Introduction to IBM WebSphere Lombardi Edition - Paul Pacholski

2009 IBM Corporation

IBM WebSphere Lombardi Edition

Introduction

IBM WebSphere BPM

Paul PacholskiWebSphere BPM Technical SalesIBM Canada Laboratory

2010 IBM Corporation2

IBM WebSphere BPM

Agenda

BPM Introduction

IBM WebSphere Lombardi Edition High Level Overview

Questions and Answers


IBM WebSphere BPM

Business-Driven Processes Problems Addressed by Lombardi Edition

Human to Human and Human to System Processes Current operational fire One Sigma quality ... a 32% error rate Individual or group heroics make the process work Poorly understood end-to-end metrics within LOB Change 3-8 times per year


IBM WebSphere BPM

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Processes Problems Solved by Lombardi Edition

1. Informal Tasks and Communication (ex Paper or email)

2. Inefficient Working Environment Spans Systems

3. Inconsistent Prioritization4. Incomplete or Inaccurate

Data Flow Between Systems

5. Lack of Control Over System and Business Events (Exceptions)

6. Poor Visibility Into Process Performance

Business Pains: Cannot Grow Efficiently Customer Dissatisfaction

ExecutiveManagement

CustomerService

InvoiceReconciliationTeams

Finance and Ops

AccountAdministration1

2

3

4

5

6


IBM WebSphere BPM

+ Reduced Time+ Lower Initial Cost- Standard Feature Set- Reliance on vendor- Response to Change

Process Improvement Requires A Third Way

Flexibility

Cost and Time

BuildBuild

BuyBuy

+ Customized+ Unique- High TCO- IT Resources

Third Way

Process-improvement requirements are likely to be unique, which favors build rather than buy. And the timeframes and costs of both are often not compatible with process improvement, so a third way is required.

BPM built for Process

Improvement

built for Process

Improvement


IBM WebSphere BPM

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BPM Delivers a Layer for Control and Visibility1. Automatically Prioritizes

and Routes Work2. Guides users through

decisions3. Standardizes resolution

across geographies4. Leverages existing

systems and data5. Reacts to business

events and initiates action

6. Real-time visibility and process control

Benefits: 80% Reduction in

Manual Interactions Faster Issue Resolution

ExecutiveManagement

CustomerService


Finance& Ops

AccountAdministration

BPM


IBM WebSphere BPM

The simplest way to get started with your BPM initiative

Process Discovery and Documentation Tool

The quickest way to deliver process applications

Process Development and Administration Tool

The Products

designed from

grounds-up for BPM

designed from

grounds-up for BPM


IBM WebSphere BPM

Agenda

BPM Introduction




IBM WebSphere BPM

Simplicity with SophisticationEngagement with Business and ITRepeatability of BPM Projects


IBM WebSphere BPM

The Essential BPM Capabilities of Lombardi Edition Modeling

Simulation+Optimization

Workflow

Rules

Business Data Mgmt

Human Interfaces

Documents

Event Monitoring

System Integration

Metrics

Analytics

ExecutiveManagement

CustomerService


PolicyAdministration

AccountTeams

designed from

grounds-up for BPM

designed from

grounds-up for BPM


IBM WebSphere BPM

Its not what you do that is so different. Its how you do it. That is the big difference.

Jose Francisco VergaraDirector, Knowledge Management and BPM, Iron Mountain

Lombardi Edition Key Differentiator


IBM WebSphere BPM

BPEL Modeler

Rules Modeler

Integration Tools

Rules Dev Tools

Service Dev Tools

Java Developers Technical Experts

Traditional BPM/Process Application Lifecycle(Ex. Typical stack vendors)

Business Modeler

Business Modelers

. . .Deployed CodeVersion 1

Deployed CodeVersion N

Task Portal

End User Forms

Reports / Analytics

Users / Managers

?????How do these artifacts relate? Is everything in synch?

complex development, lack of agility

complex development, lack of agility


IBM WebSphere BPM

Lombardi Edition Shared Model Architecture for BPM Lifecycle

Worker

Business Analyst

Manager

Administrator

Business Modeler WLEShared Model

Process Designer

Process PortalAdmin Console

OptimizeDesign

Execute

Process Inspector

Process Designer

Process Optimizer

Process Portal

Scoreboards

Process Coaches

Collaborative platform Repeatable & iterative development cycle What you model is what is executed Shortened cycle of development Decrease maintenance workload No code approach

Developer


IBM WebSphere BPM



IBM WebSphere BPM

The Picture is the Process

simple to use, extremely

agile

simple to use, extremely

agile


IBM WebSphere BPMPlayback Week 2

VP, Pharmacy Operations

Call Center ManagersProcess Developers

PROCESS PLAYBACK


IBM WebSphere BPM

BPM Analysts (1) Engagement Manager (1) Infrastructure Specialists (1)

Add BPM Developers (2) Add Technical Architect (1) + Infrastructure Specialists (1)

Detailed Requirements Test

Go LiveGo LiveIterative Development with frequent PlaybacksDiscovery

Week 1Week 1 Weeks 2-3Weeks 2-3 Weeks 4 to 10Weeks 4 to 10 Weeks 11 to 12Weeks 11 to 12

Week13Week13

PLAYBACK 3 Refine the Delivery

Model Corner Cases Expanded Search Capabilities Build Metrics and Performance Reports

(Tuning and Measurement) Other types of Processing Automation Feedback from Playbacks

PLAYBACK 2Connect into the

Infrastructure

Data Flow Through Other Systems of Record SMTP Data Warehouse LDAP / SSO EAI

PLAYBACK 1Build the Process

Author the Business Process

Define the Roles / Participants

Define the Variables Configure the Screens Model the Rules across the

Screens and Model

PLAYBACK 0Define the Process

As-Is and To-Be Process Maps

User Stories Problems and Pain Points KPIs/Metrics/SLAs Opportunities for

Improvement Process Triage Process Charter and ROI

BPM Projects from Inception to Production in ~90 DaysWLE is also

about development methodology

WLE is also about

development methodology


IBM WebSphere BPM



IBM WebSphere BPM

Lombardi customer references are among the most advanced in BPM maturity. They demonstrate broad adoption of BPM across an organization and

yielding transformative business results.

Gartner2009 BPM Suites Magic Quadrant


IBM WebSphere BPM

Agility Means Adoption Across Entire Organization

Standardize the Mall Branch office processes and make

tasks easier for staff.

Reduce the time to document and comply with NERC regulations

Built supplier on-boarding system for 40% less than code based alternative in 66% of the time

Saves $2M per quarterby resolving Distressed

Shipment more effectively

Cut engineering time of designers on car systems

by 20% in one year.

Full Audit Trail for Compliance in their grants process 1st major

pharma to be compliant

End Cap Product Display Management delays identified

months in advance

Efficiency Effectiveness Agility

Identify Issues in the lending process prior to having

bottlenecks and identify areas of waste

Eliminating up to 80% ofthe human touches inInvoice Reconciliation


IBM WebSphere BPM

Agenda

BPM Introduction



2009 IBM Corporation

Questions?