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TIBCO BPM Execution Model
Jörg Grote BPM Solution Architect
© Copyright 2000-2015 TIBCO Software Inc.
RelatedProducts:AMXBPMRelatedVersion:4.0LastUpdate:26.October2015
Customer wants to know, I buy today, but what happens on Monday?• Where do I start? How do I start? Who do I use to start this with?
Documented methodology for being successful at BPM across the enterprise (with special emphasis on the 1st project)
• TIBCO BPM Execution Model Presentation• TIBCO BPM Execution Model Reference Guide (i.e. Whitepaper)
Usage during presales• Assumes customer is aware of the importance of process and is sold on doing BPM
Aimed at senior business and IT audience Objective – Demonstrate to customers that TIBCO
• Differentiate TIBCO against other vendors who do not publicly have this yet• Demonstrate to customers that TIBCO
• Has a highly effective approach to ensuring their success• Is a low risk partner• Can train the customer in BPM methodology
Note to Presenter, if ppt is being used for pre-sales
Introduction• Issues and Roadblocks• BPM and SOA Paradigm• Business and IT need to work together
Overview of the TIBCO BPM Execution Model• High level approach to building and implementing BPM across the
enterpriseWrap-up
• CTS/PSG Service Offerings that support the model• BPM Case Study• Summary of 1st Project Best Practices
Agenda
BPM is:• Not about technology - Technology is only an enabler• About people – the right people need to be engaged• An approach to continually improving the way a business operates• About documenting, improving, learning about and evolving business
processesBPM helps organizations improve:
• Productivity by automating many key processes• Customer service and compliance by providing visibility into processes• Overall flexibility of business processes through a variety of different
approaches
Business Process Management (BPM)
§ Multiple business silos/unit/functions need to participate in BPM projects§ But there is typically no cross-silo business ownership in current
organizational structures§ Dependencies between processes introduces organizational
challenges as well§ Visibility into current and planned BPM projects is needed for effective
planning and governance
Organizational Issues
The business is not prepared or their buy-in is not secured• Inadequate skills and experience to lead and run BPM projects• Negative experience on the part of the business with IT projects• Poorly defined and documented processes• Resistance to change
Past business process improvement initiatives• Yielded no single repository of information • Bred disagreement between technologists and the business• Took too long• Were very manual• Were not executed in a systematic manner
Business and/or technology skill set refresh may be requiredChange in working paradigm from unskilled to skilled workers participating in the business processSystems involvement in business processes is often understated
Other Potential Road Blocks to Successful BPM
Relationship Between BPM and SOA
IntegraDonshortlivedprocesses(EAIandcompositeservices)
Humancentricprocesses(Workflow)
Crownjewelprocesses(Compositeend-to-endprocesses)
BENEFIT
ITSavingsDevelopmentcosts
Solu?onsavingsTimetomarket,agility
ManagementsavingsControl&visibility
Compe??veAdvantageCost,Dme,quality,compliance
ITcentricfuncDons(AdaptersandServices)
SOASOAisfocusedondeveloping&maintaininginfrastructure§ Buildingreusableservices§ DecouplingmonolithicapplicaDons§ LeveragingexisDnginfrastructureinanew,flexibleandagileway
BPM
BPMisabusinessphilosophyfocusedon:§ Controlling&managingwhatthebusinessdoes(itsprocesses)§ Understandingcustomersneeds§ ConDnuouslyimprovinghowthebusinesssaDsfiestheseneeds
