Workflow Management and BPM-101

Work Flow Management & Business Process Management - 101
April 2011
Table of contents
Work Flow Management & Business Process Management - 101 Work Flow and Workflow Management BPM Business Process Management Content Management
Tools in BPM, ECM and Capgemini Capabilities
Work flow management and Business Process Management -101

2011 Capgemini. All rights reserved.
Work Flow and Workflow Management
What is Work flow?

A workflow is a representation of a process, generally designed in such a way that there is coordination mechanisms between activities, applications, and process participants consists of a sequence of connected steps any abstraction of real work
model to represent real work for further assessment

Beginning in manufacturing sector

Examples of a work flow

1. In machine shops, particularly job shops and flow shops, the flow of a part through the various processing stations is a work flow. 2. Insurance claims processing is an example of an information-intensive, document-driven workflow. 3. Capgemini SSO 4. Leave management system

Typical Workflow

Workflow Management
Workflow management is a system of overseeing the process of passing information, documents, and tasks from one employee or machine within a business to another. Through proper workflow management, each of the employees or machines will pass the work on according to a predetermined procedure
workflow management is seen as an important component of a business as it provides: Automating process for improved efficiency within the business eliminating unnecessary steps Easier to track employee and machine performance Improves customer service Allows the customer to feel completely involved in the entire process Ways to improve production or service process (Workflow Management tends to be seen as the technical coordination of process execution. It is a component of a comprehensive BPM strategy, but does not encompass the strategic or change management activities associated with BPM)

Business Level Benefits of workflow Management

a. Improved efficiency Automation of many business processes result in the elimination of unnecessary steps b. Better process control Improved management of business processes achieved through standardizing working methods and availability of audit trails
c.
Improved customer service Consistency in the processes leads to greater predictability in customer response levels
d. Flexibility Software control over processes enables their redesign in line with changing business needs e. Business process improvement Focus on business processes leads to their streamlining and simplification

Software Level Benefits of workflow Management

a) Reduce development Risk Business analysts talks the same language as the developer, therefore no need for translation from user requirements to software design b) Centralized implementation Business processes that change without requiring major changes in the software application c) Rapid Application Development Composition of processes leads to faster development and better maintainable

Tools for Workflow Management

Visual Studio 2010 Workflow Designer Code-behind file enables developer to write custom Microsoft Visual C# or Microsoft Visual Basic code to express business logic Workflow markup file, or markup and code-behind files, compiled into workflow assembly Workflow template can be associated with a site content type. Can use any forms technology. For example, Microsoft ASP.NET forms for SharePoint Foundation 2010 workflows. Can include workflow modifications Package workflow assembly and workflow definition as a SharePoint Feature, and deploy to the site SharePoint Designer No code behind; workflow rules file declaratively encapsulates business logic instead Workflow markup, workflow rules, and supporting file are stored, uncompiled, in a specific document library on the site Cannot author workflows against content types. Uses the Forms Web Part. Workflow modifications are not available Automatically handles deployment to specific list
Can use Initiation form to gather information from the user when they start the Can use Initiation form to gather information from the user when they start the workflow workflow Can use custom forms for users to interact with tasks in SharePoint Foundation Can use custom forms for users to interact with SharePoint Foundation 2010 2010 tasks Visual Studio debugging available Can author both sequential and state workflows No step-by-step debugging available Can author only sequential workflows

10
BPM Business Process Management
What is BPM

12
BPM Definitions
BPM is more than just a collection of technologies; it is a business management methodology that covers how people work with people, how systems work with systems and how the two camps work together. BPM is a management practice that provides for governance of a businesss process environment toward the goal of improving agility & operational performance. BPM is a structured approach employing methods, policies, metrics, management practices and software tools to manage and continuously optimize an organizations activities and processes. Gartner. Business Process Management is the sum of all organizational activities centered around the definition, implementation, execution, control, supervision and improvement of processes. BPM can be conducted with or without information system support. BPM in general is an organizational concept.

