1. ®
®
®
BPM and Beyond
Kevin Haugh, Vice President of Product
Marketing and Management
2010 Metastorm Inc. 1
2. Who is Metastorm?
®
®
• Market leader across 3 critical and related software sectors
– business process analysis, business process management,
enterprise architecture
• Strong global presence with 1300+ customer organizations
around the world
• Proven products and expertise with established regional
offices and global partner distribution network
• Only software provider to bring together robust EA, BPA and
BPM software
• Unmatched customer success worldwide
2010 Metastorm Inc. 2
3. Metastorm Enterprise Portfolio
®
®
®
See what you have and Think about how to best Do things in the optimal
how it fits together. execute your business. way.
Metastorm ProVision® – Without Metastorm ProVision® BPA – Metastorm BPM® – Once you
understanding where you are, how do Processes are ultimately the means by understand where you need to go and
you know where to go? Metastorm which you do work and deliver value. how you want to do things, Metastorm
ProVision is an industry leading Metastorm ProVision BPA is an BPM is the comprehensive, industry-
Enterprise and Business Architecture industry leading Business Process leading BPMS platform you need to
(EA) software tool that allows you to Analysis (BPA) solution that allows you rapidly and cost-effectively design,
comprehensively discover and model discover and model your current automate, deploy, manage, monitor,
your business strategy, goals, business processes and then conduct and report on your human and system-
organization, processes, systems, sophisticated simulations and analysis based business processes, so you can
information and more – and then of where and how they can be continuously improve them.
understand the interrelationships so improved to deliver greater value and
you can systematically and improved business resource Metastorm Integration Manager
comprehensively plan changes to the optimization. (MIM) – Dated back office systems and
enterprise at all levels. unreliable data often act as major
Metastorm ProVision BPA also includes barriers to effective execution. MIM
Metastorm Discovery ™ for human- allows you to quickly "service enable"
centric process discovery – allowing for and integrate into a broad range of
more accurate data collection, analysis challenging computing environments
and process improvement. as well as easily deploy system-based
business processes, provide effective
Managed File Transfer, and strengthen
SOA and legacy modernization efforts.
2010 Metastorm Inc. 3
4. Leadership Credentials
®
®
Business Process
Enterprise Architecture Business Process Analysis Managed File Transfer
Magic Quadrant Q409 Magic Quadrant Q408 Management Suites
Magic Quadrant Q309
Magic Quadrant Q109
Enterprise Architecture Business Process Analysis IT Planning Business Process Management
Forrester Wave Q109 Forrester Wave Q109 Forrester Wave Q109 Forrester Wave Q407
2010 Metastorm Inc. 4
5. What Does Business Expect of IT Today?
®
®
Business Unit CIO
Business Drivers
Business Unit CIO
Strategies
2010 Metastorm Inc. 5
6. What Should You Focus on?
®
®
Up to 10 fold higher impact on
Impact on Run Rate EBIT EBIT through non traditional cost
cutting measures
Impact on run-rate EDIT1 (illustrative examples), %
Typical IT cost levers, including demand management,
Traditional IT cost reduction (15%) 0.5 portfolio rationalization, and outsourcing/offshoring
Merchandising investments 1-2 Improve decision support for merchandising at retailers
Optimize supply chain process with streamlined
Supply chain investments 3-4 systems
Reduce revenue leakage from unnecessary discounting
Better pricing 3-5 and poor sales force management
1 Earnings before interest and taxes; assumes run-rate of 6-18 months (timing to achieve run-rate impact varies across examples).
Source: Managing IT in a Downturn: Beyond Cost Cutting, McKinsey, 2009
Process Improvement……….Cost Cutting……….Improved Business Decision Making
2010 Metastorm Inc. 6
7. Most IT Projects Fail on Some Key Dimension
®
®
Over 70% of IT Projects Fail
• Don’t Deliver What Business Wants
• Over Budget
• Late
Often all the above!
2010 Metastorm Inc. 7
8. BPM Software is Different Animal
®
®
BPM Software is About Delivering Process Improvements
design
• Faster process
• Easier
• With Greater
– Business Alignment
– Certainty (lower risk)
– Agility
– Value
2010 Metastorm Inc. 8
9. Key Characteristics of BPM Software
®
®
Key Characteristic Benefit
Process Focused •Business understands
•Where business value is created
Model Driven •Makes requirements clearer and more explicit to all
Designed for Speed •Deliver prototypes and working solutions faster –
faster ROI
Agile/Built in Change • Frequent, iterative change possible
Management
Process Visibility •Better understanding of process health and status
•Better responsiveness
Designed to Integrate and •Leverage and complement what you have
Overlay Other Systems
Support for What If •More Prudent Ongoing Changes
2010 Metastorm Inc. 9
10. Visual Process Modeling and Definition
®
®
If I can see it I (we) can understand it…..