1+1=3ThevalueofSOAandBPMtogetherisgreaterthanthesumoftheirparts
BPM is a business philosophy geared towards continuous improvement
OpDmizeProcess5
Simulate&DeployProcess2DefineandModelProcess1
BPMCycleManaged
ConDnuousProcessImprovement
BPMsuitesprovidetoolstocontrol,
manageandacceleratethisprocess
Monitor&AnalyzeProcess4
ExecuteProcess3
Shared responsibilities• Creation of processes and rule repositories• Establishment of operational and version control procedures• Detailed process design• Creation and maintenance of a business process and its technical architecture• Training and education
The Business can be responsible for …• Process and rules discovery and development, and functional process design• Simulation, optimization and scenario creation• Process monitoring and analysis• Business change management and communication
IT can be responsible for …• Process implementation• Integrating the process with existing and new systems (for data, functionality, etc.)• Service orchestration (joining up the ‘back end’ systems to support complex processes)• Technical standards and policies• Non-functional aspects, e.g. scalability, performance, resilience and security
Business and IT need to work together
Introduction• Issues and Roadblocks• BPM and SOA Paradigm• Business and IT need to work together
Overview of the TIBCO BPM Execution Model• High level approach to building and implementing BPM across the
enterpriseWrap-up
• CTS/PSG Service Offerings that support the model• BPM Case Study• Summary of 1st Project Best Practicess and Wrap-up
Agenda
Six Streams of the TIBCO BPM Execution Model
OperatetheBusiness
DevelopVision&BPM
ProgramRoadmap
Define&Implement
OrganizaDon&Governance
Define&ImplementTechnical
Infrastructure&Standards
AnalyzeProcess&DevelopProjectRoadmap
Design,Build&DeployBusinessProcess
Stream1 Stream2 Stream3 Stream4 Stream5 Stream6
Outputofstream1-3providesbasisforeffec?velyperformingstream4-6
§ BPM enforces process, therefore the organization should follow one to implement BPM
§ When implementing your 1st project, focus BPM governance on the most critical areas, (e.g. risk management, change control, scope management)
§ Develop initial standards, processes, governance and templates as part of your 1st project
§ Review and refine these during subsequent implementations§ The success of the 1st projects is critical – stay focused§ The model is not a replacement for a continuous improvement
methodology (e.g. Six Sigma, 8 Omega), but a framework and governance approach to be used in conjunction with these to help ensure success
TIBCO BPM Execution Model Philosophy
1.PAINTAPICTUREOFWHEREYOUAREGOINGWITHBPM
§ ObtainexecuDvesponsorship§ Andenoughstakeholderbuy-intodevelopvisionandiniDalRoadmap
§ IdenDfypotenDalprocessesforBPM§ Notallprocessesrequiremanagement§ Consideronlythoseinwhichgreatercontrol&managementwillhelpachieveobjecDves§ ProcessesmustsupportenterpriseobjecDvesandvision
§ DevelopbusinesscaseforBPM§ ExplorepossibiliDesusingsmallsetofprocesseshavingarangeofcomplexity§ ShowhowBPMwillhelpachieveenterpriseobjecDvesandvision
§ FlushoutmoredetailsoftheBPMvalueproposiDon§ IdenDfy“crownjewel”processesandassesstheirsuitabilityforBPM§ DisDlltheseprocessesdowntoacandidatesubsetfortheBPMiniDaDve§ DetermineprocessobjecDvesandjusDficaDon§ Documentveryhigh-levelprocessflow,toincludeprocessboundaries,interacDons,andtriggeringevents–this
ISNOTdetailedprocessmodeling§ Determinehowsuccessismeasuredforeachprocess§ DeterminehoweachprocesscontributestotheenterpriseobjecDvesandvision
Stream 1: Develop Vision and BPM Program Roadmap
Vision
Stream 1: Develop Vision and BPM Program Roadmap
Vision
2.MAKETHEVISIONREAL