2011 Capgemini. All rghts reserved.
13
BPM Defined
BPM is a methodology used to innovate, optimize, and adapt the processes that run a business. BPM includes a set of activities to model, assemble, deploy, and manage processes that cross people, technology, and data.
BPM Type
Human centric - people intensive business processes, decisions and work flows Document centric- document intensive business processes, decisions and flows Integration centric- system, application, and Integration intensive business processes, decisions and flows
Example*
Employee on boarding Order to Cash Claims Processing
Accounts payable Contract Management
Order fulfillment Straight-Through Processing
14 Work flow management and Business Process Management -101 2011 Capgemini. All rig
BPM Components
Business Activity Monitoring
Document & Content Management

BPM Suite Workflow Automation
Human Interfaces
Work flow
Modeling
Deployment
Metrics
Automation
System Integration
Event Monitoring
Simulation Analytics
Enterprise Integration
Process Modeling & Simulation

Business Rules
Business Rules Engine
Work flow management and Business Process Management -101 15 15 2011 Capgemini. All rghts reserved.
BPM Reference Architecture

Process Presentation Portal , Transformation, Security, Distribution
Delivery Channels Internet Mobile Paper Stakeholders Customers Agents Employees
Process Services
Workflow Work Routing Work Approval Correspondence Collaborate Team Collaboration Queue Management Business Activity Management Dash Board Reports Event Management , Alerts
Content Management
Rules Management
Process Middleware Services

Integration Legacy Database Flat file etc Process State Management Work object status Queue Management Security Authentication Authorization LDAP
Content Services
File System Content Repository Database Data Warehouse
Work flow management and Business Process Management -101 16 2011 Capgemini. All rghts reserved.
Old Way Vs BPM Way
Old Way
Requirements are Use Case Centric
BPM Way
Requirements are captured as Processes and Business Rules by Business and IT in a Collaborative effort Captures Process Goals Evolutionary Iterative Development Model which produces results in 60 to 90 day window Reuse established in collaboration with business Overall shorter project duration
Mostly Waterfall
Reuse established by IT
Overall longer project duration
Coding Paradigm Roles: BA, Tech Architect, Developers, PM
Configuration Paradigm
New Roles: Process & Rules Analyst, BPM Architect, BPM System Analyst, PM
Project Implementation Approach

Traditional Application Development Methodology
Project Initiation Requirements Design Build and Integrate Test Deploy
BPM Enabled Application Development

Design Discover Develop Discover Design Develop Discover Deploy Initiate Monitor Optimize Analyze Design Develop
Deploy
Monitor
Deploy
Monitor Optimize Analyze Optimize Analyze
Iteration 1
Iteration 2
Iteration 3
Business Drivers
Efficiency Operation Excellence Agility Time to market Stability Flexibility Accountability
Work flow management and Business Process Management -101 2011 Capgemini. All rghts reserved
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Trends in BPM I (Evolution of BPM)
ECM Orchestration Business Activity Monitoring
BPA
Business Rules Workflow
Work flow management and Business Process Management -101 20 2011 Capgemini. All rights reserved.
Trend in BPM : II (Emerging BPM Landscape)
ECM
BI
SOA
BPM
Trends in BPM III (Hype Cycle for BPM)
Gartner Predictions:
Gartner Predictions By 2012, 20% customer facing processes would be assisted by BPM technologies By 2014, 40% of business managers and knowledge workers in Global 2000 enterprises will use comprehensive business process models to support their daily work, up from 6% in 2009 Nearly 50% of enterprises across Europe and North America would be actively engaged in BPM
Planned and Active BPM Projects
BPM Value Proposition

Flexibility Rapidly change process behavior Adapt to changes with minimal disruption Responsiveness Make proactive changes to processes dynamically Optimization Powerful tools to improve your business processes True understanding of business operations with simulation Solution Building Efficiency Deploy business process solutions at lowest cost Operational efficiencies with shared business processes Import and work with business process models directly from the business analyst
BPM Landscape
Content Management
Content Management System

