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11:00-11:30
Architecting BPM
Through a Center of
Excellence at Wells
Fargo Bank
Paul Tazbaz, Enterprise
Architect, Wells Fargo,
California, USA
Building & Managing a Successful BPM
CoE
Architecting BPM Through a Center of Excellence at Wells Fargo Bank
Process Days ConferenceJuly 28th, 2010
Paul Tazbaz, Enterprise Architecture
Agenda
� Background & Value Proposition
� Organizational Structure� Roadmap & Current Activity� Best Practices & Lessons Learned� Questions
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Wells Fargo – The Company
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� Diversified financial services company with 1.3 Trillion in assets� Banking, insurance, investments, mortgage and consumer finance
� Decentralized organization with over 80+ lines of business serving customers in all 50 states
Enterprise Architecture
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Head of TOG
Enterprise Hosting
Mainframe/Midrange
Enterprise Strategy
Risk/Security &Network/Desktop
Customer Service & Operations
Enterprise Architecture
Technology Operations Group (TOG) managed by Avid Modjtabai
TOG touches more customers than any other group in Wells Fargo…
� We touch them every time they transact business online, at the ATM, by telephone, or in a store—more than 8 billion times a year
� We impact them through availability and security
� We touch them indirectly through our business partners who deliver value-added products and services
5
Background of BPM Program at Wells Fargo
� EA sponsors current state analysis of BPM at WFC
� Goal: Knowledge Sharing, Collaboration, Awareness
� Focus Areas: People, Process, Technology
� Initial Participation: Multiple LOB
� Initial findings published in whitepaper
� 10+ LOB focused on BPM in siloed efforts
� 20+ technology products in use
� Results presented to senior management� Based on diversity findings, surveyed interest among LOB
in forming working group to support cross collaboration� Drive cost reduction and improve efficiencies in
managing processes� Establish best practices, standards, technology re-use, target
architecture and roadmap� Architect BPM for Sustainability
� COE kickoff
1Q07 2Q07 3Q07 4Q07 1Q08 2Q10
� Current Accomplishments� Membership: 45 LOB, 300+ members� 28 business line presentations
� Showcasing cost saves upwards of $30m\yr � 30+ business lines have adopted BPM
standards and products promoted by EA� $1M+ in savings from re-use
� 75+ hands-on consultations for business lines� Centralized BPM training program established
� 400+ team members completed a class� $450K+ in savings versus external providers
� 5 new BPM programs entrenched in business units � Formation of sister group focused on BRM
Partnership with Business & IT Practitioners
BPM Center of Excellence
Other Business Lines
Enterprise Processes
ITRetail Banking
Lending
WholesaleWealth Management
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Organic Growth Strategy vs.
Ivory Tower Mandate
Consensus Driven Roadmap
2010 & Beyond
Current State Baseline•Analyze current state of BPM including skill sets, methodologies\
analysis techniques, process portfolios and core technology• Identify re-use opportunities from current state analysis• Identify best practices\standards at WFC and make them repeatable
Tactical Triage on Projects•Provide guidance on BPM to project teams•Leverage current state and best practice insights to
guide re-use of skill sets, analysis techniques, technologies and subject matter expertise
Target State & Enterprise Roadmap• Identify gaps between current state capability and target state needs•Develop target state inclusive of people, process, and technology standards•Develop roadmap and program plan for achieving target state capabilities
Reconcile tactical guidance (if different from target state)
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Marketing BPM Value Contribution through Knowledge Sharing, Consulting & Governance
� Case studies of the People, Process & Technology needed to make BPM projects a success� 28 Business line presentations completed from 2008-2010
� 40-80 Business\IT stakeholders in attendance per session� Best Practice - Common templates used to drive common understanding
and target recommendations
9
How are groups organized to address BPM? Whatare their skillsets?
What are the various approaches and artifacts used to implement BPM?
What are the core BPM technologies involved?
People Process Technology
Architecting BPM as a Sustainable Capability
Business Process Dependencies –SOA Example
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Process to Service Matrix
� Operating Models and Service Re-use
Credit Risk Management
Monitoring, Control and Customer Insight
Case Studies, Case Studies, Case Studies!
� Value Chain Contribution to Wells Fargo
Product Management
Sales Verification Origination Servicing Collection & Closures
Retailer Dealer Setup Process
• Business Problem: Needed to simplify process for dealers to do doing financing through Wells Fargo. 100 dealer applications received each week,142 steps required to set up.
• Solution: Lean event streamlined the process. Solution team developed workflow automation. • Business Results: Process for dealer set up went from three weeks to one day.
Monitoring the Disposition of Non-Real Estate Loan Applications
• Business Problem: Driven by ECOA/Regulation B, needed to ensure 200,000+ non-real estate applications were dispositioned in a consistent and timely manner
• Solution: Lean event and workflow automation solution to simplify process. • Business Results: Projection was 10 FTE, only 2-3 needed. Cost saving of 350-400k annually.
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Credit Risk Management
Monitoring, Control and Customer Insight
� Value Chain Contribution to Wells Fargo
Sales Verification Origination Servicing Collection & Closures
Check Order Process
• Business Problem: 2,000 check orders missing the 5 day SLA, along with missing data.
• Solution: Process monitoring solution implemented to provide real time visibility into check orders
• Business Benefits: 99.75% improvement in SLA.
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Case Studies (cont’d)
Name, Title & Address Change Process• Business Problem: Customer accounts did not receive
updates for over one year. • BPM Solution: Process monitoring solution• Business Benefits: Process monitoring identified the
issue/resolution, resulting in cost avoidance of 4000-5000 service requests going unfulfilled annually.
Product Management
Sales
Additional COE Best Practices
� BPM product demonstrations from each LOB� Commercial and Open Source
� Market analysis from research firms such as Gartner, Forrester� People, Process, and Technology Case Studies from Industry
� Common communication and social networking via BPM portal� Shared Documentation, Calendar of Events, Surveys� Real-time Alerts, Group Discussion, Links, � Membership Roster, Product Catalog and Expert Listing
� Frequent communication at all levels of the enterprise. Build adoption from both the bottom up and top down
� Avoid theoretical discussion and focus on providing guidance that is directly actionable in a business unit.
� Lead by example. Business lines are much more willing to adopt new disciplines if they have a true partner that can lead the way
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Top Action Items for Starting a COE
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1. Partner with business lines looked upon as thought leaders within the company� Accelerates momentum and awareness
2. Act as the facilitator and not the owner. Build the forum and framework for communication that ultimately enables the community to drive towards adoption� Facilitate the knowledge transfer that empowers the business to do
the “heavy lifting”
3. Identify internal success stories that can be shared. They are much more impactful than generic case studies, especially if the internal business line is looked upon as a thought leader in the company
4. Look for change events to accelerate adoption of business process management disciplines and technologies� Merger with Wachovia, Legacy system migration, other
Questions & Contact Info
� For more information, contact:� Paul Tazbaz� Enterprise Architecture� 415-652-4159� [email protected]
© 2009 Wells Fargo Bank, N.A. All rights reserved.
8/9/2010