§ Determinefundingstrategy§ IniDalcentralfundingforinfrastructureandotherstart-upcosts§ Self-fundedbusinessprojects,eachprojecthasitsownbusinessROI
§ EvolveBPMProgramRoadmap–iniDalroadmapshouldinclude:§ Puingtherequiredinfrastructureinplace§ PuingtheneededorganizaDonalrefinementsinplace§ ArranginginiDaltrainingandmentoringforearlyprojects§ SelecDngandplanningfirstprocess–Moreonthisovernext2slides
§ Obtainbuy-infromstakeholdersandexecuDvesponsor§ Selltheconcept§ BusinessandITneedtobeon-board
BestpracDcesforanalyzingpotenDalprocessesfor1stproject§ UseProcessOpportunityMatrixasatool
§ AssessingXaxis–Factorsthatcontribute:- VolumeoftransacDons- Noofsteps/integraDons- Noofusers/rolesandstakeholders- PoliDcalissues- Noofdifferingscenarios(condiDonswilldrivethis)- Currentprojects
§ AssessingYaxis-Lookatimpacton:§ Revenueandcost§ Customerserviceandperceivedqualityofservice/product§ DeliveryDme
§ Considerthematurityofprocesses§ LowprocessmaturitytypicallyrepresentsthegreatestROIandlowestrisk§ Goalistomoveprocessfrom“manual”(typicallyteamfocused)to“enterprise”(typicallyend-to-endorganizaDonalwidecrownjewelprocesses)–
ConDnuallychangedandmodifiedquicklytokeeppaceanddriveadvantage
Automateddepartmental
Automatedenterprise
EnterpriseProcessrenewal
Manual
Stream 1: Develop Vision and BPM Program Roadmap
VisionA–Idealplacetostart;lowriskandquickROIB–Highvisibility/highriskC–Highcomplexity/longerDmelinetoROID–OfferstruecompeDDveadvantage/butlongDmeline&veryrisky;mustrequireCXObuyin
Stream 1: Develop Vision and BPM Program Roadmap
Vision
BestpracDcesforselecDngprocessfor1stproject§ Purposeistogainexperienceandprovebenefitsareachievablebeforemovingontomorechallenging(andcomplex)projects
§ Selectprocessthatcanbeimplementedin3-5monthsand§ WasanalyzedusingtheProjectOpportunityMatrix(seepreviousslide)§ Spansnomorethantwobusinessunitsordepartments§ HasaknownandjusDfiedbusinessROIorvalue§ Involvesamanageablenumberofusers(~100)§ HaswelldefinedboundariesandonlyafewintegraDons§ Hasaclearlydefinedbusinessandtechnicalscope
§ Establishmeasurablegoalsfortheselectedprocess§ KeyPerformanceIndicators(KPIs)&ServiceLevelAgreements(SLAs)§ Determinecurrentbaselineformetrics-metricsmustbemeasurable&available
§ Remember80/20principle-80%ofbenefitscanbedeliveredbyimplemenDng20%offuncDonality
§ Obtainbuy-infromstakeholders§ Developprocessmissionstatementthatclearlydefinesgoals§ Communicateprocessmissionstatementtoensurealignmentandfocus
Stream 2: Define & Implement Organization & Governance
OrganizaDonVision
§ DefinehowprojectsthatspanmulDplebusinesssiloswillbeorganized§ Makesuretoincludedesignofbothbusinessprocessesandrelatedsystems§ Projectleadership:projectmanager,businessprocessarchitect/analyst,andsystemsarchitect§ ReporDngrelaDonships:businessandITexecuDvesponsors
§ DefinerolesandresponsibiliDesforthegroupresponsibleforsoluDonsthatspanbusinesssilos§ Makesuretoaddressbusinessprocessandtechnicalarchitecture§ Definehowprojectswillengagethisgroup-considercommonparentgroupreporDngtothebusinessexecuDve
sponsor
§ 1stproject§ Treatthissteplightly§ Recognizeandfillkeyroles§ AdverDsethepoliDcal/organizaDonalchallengesthatwillbefaced§ UnderstandandconsidertheorganizaDonalissues,challengesandbestpracDces§ Usefeedbackandlessonslearnedfromfirstfewprojectstodefineand
establishaneffecDveenterpriseBPMorganizaDon
Key Project Roles and Activities
TheintentofthisslideisNOTtoshowprocess,butonlykeyprojectrolesandac?vi?es
3keyleadershiprolesneededoneveryproject
Projects that span multiple silos need to include team members from across all silos
But multiple projects require time and the Sponsor does not typically have the time to directly oversee these
So what’s needed in terms of organizational structure?