A content management system (CMS) is a collection of procedures used to manage data work flow in a collaborative environment. The data is nearly anything: documents, movies, pictures, phone numbers, scientific data, and so forth.
CMS's are used for storing, controlling, revising, semantically enriching, and publishing documentation
CMS can be distinguished into three categories as: Enterprise CMS (ECM) Document CMS (DCM)
Web CMS (WCM)
Enterprise CMS
The ECM is a formalized means of organizing and storing document and other content related to organizational processes. It encompasses strategies, methods and tools used throughout the life cycle of the content.
Aimed to make the management of corporate information easier through simplifying storage, security, version control, process routing and retention.
Enables insurers to dynamically create, manage, publish and deliver adaptive enterprise content throughout the business life cycle - across all locations and lines of business. An umbrella term covering document management, web content management, search, collaboration, records management, digital assets management, workflow management, capture and scanning. The benefits to an organization include improved efficiency, better control and reduced costs
Document Management System

DMS is used to track and store electronic documents and/or images of paper documents. It is also capable of keeping track of the different versions created by different users (history tracking).. The document management system handles documents from multiple channels like email, fax, paper, XML streams. Matured and well tested DMS can be characterized as follows: (a) Focused on managing documents in the traditional sense (like word files) (b) Each unit of information (document) is fairly large and self contained (c) There are few (if any) links between documents (d) Provides limited integration with repository (check-in, check-out etc) (e) Focuses primarily on storage and archiving (f) Includes powerful workflow
(g) Targeted at storing and presenting document in their native format and as well in raw format (dynamic rendering)
(h) Limited web publishing engine typically produces one page for each document (i) Supports both Business to Customer (B2C) and Customer to Business (C2B) scenarios
Web Content Management System

WCM provides website authoring, collaboration, and administration tools designed to allow users with little knowledge of web programming languages or markup languages to create and manage website content with relative ease. A robust WCMS provides the foundation for collaboration, offering users the ability to manage documents and output for multiple author editing and participation. Matured and well tested WCMS can be characterized as follows (a) Manages small interconnected units of information (example web pages) (b) Each unit (page) is defined by its location on the site (c) Extensive cross linking between pages (d) Focuses primarily on page creation and editing (rendering online) (e) provides tight integration between authoring and repository (metadata etc)
(f) provides a very powerful publishing engine (templates, scripting etc)

(h) supports only Business to Customer (B2C) scenario
Tools in BPM, ECM and Capgemini Capabilities
BPM Tools & Our Credentials

Resources
Skills Process Analysts Solution Architects Global 1250+ 800+
Domain Focus
Banking Retail and Private Banking, Business and Consumer Lending, Credit Services and General Financial Services Insurance Health, Life, Property and Casualty, Commercial
Developers
Business Process Architects Overall
2000+
200+ 4500+
Securities and Investments Brokerage and Investment Banking
Trading,
Product Expertise
BPM Tools evaluation

BPM Tools are evaluated on the following 1. 2. 3. 4. 5. Business Rules Engine Workflow Capabilities Business Activity Monitoring Enterprise Service Bus Integrated Development Environment
A complete business rules engine should include the following: users. Business Rule Editor - An intuitive user interface that allows business users to define, design, document and edit business rules. Reporting Component - An intuitive user interface that allows business users to query and report existing rules. Rules Engine Execution Core - The actual programming code that enforces the rules
Business Rule Repository - A database for storing the business rules as defined by the business
BPM Tools evaluation
ECM Tools and Credentials