• Model Driven
• Business Oriented
• Rapid Prototype
solutions
…….If I can easily iterate it I can quickly deliver results and
2010 Metastorm Inc.
reduce risk 10
11. Process Participation and Management
®
®
• To Do Lists
• Watch Lists
• Delivered via diverse
range of interfaces
• Delivered in a highly
targeted manner
Efficient process participation is about delivering the right
information and actions to the right people at the right time
2010 Metastorm Inc. 11
12. Process Analysis and Simulation
®
®
• Where should I modify
my process?
• How should I modify it?
• What are the business
benefits from modifying?
• What are the risks?
By analyzing my current processes and possible future
variations I can make smarter decisions
2010 Metastorm Inc. 12
13. In Summary--Why BPM Today
®
®
Traditional Approach and Problems How does BPM Address
Poor Requirements (not what business wants) √ Visual models, prototypes
Poor Handoffs √ It is what it is
Takes too Long (need for speed) √ Designed for speed
Estimation Difficulty √ Easier to measure what you can see
Poor Domain knowledge √ Let each domain do what they do
best
Poor Solution Fit √ Inherently purpose built
Unexpected Customizations and Poor Agility √ The unexpected is expected (agility)
To much effort/resource to implement √ Fewer total resources needed + hire
the domain experts
Not Focused on/Delivering High Value (cost, √ Focuses on efficiency and
effectiveness) effectiveness (business value)
2010 Metastorm Inc. 13
15. Product Synergy
®
®
EA + BPM: United, We Deliver the Business - Divided, We Miss the Mark
Robert Handler, Gartner 3/09 BPM Summit
2010 Metastorm Inc. 15
16. Understanding and Executing Process in Context
®
®
F.3 F.5 P.5 Account Regulatory Speed of Support
Highlights
C s mr
u to e Account Not
"In teN wA u t
itia e cco n O pened Account O ned
pe
P ce o sa dD ta
ro ss"/F rm n a
Improve Increase Improve Onboarding Compliance New Costs
IISS le
as
Restart P ss
roce
C lle Fo s
o ct rm
a dD ta
n a
C n R je n
lie t e ctio
cco n u b r
A u t N me
C n In rmtio
lie t fo a n
Margins Revenue Legal-Regulatory Challenges Account
IISA u t M na e
cco n a g r
No
Cn
lie t
R v wC n Inform tion
e ie lie t a M eets R v wK C
e ie Y
C n M eting
lie t e
Info ation
rm Standards? R c m d tio
e om en a
Ys
e
Growth Compliance and Onboarding
IISK C
Y C n In rmtio
lie t fo a n
1. Unified Metamodel &
Cnlie t B cklist
la
C n R je n
lie t e ctio
C d Ce
re it h ck Id n tio
e tifica n C e B klist Inform tion
h ck lac a
Ce C d
h ck re it C lle ID
o ct
Obstacles
IISK CM na e
Y a gr
No
Cn
lie t
cco n u b r
A u t N me
R vie
e w ClearedasN ew
R v wR ults
e ie es Client?
