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Scaling BPM Adoption: From Project to Program with IBM Business Process Manager

Book Description

Your first Business Process Management (BPM) project is a crucial first step on your BPM journey. It is important to begin this journey with a philosophy of change that allows you to avoid common pitfalls that lead to failed BPM projects, and ultimately, poor BPM adoption. This IBM® Redbooks® publication describes the methodology and best practices that lead to a successful project and how to use that success to scale to enterprise-wide BPM adoption. This updated edition contains a new chapter on planning a BPM project.

The intended audience for this book includes all people who participate in the discovery, planning, delivery, deployment, and continuous improvement activities for a business process. These roles include process owners, process participants, subject matter experts (SMEs) from the operational business, and technologists responsible for delivery, including BPM analysts, BPM solution architects, BPM administrators, and BPM developers.

Table of Contents

  1. Front cover
  2. Notices
    1. Trademarks
  3. Preface
    1. The team who wrote this book
    2. Now you can become a published author, too!
    3. Comments welcome
    4. Stay connected to IBM Redbooks
  4. Summary of changes
    1. March 2012, Second Edition
  5. Chapter 1. Introduction
    1. 1.1 Business process management
      1. 1.1.1 Managed business process
      2. 1.1.2 Business processes
      3. 1.1.3 Process automation, visibility, and control
    2. 1.2 IBM Business Process Manager V7.5
    3. 1.3 The importance of a successful BPM project
    4. 1.4 Moving from project to program
      1. 1.4.1 BPM enablement through skills development
      2. 1.4.2 The importance of a BPM program
      3. 1.4.3 Creating a BPM program by getting your projects noticed
    5. 1.5 How this book is organized
  6. Chapter 2. Business scenario used in this book
    1. 2.1 The company
    2. 2.2 The people
    3. 2.3 The process
      1. 2.3.1 The milestones and activities
      2. 2.3.2 The call center representative onboarding process
    4. 2.4 The pain points and goals
  7. Chapter 3. Process discovery
    1. 3.1 Creating a culture of process ownership
      1. 3.1.1 Process ownership must become a cultural phenomenon
      2. 3.1.2 Process ownership changes a manager’s perspective
    2. 3.2 Identifying business processes with an inventory
      1. 3.2.1 Maintaining a process inventory with Blueworks Live
      2. 3.2.2 Conducting the first interview
      3. 3.2.3 Setting a compass bearing with value chain analysis
    3. 3.3 Assessing business processes for business impact
      1. 3.3.1 Conducting a process improvement and discovery workshop
      2. 3.3.2 Agenda for a Process Improvement and Discovery Workshop
      3. 3.3.3 Pain assessment
      4. 3.3.4 Risk assessment
      5. 3.3.5 Process selection for discovery and analysis
    4. 3.4 Discovering processes with Blueworks Live
      1. 3.4.1 Helpful discovery exercises
      2. 3.4.2 Recognizing patterns in business processes
      3. 3.4.3 Defining the business case
    5. 3.5 Analyzing business processes with Blueworks Live
      1. 3.5.1 Analyzing for accuracy
      2. 3.5.2 Analyzing for execution
      3. 3.5.3 Analyzing for activity granularity
      4. 3.5.4 Analyzing for opportunity
      5. 3.5.5 Process re-engineering in Blueworks Live
      6. 3.5.6 Playing it all back with Playback Zero
    6. 3.6 Next steps
  8. Chapter 4. Planning a BPM project
    1. 4.1 Achieving BPM maturity through skills development
      1. 4.1.1 Cultivating skill sets in different roles
      2. 4.1.2 Moving traditional IT roles to BPM roles
      3. 4.1.3 Building a BPM program for staffing BPM process projects
      4. 4.1.4 BPM adoption starts with skills development
    2. 4.2 Agile planning and management for BPM projects
      1. 4.2.1 Tools for planning and managing agile projects
      2. 4.2.2 The transformational BPM journey
    3. 4.3 Estimating the BPM project scope
      1. 4.3.1 Prioritizing processes with high-level estimates
      2. 4.3.2 Planning for implementation requires accuracy and precision
      3. 4.3.3 Using the rough order magnitude estimate
      4. 4.3.4 Planning a project with a budgetary estimate
      5. 4.3.5 Managing a project with a detailed estimate
      6. 4.3.6 Sizing solution components for processes
  9. Chapter 5. Implementing a BPM project
    1. 5.1 Business process implementation overview
      1. 5.1.1 Anatomy of a playback
      2. 5.1.2 Business process development lifecycle
    2. 5.2 Implementing business processes using IBM Business Process Manager V7.5
      1. 5.2.1 Process Center
      2. 5.2.2 Process Designer
      3. 5.2.3 Integration Designer
    3. 5.3 Methodology and design guidelines
      1. 5.3.1 Playback planning
      2. 5.3.2 Authoring and style guidelines
    4. 5.4 Design patterns
    5. 5.5 Integration guidelines
    6. 5.6 Testing
    7. 5.7 General best practices
  10. Chapter 6. Deploying a process
    1. 6.1 Overview of core concepts
    2. 6.2 Process center
    3. 6.3 Where do you deploy
      1. 6.3.1 Process Center server (development environment)
      2. 6.3.2 Process servers (test, staging, and production environment)
    4. 6.4 When do you deploy
      1. 6.4.1 Automatic deployments during development
      2. 6.4.2 Manual deployments to runtime servers
    5. 6.5 What do you deploy
      1. 6.5.1 Process application
      2. 6.5.2 Process application snapshot
      3. 6.5.3 Business level application
      4. 6.5.4 Tip
      5. 6.5.5 Track
      6. 6.5.6 Putting it all together using an example
  11. Chapter 7. Managing a process
    1. 7.1 Overview of measuring business processes
      1. 7.1.1 Performance Data Warehouse
      2. 7.1.2 Metrics
      3. 7.1.3 Empowering decisions through reporting
      4. 7.1.4 Enabling decisions through flexible processes
      5. 7.1.5 Enabling decisions with the Optimizer tool
    2. 7.2 Improving business processes
      1. 7.2.1 Walking before you run
      2. 7.2.2 Indicators of change
      3. 7.2.3 Does the issue impact process goals
      4. 7.2.4 What is the root cause
      5. 7.2.5 What should change
      6. 7.2.6 Continuous improvement
    3. 7.3 From project to program
      1. 7.3.1 Rolling up KPIs from project to program
      2. 7.3.2 End-to-end monitoring
    4. 7.4 Managing processes
  12. Chapter 8. Business process governance
    1. 8.1 Introduction
    2. 8.2 Establishing strong executive sponsorship
    3. 8.3 Establishing BPM guiding principles
    4. 8.4 Establishing the BPM operating model
      1. 8.4.1 The BPM operating model
      2. 8.4.2 The operating model (governance) applied to a BPM project
    5. 8.5 Establishing the BPM Center of Excellence
      1. 8.5.1 Why we need a BPM CoE
      2. 8.5.2 The charter of the BPM Center of Excellence
      3. 8.5.3 Core responsibilities of the BPM CoE
      4. 8.5.4 Evaluating the success of the BPM CoE
      5. 8.5.5 How the BPM CoE evolves
    6. 8.6 BPM key roles
      1. 8.6.1 BPM sponsor
      2. 8.6.2 BPM process owner
      3. 8.6.3 BPM CoE leader
    7. 8.7 Defining the business process governance framework
  13. Related publications
    1. IBM Redbooks
    2. Other publications
    3. Online resources
    4. Help from IBM
  14. Back cover