to change.

Estimating and scoping: If you are reading this chapter because you have an immediate need to learn how to estimate and scope a project, go to 4.3, “Estimating ...

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Scaling BPM Adoption: From Project to Program with IBM Business Process Manager

by Lisa Dyer, Flournoy Henry, Ines Lehmann, Guy Lipof, Fahad Osmani, Dennis Parrott, Wim Peeters, Jonas Zahn

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