IBM/ FileNet 6+ Years experience working with FileNet products Significant FileNet certification FileNet suite of Products Expertise in cl. 3.5 and 4.0 ECM, BPM, Eforms, Web App ToolKit, BPF Framework Image Mgt, Records Mgt, Team Collaboration Mgr EMC/ Documentum 3+ years of experience with Documentum Products Content Server, Document Application Installer / Builder, Form Builder, Composer Business Process Mgr, Process Builder Foundation Classes, Documentum Administrator Workflow & Lifecycle Web Development Kit, Web Top
OpenText Livelink 3+ years of experience in Livelink suite. Installation and Administration of the Livelink Archive Server SAP ArchiveLink & Doculink Opentext Livelink ECM Livelink Records Management Livelink Administration Livelink Workflow Livelink 9.2, 9.5 and 9.7
Microsoft MOSS 2007 3+ years of experience in Microsoft MOSS products. Strong Microsoft ASP.Net1.1/2.0 Training across MOSS products Servers Clients Administration Microsoft Records Manager solution available Next Gen EDRM and EDiscovery Based on MOSS
EBS CoE - Key components

Recruitment Training & Certification Domain Process Models Processes related to Estimation, Delivery, Deployment etc Process Improvement
Performance Incentive Plan
CoE
Alliance Management Alliance software and frameworks Access to Professional Services and Service Engineering group of Pega Promotion Development Tools and Methods
Standards and Policies

Accelerators & POCs Quality Management Processes
Knowledge Portals Wiki News Letters
CoE Involvement in SDLC

Project Team Activities
Define Process Models Define Stakeholders Capture High Level Use Cases Identify Reports Define Return on Investment CAP Process Elaborate Use Cases Rules Harvesting Define Reports Design Application Class Structure Work Items Functional testing QA Handover application to next iteration Production Deployment
Develop Application
Inception
Elaboration
Construction
Transition
COE Value Addition and Accelerators
Bring Templates for Process Modeling Use Cases Share Iterative Methodology Bring Individuals with Expertise on building Process Models and Use cases
Bring Templates for Rules Harvesting Identify right skills and individuals Bring Individuals with expertise on BPM toolset
Code Review Governance Compliance Validation
Document Lessons Learned Document and share common processes
Work flow management and Business Process Management -101 2011 Capgemini. All rights reserved.
Capgemini Pega Successful Accelerators

Contact Center Enterprise Reference Architecture

1
User Experience Management Leveraging Rapid Design 2 Visualization

Innovative visualization process for Rapid Design and Prototyping
Skills and Knowledge Transfer

3
Capgemini Accelerated Solution Environment (ASE) 4

Creative Work Space Combined with a Unique Facilitation Methodology to Accelerate Business Decision Making and the Creation of Innovative Solutions Information-rich, technologyenabled environment Large group process combines decision makers, process owners, IT specialists, and implementers
Leverage the Pega Layer Cake approach Methodical approach in restructuring the application Facilitates creation of enterprise data model to manage intermediate state Enables future interoperability
User-Centric Design and methodologies to uncover user needs and rapidly visualize a future state concept to validate with internal stakeholders and end-users
Well Aligned with Pega Direct Capture of Objectives (DCO)
Help client to become Completely Self Sufficient Short and Long Term Help in basic training, Knowledge management setup, shadow & reverse shadow key roles Delivery Takeover, setup design clinics, innovation focus, set up COE to make clients self sufficient
Easily expandable access layer
Controlled Migration
5
Accelerated Delivery Platform: Agile 6

Process: Smart Implemented and tuned for Distributed Delivery Smart Use Case based estimation model Built- in Agile Dashboard and Burn up/down chart Smart testing technique to define and run functional tests on smart use cases using scenarios, often based on activity diagrams Supported by Code Generator 24 Weeks based iterations
PRPC Rules Testing Process

7
Organizational Change 8 Management (OCM) Framework
Defines the as-is situation within your application portfolio and describes the current and future functional requirements. Identifies the unwanted rules executed in your process
Automated Unit Test Framework AUT tests individual rules Positive, boundary and regression testing Service Testing Toolkit
Transitional strategy of small sliver projects to create quick wins on the short term whilst designing a platform of agility for the long term without any risk to current operations .
Rules Tests support the applications decisions Work flow tests Review reporting