§ EnterpriseArchitecture§ Hascrossprojectandprocessviewneeded
forsoluDondelivery
§ Responsiblefor:§ Infrastructurearchitecture§ Systemsarchitecture§ Dataarchitecture§ OperaDonsarchitecture
§ BPMCoE/ProjectOffice§ Hasthecross-siloviewneededforsoluDondelivery
§ Managessilo-spanningprojects
§ Directormust§ HavepoliDcalclout§ BeamediatorwhocannavigatethepoliDcal
landscape§ Beempoweredtomakedecisions§ Directlyliaisonwiththebusiness
BPMCoEandEAarebothcriDcalgroupsindeliveringBPMsoluDons
Stream 3: Define & Implement Technical Infrastructure & Standards
InfrastructureVision OrganizaDon
§ 1stproject–Don’tgetboggeddowninbestpracDcesandstandards§ ThesewillevolveoverDme
§ DevelopbestpracDcesandstandardsfor§ UseofBPMtechnologyandproducts§ BPMprojectdeliverymethodology§ TemplatesandtoolsforBPMmethodologytoinclude:
- InformaDongathering- Processanalysisanddesignworkshop- Process&UIrequirementsdocument- Process&UIdesigndocument
§ RepositoryforallinformaDonanditsconfiguraDonmanagement§ DifferencebetweenbusinessacDvitymonitoringandhistoricalreporDng
§ SelectandinstallpreferredBPMtechnologiesfor§ Modeling,simulaDonandprocessexecuDon§ UsersandcollaboraDon§ Rules
§ DefineandimplementoperaDonalproceduresandtools§ Back-upandrecovery§ ConfiguraDonmanagement§ SystemsadministraDon
TIBCO BPM Solution Implementation Methodology
ImplementbusinessprocessandUIPrototypebusinessprocessesandUI(iteraDve)anddeveloparchitectand
design
Workstreams
BusinessProcessMgmt
DevelopfinalprototypethroughiteraDon
Process&UIdesign
Process&UIbuild
Process&UIreview
DocumentdetailedprocessdesignUIDatabaseIntegraDonsTechnicalexcepDonscustomcomponents
ProduceproducDonreadyprocessandUI
UpdatedProcessDesignDocinputtoPrimaryWorkstream
ImplementintegraDons
Buildcustomcomponents
Reviewprototypewithusers
ConductbusinessprocessdefiniDonworkshops
DefinedetailedrequirementsAllprocessscenariosIntegraDonUserinterfaceEAIacDviDesOthercomponents
EsDmateeffortforsubsequentphases
BusinessanalysisandprocessdefiniDon
RequirementsdocinputtoPrimaryWorkstream
Build1stcutprocess&UIprototype
ArchitectanddesignintegraDons
Updateprocessdesign
ProcessDesigndocinputtoPrimaryWorkstream
Requirements Implement&Assemble TesDng Deploy/OpnsArchitecture&Design Phases
ProjectStart-up&IniDaDon
Extract from process requirements template on TIBCO DeliverIt
Example templates and technology best practices from TIBCO DeliverIt
Example best practices and standards
Your BPM technical infrastructure may looksomething like this
<INSERTCUSTOMERSPECIFICDIAGRAM>
Output of Streams 1-3 is used to perform Streams 4-6
OperatetheBusiness
DevelopVision&BPM
ProgramRoadmap
Define&Implement
OrganizaDon&Governance
Define&ImplementTechnical
Infrastructure&Standards
AnalyzeProcess&DevelopProjectRoadmap
Design,Build&DeployBusinessProcess
Stream1 Stream2 Stream3 Stream4 Stream5 Stream6
Outputofstream1-3providesbasisforeffec?velyperformingstream4-6
Stream 4: Analyze Process and Develop Projects Roadmap
1.DEFINEPROJECTROADMAPANDEXPLOREPROCESS
§ IdenDfybusinessprocessestobeauacked§ PrioriDzebybusinessneedforimprovement
§ Modelas-isbusinessprocessand1stcutofto-beprocess§ Determineprocessboundaries,idenDfysilosinvolved,breakdownintosteps§ Refertoprocessrequirementstemplate§ Analyzeeachstepintermsofinputandoutput,valueadd,role,excepDons,systemstouched§ Don’ttooboggeddowninmodeling-remember,processdesignisiteraDve
§ ExplorerelatedprocessesandpotenDalusageoftargetprocess§ Howisthisprocessusedbyotherprocesses(inwholeorinpart)?§ Whatotherprocessesdoesthisprocessuse(inwholeorinpart)?
§ Establishprocessperformancebaselineandimprovedprocesssuccessmetrics
§ Definetheprojectsroadmapformodifyingbusinessprocesses§ Sequenceofproposedprojects-accountsforbusinessprocessprioriDesanddependencies
BusProcessPlanningOrganizaDon InfrastructureVision
Stream 4: Analyze Process and Develop Projects Roadmap
2.DEVELOPPROJECTPLAN§ Eachprojecthasitsownprojectsuccessmetrics§ IdenDfyprojectteamandtheirmanagers–Keyrolesinclude
§ ProjectManager§ BusinessProcessArchitect(i.e.BusinessAnalyst)andprocessmodelers§ SystemsArchitect§ UsersandSubjectMauerExperts§ ITsupport(DBA,networkadmins,sysadmins,etc.)
