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Embracing Complexity ofBusiness Processes with

Simpler ImplementationsDr. Brand Niemann

Director and Senior Enterprise Architect – Data ScientistSemantic Community

http://semanticommunity.info/AOL Government Blogger

http://gov.aol.com/bloggers/brand-niemann/April 27, 2012

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Preface

• I visited the Be Informed exhibit and attended their presentation:– Be Informed: Kill the Process, Embrace Complexity

• Frank Buytendijk and Kees van Mansom, 26 April 2012 03:15 PM to 04:15 PM– We’ve always been told that BPM should reduce business complexity. It doesn’t

work, as we can all witness every day. Want to hear a radically different story? In some of the largest implementations world-wide, Be Informed has proven remarkable results. 135 Million euro cost savings per year in operations, 90% reduction in time to change, 60% reduction in TCO. Complexity is a reality, it should be embraced. How? Attend this provocative presentation and find out.

• I said to Frank: I noted that this was similar to last years presentation!– Frank replied: True, but that was in the UK… the US people didn't

see that yet. We'll need something else for next year ;-)

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Preface

• So I attended three sessions of the Gartner Business Process Management Summit 2012 the following morning that gave me some ideas for what comes next for Be Informed:– Prevent Failed Implementations in Government

• Jerry Mechling, Harvard and Gartner VP

– The Battle of the BPM Consultants• BPM Practice Leaders for Accenture, KPMG, and HCL America

– Social BPM• Ian Gotts, TIBCO VP

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Prevent Failed Implementation in Government - The "Slow Trigger, Fast Bullet" Approach

• Jerry Mechling, Harvard and Gartner VP, 27 April 2012 07:00 AM to 08:00 AM:– In typically individualistic western cultures, failure often comes

because premature commitments are made before critical stakeholder problems are adequately confronted. This session explains the little-known "slow trigger, fast bullet" approach that has dramatically improved implementation success in many settings.• Implementation failures: How bad are implementation failures, and what

are the chief causes?• Slow trigger: How can BPM help government organizations avoid

implementation failures?• Fast bullet: What are the major obstacles that delay progress, and how

can they be overcome using BPM and other techniques?

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Consulting and SI Panel:Grill the BPM Consultants

• BPM Practice Leaders for Accenture, KPMG, and HCL America, 27 April 2012 08:00 AM to 08:45 AM:– Successful BPM programs require transformation,

process improvement methods, and technologies. A skills shortage has driven many organizations to external consultants to help them with their BPM initiatives. Attend this session to hear senior analysts pose pointed questions to representatives from four different consulting firms. Our questions as well as those from the audience will uncover the firms’ BPM capabilities, perspective, and track record of BPM success.

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TIBCO Software: TIBCO Software: SocialBPM - Hype or Reality? The Evidence (Not Products) Presented

• Ian Gotts, TIBCO VP, 27 April 2012 09:15 AM to 10:15 AM:– Social media seems to be gathering momentum,

but is this the boom before the bust? Is there a justifiable case for using social media approaches for the "business of business improvement"? This session will draw on client examples to see how SocialBPM is being deployed and the critical questions you should ask before you dive in.

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Overview

• History: From Business Objects to Be Informed– More clarity on how you got to your unique approach and why

• Positioning: BPM and Dynamic Case Management– More on this in the next slide

• Demo: Screens need to be more visible than they were to be clear to the audience what is happening and how significant it is– Need newest version to do this

• Implementing Social BPM: Semantic Analytics for Big Social Data– I am working on this

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Positioning:BPM and Dynamic Case Management

• I ask the BPM Consultants Panel where they thought Dynamic Case Management (DCM) fit into BPM and they said it was a subset.

• I had Yasemin Sezer, Senior VP for L&T Infotect, doing DCM for Citigroup come up to me afterwards and say that she disagreed with the Panel – DCM was an important new type of BPM required by the kind of financial transaction work they do for Citigroup.

• This is the kind of differentiation you need.• I asked Frank Buytendijk for his response: I don't agree with

DCM being subset of it indeed. I think it is the next evolution - dynamic encompasses static.

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Mills Davis, US Be Informed

• Think three stages:– BPM dealing with relatively static workflows.– Dynamic dealing with lots of variability and special cases,

but still within a model.– Open or emergent or human-centric processes where

there exists a core methodology and logic, but where all the possibilities and variations cannot be worked out in advance and the process logic gets revised or extended based on what is discovered and what the process learns.• Examples: Project management, research, a merger and

acquisitions, emergencies.

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History: From Business Objects to Be Informed

• 1990: BusinessObjects launches Skipper SQL 2.0.x.• 2001: SAP signs an OEM and reseller agreement to bundle Crystal

Reports.• 2007: In October, SAP AG's Chief Executive Henning

Kagermann announced a $6.8 billion deal to acquire Business Objects.• 2010: Vendors in the business intelligence space are often categorized

into:– The consolidated big four "megavendors", include SAP BusinessObjects as

well as IBM Cognos, Oracle Hyperion, and Microsoft BI.– The independent "pure-play" vendors, the largest being MicroStrategy and

SAS.• 2012: Gartner and Forrester classify Be Informed as Dynamic Case

Management and Be Informed releases version 4.0.Source: http://en.wikipedia.org/wiki/Business_Objects and http://www.beinformed.com/

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Business Intelligence

• SAP BusinessObjects 4.0:– Common services (deployment and management of BI

tools)– Enterprise Reporting (querying and analysis)– Data Visualization (dashboard design)– Universe Designer (information design tool)– Enterprise Information Management (extract and integrate)– Enterprise Performance Management (dashboards,

scorecards, etc.– InfoView web portal (BI workspaces)– On-demand BI software (cloud service hosted on the web)

Source: http://en.wikipedia.org/wiki/Business_Objects

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Be Informed

http://semanticommunity.info/AOL_Government/Be_Informed_4_-_They_really_got_it!#Public_Policy_Making.3a_The_21st_Century_Perspective