38
Capgemini Pega Implementation toolkits

Pega PRPC Reference Architecture Leverage the Pega Layer Cake approach Methodical approach in restructuring the application Facilitates creation of enterprise data model to manage intermediate state Enables future interoperability Definition of solution capable of circumstanced operation in a single instance
A
Pre-Compiler
SOAP Calls Analyzer Report for transactional timings
Complex HTML Optimizer Customized scripts to identify the un-used clipboard pages Captures response time of AJAX events Identifies the streaming buffers
Process Simulation to validate the functionality Reducing the amount of steps, tasks and activities involved in the process Cache loading for the identified pages / processes
Pre-defined templates to validate the interfaces request / response Measures the performance with or without integration points
Rule Execution Analyzer Identifies the right order of rules executed Identifies the unwanted rules executed as part of the process Identifies non-added value processes executed
Heap Dump / Memory LeakageF Root Cause Finder

JVM Tuning Prconfig customization Analysis of Logs / Alerts
OOTB Process Optimizer Identifies Unstructured vs. Structured flows Reduction of iteration times
Database Tuner Customize Tablespaces, indexes for rulebase tables Identifies SQL injection vulnerabilities / tuning opportunities Rulebase Tuning / externalization of tables

39
Recognized as top BPM / Pega player by Gartner

Gartners Who's Who in Business Process Management Consulting and System Integration.
Large enterprises should consider Capgemini for BPM projects in any of the four corners of the BPM Four Corners Framework and for any of the BPM usage scenarios... Capgemini has the advanced service delivery, program management, process domain, EA and transformation skills necessary to support most BPM projects in the Americas and EMEA. The firm also has advanced capabilities in implementing Pegasystems solutions and solid capabilities in delivering solutions using other BPMTs. The firm takes a highly collaborative approach to teaming with client resources that is conducive to knowledge transfer.

40
Pega Enablement and Staffing Model
Fast Track & Boot Camp Training

Pega PRPC training Boot Camp application development
Internal Concepts & Prototypes

POC (Proof Of Concepts) Sample application development
Solution Frameworks
IIF CPMi Smart Investigate
Shadow Resource in LIVE Project

Development experience in Live projects
PRPC Certification
Pega Certified System Architect Pega Certified Senior System Architect
2 weeks
2 weeks
1 week
3 weeks
Highlights :
PRPC training provided by Pega trained professionals. Tie Up with Pegas process engineering group. Service requests raised are closely monitored by PEGA. End Solution is provided through a patch. Capgemini is a part of the BETA testing group. Feedback provided by Capgemini included in the release notes and patch.
Staffing Model SUBJECT MATTER EXPERTS SME

Pega Experts staffing new engagements from other locations
CAPGEMINI ROTATION POLICY

Associate rotation to staff new Opportunities
EXTERNAL LATERAL HIRING

Experienced Resources available on a Need Basis
BENCH MANAGEMENT
10% Permeable Bench diversified by functional & technology areas to meet staffing needs at all levels Proactive visa processing to enable associates to travel at short notice
FRESHER LEARNING PROGRAM

Entry level associates undergo technical training
- Deputation of Experienced associates
Partnership with Training Institutes and contractors

Back On Roll Associates
Lateral Hires (Experienced associates with domain skills undergo techno specific training)

41
Our Value Proposition

Enabling Transformation through Domain Thought Leadership and Business Technology enabled Process Solutions focus
BPM Consulting expertise Proven processes, frameworks and technologies Successful engagements across FSI domain Strong Competencies Industry leading packages Access to a pool of skilled resources Business Technology and product expertise
Benefits
Low Total Cost of Ownership and faster ROI realization Ability to manage Peaks and Valleys of demand End to end services from single vendor Reduced turnaround time and high quality of the solutions Proven methodology
Capgeminis Right Shoring Model

Leverage our CMM level 5 process maturity and proven Global Delivery Model in delivering solutions that provide you repeatable successes in every project
Domain expertise
Leverage our domain expertise developed across the Financial Services Industry Banking , Insurance and Capital Markets
Domain Thought leadership