§ EnsureallparDcipantscandedicateDmetoproject§ Notasidedutytoperformedin“spareDme”
§ Fasttracktheunderstandingphaseoftheprocess§ Endlesslymodelingtheas-ismodelleadstoanalysisparalysis§ ButmakesuretoallocateenoughDmeforuserinterviewsandinfogathering
§ IncluderegularcheckpointsandDmeforgatheringandanalyzinglessonslearned§ 1stproject–includeextraDme–mistakeswillbemade;learnfromthem
§ IncludevendorinprojectesDmaDngandplanning
BusProcessPlanningOrganizaDon InfrastructureVision
3.ENSUREEFFECTIVERISKMANAGEMENT&MITIGATIONPLAN
§ Commonrisk–NotanexhausDvelist
RISKS IMPACT SOLUTION
Scope creep Increased project duration and expense § Thorough requirements analysis involving all project stakeholders
§ Focus on goals
§ Effective change management policy.
Analysis paralysis Inability of business analysts to fully define the process, which leads to incomplete and untimely requirements documentation
§ Results of analysis and design phases are clear and goal driven
§ Change control is tightly managed and aligned to vision
Dependencies Internal and external dependencies delay project progression
§ Good project management practices
§ Keep internal and external dependencies well documented and continually updated
Stream 4: Analyze Process and Develop Projects RoadmapBusProcessPlanningOrganizaDon InfrastructureVision
3.ENSUREEFFECTIVERISKMANAGEMENT&MITIGATIONPLAN
§ Commonrisk–NotanexhausDvelist(conDnued)
RISKS IMPACT SOLUTION
Incorrect initial scoping Unsatisfied expectation and potential increased project duration and expense
§ Conduct a TIBCO BPM Scope Study1 prior to project start to help identify vision, benefit and scope
Project team resource make up
Mixed team of customer and vendor resources can be problematic if customer resources lack experience
§ Open communication with vendor
§ Good education and training
Stream 4: Analyze Process and Develop Projects RoadmapBusProcessPlanningOrganizaDon InfrastructureVision
1.TRANSFORMPROCESSBYDELIVERINGPROJECT§ Requirementsphase
§ ConductbusinessprocessdefiniDonworkshop(s)§ Build1stcutprocessandUIprototype§ Reviewprototypewithusers§ Definedetailedrequirements§ EsDmateeffortforsubsequentphases
§ ArchitectureandDesignphase§ DevelopprocessandUIdesignthroughiteraDon§ Documentdesign§ ArchitectanddesignintegraDonsandcustomcomponents§ Developpost-projectreviewplanformeasuringbenefits
- Howtomeasures,whenbenefitscanbemeasured,resourcesneededtomeasure
§ ImplementandAssemblephase§ ImplementintegraDonsandbuildcustomcomponents§ ProduceproducDonreadybusinessprocessandUI§ ProduceuserdocumentaDonandupdateprocessdesign
§ PerformfuncDonal,performance,operaDonal,andusertesDng
§ DeployprocesstoproducDonenvironmentandupdatetheprojectsroadmap
Stream 5: Design, Build, and Deploy Business ProcessBusProcessPlanning
OrganizaDon InfrastructureVision BusProcessTransformaDon
Stream 5: Design, Build, and Deploy Business Process
ProcessDesignBestPracDces§ Businessinvolvementiskey
§ Thebusinessunitsrelatedtotheprocessneedtobeinvolvedandcommiued§ Makesurequalifiedbusinesssubjectmauerexpertsarepartoftheprojectteam
§ UserinterfaceisacriDcalissue§ Developasolidbaselineforallformsandgetsign-offfromusersasearlyaspossible–formsgoodbasisformovingforward§ Prototypecanbeasetofmock-ups(evenppt)§ Buildvalue-addintoUI§ MakefuncDonalandintuiDve,notjustpreuy§ Keepitsimple
§ IntegraDonisalsoacriDcalissue§ Mockitupalso§ ProvethattherequireddatacanbeputinorextractedfromXYZsystemwithoutworryingabouttheuserinterfaceorprocessflow
