Projects to Programs to Transformation

11 Habits of Highly Successful Projects11 Habits of Highly Successful Projects

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Succeed With An Initial Project

Establish A Program

Extend Success Across TheEnterprise

Bus

ines

s O

utco

mes

Project Scope

A successful BPM program ties all business process projects to core business initiatives.

A Transformational BPM Program enables you to manage your processes and support corporate initiatives such as improving product quality, reducing time-to-market, expanding to new markets, raising customer satisfaction, and increasing profit margins.

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3

A BPM Project should deliver targeted results that directly support the strategic goals of the business. Thus, a successful BPM Project requires close collaboration between business operations and technologists.

Think Big, Start Small, Scale Fast

3

Don’t forget the focus should be on business value

Be willing to make trade-offs for the first release

Habit #1

Prove business value first

4

Mapping

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

Week13

TestTestGo LiveDevelopmentDevelopment

Infrastructure Configuration

Definition

Training/ MentoringInfrastructure Deployment

Iterative Implementation MethodologyA proven methodology for scaling from project to program to transformation

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Habit #2

Make it about Productivity AND Visibility

Metrics, KPI’s and SLA’s should be part of the DEFINE Phase

Don’t scope OUT metrics

Remember visibility is critical to IMPROVEMENT

7

Iterative Approach….. Continuous Process Improvement

Phases 2,3 or Versions 2,3 will always happen

Trade-offs (but don’t trade-off the metrics!)

Habit #3

Never “One and Done”

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Range oftraditionaloutcomes

Traditional build programs

Complex toolingIT-centric developmentBig-bang deployment

Programinitiation

BPM Accelerates Better Business Outcomes

Month 366 12 18 24 30Month 0

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Scalable BPM programsModel-driven toolingIntegrated developmentIterative deployment

Month 366 12 18 24 30

Plus: Faster cash returns

Targetedoutcome

BPM Accelerates Better Business Outcomes

Month 0

Programinitiation

$$

$$

$$

$$

$$

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Requirements documents are not process analysis

Don’t over-do the initial requirements (Define) phase

Include Process Analysis skills on your team early

Habit #4

Don’t Skip Process Analysis

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Project Success Depends on UnderstandingProcess Analysis Illuminates the End-to-End Process

What is the data needed at different points?What is the velocity that we need in this process?How quickly must the turnaround time be? Where are the issues with meeting this requirement?

Understand the main problem areas in the current process

Analyze specific business processesFormulate a roadmap for recommended improvements

Process Analysis is designed to help you…

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A project longer than 90 days is not a failure

Self-sufficiency can extend project time-lines

Timelines can depend on the sophistication of the process

Habit #5

Take the Time to Deliver Value

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Succeed With An Initial Project

Establish A Program

Extend Success Across TheEnterprise

Bus

ines

s O

utco

mes

Project Scope

12

3

A BPM Project should deliver targeted results that directly support the strategic goals of the business. Thus, a successful BPM Project requires close collaboration between business operations and technologists.

A successful BPM program ties all business process projects to core business initiatives.

A Transformational BPM Program enables you to manage your processes and support corporate initiatives such as improving product quality, reducing time-to-market, expanding to new markets, raising customer satisfaction, and increasing profit margins.

Think Big, Start Small, Scale FastScaling a successful project into a program

14

Java (or .Net) developers aren’t all you need

Have the right mix of resources on the team

Identify good pools of talent for BPM developers

Habit #6

Build a complete team

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Don’t allocate partial human beings

Make sure all of the right skills are represented

Don’t mix self-sufficiency with tight deadlines

Habit #7

Make self-sufficiency a priority

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Succeed With An Initial Project

Establish A Program

Extend Success Across TheEnterprise

Bus

ines

s O

utco

mes

Project Scope

A BPM Project should deliver targeted results that directly support the strategic goals of the business. Thus, a successful BPM Project requires close collaboration between business operations and technologists.

12

3

A successful BPM program ties all business process projects to core business initiatives.

A Transformational BPM Program enables you to manage your processes and support corporate initiatives such as improving product quality, reducing time-to-market, expanding to new markets, raising customer satisfaction, and increasing profit margins.

Think Big, Start Small, Scale Fast

17

BPM is about Continuous Process Improvement

BPM should be programmatic (programs spanning projects/LOBs)

Funding model should contemplate Projects and the Program

Habit #8

Fund to value … not first release

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Consider carefully for the first project

Co-locate team members from business and IT

Leverage the Playbacks

Habit #9

Force collaboration

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Confidential

Make BPM Pervasive Across the Organization“Playbacks” Drive Engagement

VP, Pharmacy Operations

Call Center ManagersProcess Developers

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Processes are business-owned

BPM is the discipline/program

BPMS is the enabling technology

Habit #10

Establish the owners

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Create regular internal communication about progress

Use videos, wikis, portals to “show off” new processes

BPMS or BRMS is the enabling technology

Habit #11

Market your work

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11 Habits That Drive Success

© 2010 IBM Corporation

Get started today

Visit www.blueworkslive.com for a free 30-day trial

Contact IBM for a Business Process Discovery Workshop

Test drive BPM software at:IBMBPMDemos.com

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© 2010 IBM Corporation

IBM Process Improvement Discovery Workshop Conducted onsite with your business & IT

stakeholders with IBM solution & domain experts

Define the business need and map to a baseline solution architecture and recommended implementation approach

Get a summary of key findings, recommendations & a report for stakeholder analysis enabling decision-making

Optional: Develop a project ROI

A complimentary workshop to help you evaluate your process improvement initiative (1-3 days)

Evaluate the applicability of BPM technology for the proposed project. Evaluate the best place to start for the current project scope Understand the realistic business impacts of the solution Define a baseline BPM architecture early in the project.

IBM or our Partners can help you get started!

© 2010 IBM Corporation

Q2-3 Regional Impacts & ICTYs

IOT IMT City Date Type*

Europe

Nordic Helsinki May 10th Cross

Switzerland TBD June 5th Cross

Italy Rome June 7th Regional

UK London June 12th Regional

Spain TBD TBD Cross

North America

Canada Toronto June 19th ICTY

US Charlotte June 12th ICTY

US Kansas City June 7th ICTY

US Charlotte June 19th ICTY

US Chicago June 5th ICTY

US Reston Sept 6th ICTY

US Costa Mesa Sept 6th ICTY

US Nashville Sept 11th ICTY

US Edmonton Sept 13th ICTY

US Minneapolis Sept 13th ICTY

US New York Sept 20th ICTY

US Boston Sept 26th ICTY

Event Dates as of 4/12/2012Event Dates as of 4/12/2012

Local Impact Local Impact ComesComes ToTo You YouALL GEOs (Multiple Cities)

May – October

*Type: Cross = Cross SWG Event, ICTY = Impact Comes to You Event, Regional = Regional Impact

© 2010 IBM Corporation

Every cultural revolution has to start somewhereYou’re just one project away from unleashing the value of BPM

It’s worth the Journey• BPM is an exciting technology• Everybody will want it• You’ll be a hero

IBMBPMDemos.com

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Thank You …

Q & A