repository enables 360
Ys
e
IISB g
illin
Cn
lie t
A pn
cce ta ce G ne teB
e ra ill
New Account Onboarding [As-Is]
degree views of the
enterprise
2. Navigation framework and
Custom D
er ata
NewAccount
O nboarding
Account Information
Customer
tools afford any type of
Account N ber
um [As-Is]
Account Information
Customer
New Account
Onboarding
Database
O rder
Scheduled Order
Scheduled Order Enter Order
Customer
Scheduled Order
O rder
O History
rder Forecast
Sales
[As-Is] user
• Comprehensive
Product Database
Fill Order
IIS Sales
Shipm ent
Product Shipment Notification
Ship Order
Process Interaction
Information
Account understanding
• Dependency clarity
IIS KYC
Manager
• Impact analysis
• Full, top to bottom
New Credit Customer Customer traceability
Account Check Systems Database
Onboarding System IIS KYC
System
Custom Account
er
Accounting Electronic Data Accounting Database
- SalesPerson[1] : Short text (250)
enters into 1 - AccountManager[1] : Short text (25 is held by
applies to - ProductType[1] : Short text (50) * holds
- ServiceDescription[1] : Short text (2
- BankOffice[1] : Short text (100)
IIS Account
The Result:
1
*
- EstClosingDate[1] : Date
Management Interchange Services Management
Contract Customer
+ Issue() - ID[1] : Text (10)
- Name[1] : Text (50)
- Contact[0..1] : Text (50)
Manager
is placed by 1 - Address[0..1] : Text
Services Services System (DBMS)
1
places - Telephone[0..1] : Text
*
- FAX[0..1] : Text
Order - Approved Discount[0..1] : Floating point num Applicant
0..1
- Credit Limit[0..1] : Amount
- Order Date[1] : Date - Name[1] : Short text (64)
Billing Policy - Requested Ship Date[0..1] : Date + Submit Order() - Address[1] : Text
Services
- Requested Discount[0..1] : Floating p + Verify Credit() - Suburb[1] : Short text (32)
+ Establish()
- Postcode[1] : Number
+ Approve()
- State[1] : Short text (6)
True, enterprise class insight
+ Cancel()
- Country[1] : Short text (32)
+ Hold()
- TFN[1] : Number
+ Log()
0..1
+ Receive() Warehouse
applies to * + Reject()
is shippedfrom1..* - Capacity[1] : Floating point numb
1
1
adheres to + Release() - Name[1] : Text
+ Schedule Production() * ships
*
*
Credit Detail Status
- Application Ref[1] : Number - Application Status[1] : Short text (
1
- Credit History Status[1] : Short te - Date[1] : Date
into process and the
- Required Amount[1] : Currency st
Product
1..*
- Assets Value[1] : Currency string
- Description[0..1] : Text - Liability Value[1] : Currency string
O Item
rder requests
- Name[1] : Text
1 - List Price[1] : Amount
- Item Price[0..1] : Amount
* is requested by
- Quantity[0..1] : Integer + Replenish Inventory()
+ Reserve Inventory()
Customer Database
IIS Billing
Successful processes are supported by a range enterprise
of other technologies, systems and assets
2010 Metastorm Inc. 16
17. EA Insight and Models Can Inform and Accelerate BPM
®
®
Product
Sales Goals
Financial Customer Process
Goals Goals Goals
Improve Minimize Control Retain Earn Regain Maximize Timely
Cash Flow Past-Due Inventory Customers Repeat Market Quality Availability
Receivables Costs Business Share of Spare
Parts
Goals and KPIs used Process model used
for dashboards to execute human and
system processes
PM
Engineering
Finance Internal Mail Inventory Production Quality Sales Shipping and
Control Control Assurance Receiving
Accounts Mail Clerk Warehouse Production Quality Account Dock
Receivable Worker Scheduler Analyst Rep Worker
Clerk
Business classes Resources leveraged
used for forms for roles
2010 Metastorm Inc. 17
18. By 2012, 20% of businesses will
®
®
own no IT assets
Between 2008 and 2013, cloud-based
computing services are forecast to
grow from $0.66 billion to $6.8 billion
for a compound annual growth rate
(CAGR) of 59.5%.
Gartner
Top Predictions for IT Organizations and
Users, 2010 and Beyond: A New Balance
2010 Metastorm Inc. 18
19. Cloud-based Collaborative Modeling
®
®
Taking Collaborative Modeling to New Heights
A cloud-based modeling
platform that uniquely
• Brings modeling/discovery
and its business value to a
broader audience
• On-Demand subscription
based approach
• Impact free on IT
• Native multi user
collaboration built in
• Deployed in the Cloud
(Microsoft Azure)
2010 Metastorm Inc. 19
20. ®
®
Monitor IMPACT
on strategy and
goals to guide
future change
BPA
Identify FOCUS
areas for optimal
improvement
EA
Make the BPM
RIGHT
change the unexpected value of
business to the power of 3
2010 Metastorm Inc. 20
21. Where do you want to be?
®
®
Effort
Time
Sweet Spot
BPM
Business Impact
2010 Metastorm Inc. 21
23. Thank You For Attending!
®
®
Kevin Haugh
VP- Product Marketing & Management
More Questions?
(443) 874-1300
Please contact us at metastorm@metastorm.com
2010 Metastorm Inc. 23