§ Challengethecurrentprocess§ Theprocessmaybemanyyearsold§ Don’tstartdesignwiththeas-isprocessmaps§ AutomaDonwon’tfixabrokenprocess§ Stayfocusedonyourgoals
BusProcessPlanning
OrganizaDon InfrastructureVision BusProcessTransformaDon
Stream 5: Design, Build, and Deploy Business Process
2.PERFORMPOSTDEPLOYMENTPROJECTACTIVITIES
§ Preparefollow-onrequiredacDonsreportfortheproject,including§ Openprojectissuesthatwereconsideredtohavemeritbutwerenotimplementedduringtheproject§ RisksidenDfiedduringproject,whichmayaffectprojectresultsduringoperaDon§ Howtoperformhandover-Businessneedstoowntheprojectandassessresults§ Usertrainingneeds
§ PrepareProjectLessonsLearnedReport–inputtonextiteraDonofStreams2and3§ Managementandqualityprocesses(whatwentwell/bad,whatwaslacking)§ Methods,tools,standards,bestpracDces§ Analysisofprojectissuesandtheirresults§ RecommendaDonsforfutureenhancementormodificaDontoprojectapproach§ Measurementsoneffortrequiredtodeliverprojectandcreatedeliverables§ EvaluaDonofeffecDvenessofreviewsandtests
§ UpdateProjectsRoadmap§ ProjectsmaydevelopaddiDonalservicesthatwerenotoriginallyplanned§ UDlizaDonoftheseservicesinotherprojectsmustbereflectedintheroadmap
BusProcessPlanningOrganizaDon InfrastructureVision BusProcess
TransformaDon
Stream 6: Operate the Business
§ Go-livewithimprovedprocesses,havingmentorsavailabletosupportusers§ AnswerquesDons§ Assistandresolveissuespromptly§ Documentuserfeedbackonusability,funcDonality,etc.tofeednextiteraDonoftheprocess§ Organizeweeklyconferencecallsforthefirstmonthwiththeprojectteamandkeybusinessmembers
§ Measurebusinessprocessperformance§ PerformaccordingtoPostProjectReviewPlan(developedinStream5)§ Measureprocessperformance§ CompareagainstbaselineandplannedKPIsandSLAs(definedinStream5)§ Toolsmaybeneededtogathermeasurements§ IdenDfyareaswherethenextroundofimprovementsshouldconcentrate
§ PerformsimulaDonsusingrealdata§ InvesDgatedifferentfuturestatescenariosandassesswhattheimpactwouldbe§ CombineprocessandLOBdataidenDfypauernstobeautomatedandimproved
§ Managebusinessprocesschanges§ UpdatedbusinessprocessspecificaDon§ Roll-outupdatedbusinessprocesses
§ ResultsareinputtoStream1and4toreassessandupdateRoadmapsandprioriDes
ExecuDonBusProcessTransformaDon
BusProcessPlanning
OrganizaDon InfrastructureVision
TIBCO BPM Execution Model Iterative in nature; with continuous improvement built in
OperatetheBusiness
DevelopVision&BPMProgramRoadmap
Define&Implement
OrganizaDonalFoundaDon
Define&ImplementTechnical
Infrastructure&Standards
AnalyzeProcess&DevelopProcessRoadmap
Design,Build&DeployBusinessProcess
Stream1 Stream2 Stream3 Stream4 Stream5 Stream6
BPMGovernanceBPMProjectLifeCycleManagementandControlMeasureBusiness,ITandOrganiza?onalKPIs&SLAs/AnalyzeROI
ConDnuousImprovement
Repeatforeachproject
Outputofstream1-3providesbasisforeffec?velyperformingstream4-6
Introduction• Issues and Roadblocks• BPM and SOA Paradigm• Business and IT need to work together
Overview of the TIBCO BPM Execution Model• TIBCO’s approach to building and implementing BPM across the
enterpriseWrap-up
• PSG Service Offerings that support the model• BPM Case Study• Summary of 1st Project Best Practices
Agenda
Strategy§ Strategy Initiation Workshop
§ Current State Assessment§ Roadmap
§ Governance Framework§ Organization
Architecture§ Enterprise Architecture & Standards§ Enterprise Architecture Assessment
§ Solution Architecture Development§ Solution Architecture Assessment
§ Solution Go-Live Readiness Assessment§ Solution Architecture Boot Camp
TIBCO PSG ServicesInfrastructure and Operations