42
Sample Engagements
Client Global Banking and Financial Services Organization Industry/ Vertical Financial Services Focus Area Strategic partner working with the clients workflow COE on various enterprise wide BPM initiatives Key Benefits Improve efficiency in the processing of home loan and personal loan by moving to a paperless environment Implement a new electronic document management and workflow solution for the benefits management group of the actuaries and consultants division
Leading international insurance organization
Insurance
Auto program system to offer a competitive auto insurance quote across the U.S.
Migrate from current thick client application to a web based thin client application, for ease of use and deployment to 100,000 expected users Customer leveraged Capgemini COE expertise for rapid scalability and time to market
Midsized Commercial Bank in Chicago
Banking
Business IT Alignment
Assessed the Business and IT value of existing applications and identified the key gaps
Defined the BPM and SOA strategic roadmap

Top 10 Credit Card Firm in the U.S. Banking Business Process Assessment for Dispute Processing Streamlined business processes which helped in reducing time taken to resolve credit card disputes. Recommendations to minimize delays in cross-functional information flow
Top 3 P&C Insurer in the U.S.
Insurance
BPM and ECM consulting to define the roadmap and enable the customer COE
Helped in the definition of the Strategy, Prioritization of initiatives, Methodology & Standards Created a framework to categorize the various initiatives for implementation using the most suitable technology

42
Thank you very much for your attention!
Sarma Kodukulla Lead HSBC Pega CoE +91 98 66 01 99 28
www.capgemini.com
The information contained in this presentation is proprietary. 2010 Capgemini. All rights reserved

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Work Flow Management & Business Process Management - 101

Tools in BPM, ECM and Capgemini Capabilities

Work flow management and Business Process Management -101

Work Flow and Workflow Management

What is Work flow?

model to represent real work for further assessment

Work flow management and Business Process Management -101

Examples of a work flow

Work flow management and Business Process Management -101

Work flow management and Business Process Management -101

Work flow management and Business Process Management -101

Business Level Benefits of workflow Management

Work flow management and Business Process Management -101

Software Level Benefits of workflow Management

Work flow management and Business Process Management -101

Tools for Workflow Management

Work flow management and Business Process Management -101

BPM Business Process Management

Work flow management and Business Process Management -101

Work flow management and Business Process Management -101

Accounts payable Contract Management

Order fulfillment Straight-Through Processing

Document & Content Management

Process Modeling & Simulation

Business Rules Engine

BPM Reference Architecture

Process Middleware Services

Old Way Vs BPM Way

Overall longer project duration

Coding Paradigm Roles: BA, Tech Architect, Developers, PM

Project Implementation Approach

Project Initiation Requirements Design Build and Integrate Test Deploy

BPM Enabled Application Development

Trends in BPM I (Evolution of BPM)

ECM Orchestration Business Activity Monitoring

Business Rules Workflow

Trend in BPM : II (Emerging BPM Landscape)

Trends in BPM III (Hype Cycle for BPM)

Planned and Active BPM Projects

BPM Value Proposition

Content Management System

Web CMS (WCM)

Document Management System

Web Content Management System

(f) provides a very powerful publishing engine (templates, scripting etc)

Tools in BPM, ECM and Capgemini Capabilities

BPM Tools & Our Credentials

Securities and Investments Brokerage and Investment Banking

BPM Tools evaluation

BPM Tools evaluation

ECM Tools and Credentials

EBS CoE - Key components

Performance Incentive Plan

Standards and Policies

Knowledge Portals Wiki News Letters

CoE Involvement in SDLC

COE Value Addition and Accelerators

Code Review Governance Compliance Validation

Document Lessons Learned Document and share common processes

Capgemini Pega Successful Accelerators

User Experience Management Leveraging Rapid Design 2 Visualization

Skills and Knowledge Transfer

Capgemini Accelerated Solution Environment (ASE) 4