• InfrastructureDesign&ImplementaDon
• Profiling,Monitoring,andCapacityToolü VirtualizaDon
ü OperaDonsSupport
ü EnvironmentManagement• InfrastructureAccelerators
ü CommonLogging&ExcepDonHandlerü DashboardAccelerator
ü HawkAccelerator
ü DeploymentAccelerator
Management§ ProgramManagement
§ ProjectManagementq DirectConnectManager
Other§ ProgramandCOEAccelerator§ 2-DayScoping/Review§ TIBCOAudit
§ Deliveredprimarilyon-shorebylocalresources
ü Deliveredon-shoreorright-shorewithTIBCOGlobalServices(TGS)inIndia
Ø DeliveredprimarilybyTIBCOEducaBon
o DeliveredbyTIBCOSupport
Solution Implementation§ Project Discovery
ü Managed Implementationü Performance Engineering
ü Solution Testingü Upgrades & Migrations
User Experience Optimizationü Testing Acceleratorü Engineering Expertise
ü SME / Product MentoringØ Product Education Program
Stream 1 – Vision, High Level Architecture, Roadmap§ StrategyIniDaDonWorkshop§ CurrentStateAssessment§ Roadmap§ EnterpriseArchitecture§ ProgramandCOEAccelerator
Stream 2 – Organization and Governance§ GovernanceFramework§ OrganizaDon&Process§ ProgramandCOEAccelerator
Stream 3 – Technical Infrastructure and Standards§ EnterpriseArchitecture§ EnterpriseArchitectureAssessment§ InfrastructureDesign&ImplementaDon§ CommonLogging&ExcepDonHandler(CommonLE)§ HawkAccelerator§ DeploymentAccelerator§ DashboardAccelerator§ Inventory,UDlizaDonAnalysis,&TuningAccelerator§ ProgramandCOEAccelerator
PSG Offerings That Support Execution of the ModelStream 4 – Analyze Process & Develop Process Roadmap
§ BPMProcessSelecDonCriteriaandAnalysisTool§ ProjectScopeStudy§ SoluDonArchitectureBootCamp§ SoluDonArchitectureDevelopment§ SoluDonArchitectureAssessment
Stream 5 – Design, Build, & Deploy Process§ ManagedImplementaDon§ SoluDonTesDng§ TesDngAccelerator§ PerformanceEngineering§ EngineeringExperDse§ UserExperienceOpDmizaDon§ Upgrades&MigraDons§ SME-ProductMentoring§ ProductTrainingPrograms§ SoluDonGo-liveReadinessAssessment§ VirtualizaDon
Stream 6 – Operate the Business§ PerformanceEngineering§ OperaDonSupport/EnvironmentManagement
§ A robust business case is critical§ Set reasonable expectations§ Build momentum and buy-in from the
beginning§ High level of business involvement -
Remember they own it!§ Select the right process
§ Has a justified ROI or value§ Integration to a minimum
§ Define benefits, identify success criteria and simple metrics§ Volume, turn around time, cost§ Stay focussed§ Measure your success
§ Deliver quick wins § 3-4 months start to stop. Any longer is to long.
Summary of 1st Project Best Practices§ Iron out your governance model – There
will be issues§ Therewillbeissuesanditseasytogowrong
quickly§ Learntomanagetheissues
§ Empower the team members to be able to make decisions for their respective areas
§ Businesssponsor§ Businessinterestsubjectmauerexperts§ Businessprocessarchitects/analysts§ Systemarchitects
§ Keep it simple§ Don’tgetsidetrackedbytechnologyand
standards
§ Challenge the current process – legacy lives on! - Prioritize opportunities
§ The TIBCO BPM Execution Model is step-by-step guide to planning and implementing BPM across an enterprise and is technology and product independent
§ TIBCO DeliverIt provides the tools needed to effectively perform each stream of the TIBCO BPM Execution Model
§ TIBCO’s proven approach to planning and implementing BPM can help ensure your success
Summary
41© Copyright 2000-2015 TIBCO Software Inc.
Thank you!Jörg Grote – BPM Solution [email protected]+49 171 5664 015