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

Work flow management and Business Process Management -101
© 2011 Capgemini. All rights reserved.


All rights reserved. 5 . particularly job shops and flow shops. the flow of a part through the various processing stations is a work flow. Capgemini SSO 4. 3. Leave management system Work flow management and Business Process Management -101 © 2011 Capgemini. Insurance claims processing is an example of an information-intensive. 2. document-driven workflow. In machine shops.Examples of a work flow 1.

All rights reserved.Typical Workflow Work flow management and Business Process Management -101 © 2011 Capgemini. 6 .

It is a component of a comprehensive BPM strategy. documents.Workflow Management Workflow management is a system of overseeing the process of passing information. but does not encompass the strategic or change management activities associated with BPM) Work flow management and Business Process Management -101 © 2011 Capgemini. 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. 7 . Through proper workflow management. and tasks from one employee or machine within a business to another. All rights reserved.

Improved customer service – Consistency in the processes leads to greater predictability in customer response levels d. 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. Flexibility – Software control over processes enables their redesign in line with changing business needs e.Business Level Benefits of workflow Management a. 8 . All rights reserved. Business process improvement – Focus on business processes leads to their streamlining and simplification Work flow management and Business Process Management -101 © 2011 Capgemini.

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 Work flow management and Business Process Management -101 © 2011 Capgemini. 9 .Software Level Benefits of workflow Management a) Reduce development Risk – Business analysts talks the same language as the developer. All rights reserved.

in a specific document library on the site Cannot author workflows against content types.NET forms for SharePoint Foundation 2010 workflows. compiled into workflow assembly Workflow template can be associated with a site content type. 10 . and supporting file are stored. Uses the Forms Web Part. All rights reserved. and deploy to the site SharePoint Designer No code behind. or markup and code-behind files. For example. Microsoft ASP. Can use any forms technology. Can include workflow modifications Package workflow assembly and workflow definition as a SharePoint Feature. workflow rules. uncompiled. 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 Work flow management and Business Process Management -101 © 2011 Capgemini. workflow rules file declaratively encapsulates business logic instead Workflow markup.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.

BPM – Business Process Management .

What is BPM Work flow management and Business Process Management -101 © 2011 Capgemini. 12 . All rights reserved.

how systems work with systems and how the two camps work together. supervision and improvement of processes. implementation. execution.BPM Definitions BPM is more than just a collection of technologies. control. management practices and software tools to manage and continuously optimize an organization’s activities and processes. BPM is a structured approach employing methods. BPM is a management practice that provides for governance of a business’s process environment toward the goal of improving agility & operational performance. BPM in general is an organizational concept. it is a business management methodology that covers how people work with people. 13 . Work flow management and Business Process Management -101 © 2011 Capgemini. metrics. Business Process Management is the sum of all organizational activities centered around the definition. BPM can be conducted with or without information system support. All rghts reserved. Gartner. policies.

and Integration intensive business processes.people intensive business processes. assemble. and data. BPM includes a set of activities to model.document intensive business processes. technology.BPM Defined BPM is a methodology used to innovate. All rig .system. deploy. 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. optimize. and adapt the processes that run a business. and manage processes that cross people. decisions and flows • Integration centric. BPM Type • Human centric . application. decisions and work flows • Document centric.

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.

All rghts reserved. 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.BPM Reference Architecture Process Presentation – Portal .

BPM Architect. BPM System Analyst. Developers. Tech Architect.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. PM » Configuration Paradigm » New Roles: Process & Rules Analyst. PM Work flow management and Business Process Management -101 17 © 2011 Capgemini. All rghts reserved. .

All rghts reserved.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 Work flow management and Business Process Management -101 18 © 2011 Capgemini. .

19 .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 .

All rights reserved.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. .

.Trend in BPM : II (Emerging BPM Landscape) ECM BI SOA BPM Work flow management and Business Process Management -101 21 © 2011 Capgemini. All rights reserved.

All rights reserved. .Trends in BPM – III (Hype Cycle for BPM) Work flow management and Business Process Management -101 22 © 2011 Capgemini.

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. All rights reserved.Gartner Predictions: Gartner Predictions  By 2012. . 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 Work flow management and Business Process Management -101 23 © 2011 Capgemini.

All rights reserved.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 Work flow management and Business Process Management -101 24 © 2011 Capgemini. .

BPM Landscape Work flow management and Business Process Management -101 25 © 2011 Capgemini. . All rights reserved.

Content Management .

and so forth. controlling. The data is nearly anything: documents. . scientific data. semantically enriching. movies. phone numbers. and publishing documentation CMS can be distinguished into three categories as: – Enterprise CMS (ECM) – Document CMS (DCM) – Web CMS (WCM) Work flow management and Business Process Management -101 27 © 2011 Capgemini. revising. All rights reserved.Content Management System A content management system (CMS) is a collection of procedures used to manage data work flow in a collaborative environment. pictures. CMS's are used for storing.

search. collaboration. workflow management. security. manage.  Enables insurers to dynamically create. better control and reduced costs Work flow management and Business Process Management -101 28 © 2011 Capgemini. publish and deliver adaptive enterprise content throughout the business life cycle . .  An umbrella term covering document management.  Aimed to make the management of corporate information easier through simplifying storage.  The benefits to an organization include improved efficiency. All rights reserved. process routing and retention. records management. methods and tools used throughout the life cycle of the content. capture and scanning. version control.across all locations and lines of business.Enterprise CMS The ECM is a formalized means of organizing and storing document and other content related to organizational processes. digital assets management. web content management.  It encompasses strategies.

XML streams.Document Management System DMS is used to track and store electronic documents and/or images of paper documents. The document management system handles documents from multiple channels like email. 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. All rights reserved.. fax. . It is also capable of keeping track of the different versions created by different users (history tracking). 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 Work flow management and Business Process Management -101 29 © 2011 Capgemini. paper.

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. offering users the ability to manage documents and output for multiple author editing and participation. .Web Content Management System WCM provides website authoring. collaboration. All rights reserved. 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 Work flow management and Business Process Management -101 30 © 2011 Capgemini. A robust WCMS provides the foundation for collaboration.

Tools in BPM. ECM and Capgemini Capabilities .

. Commercial Developers Business Process Architects Overall 2000+ 200+ 4500+  Securities and Investments – Brokerage and Investment Banking Trading. Product Expertise Work flow management and Business Process Management -101 32 © 2011 Capgemini. All rights reserved. Property and Casualty. Business and Consumer Lending. Life.BPM Tools & Our Credentials Resources Skills Process Analysts Solution Architects Global 1250+ 800+ Domain Focus  Banking – Retail and Private Banking. © 2011 Capgemini. All rights reserved. Credit Services and General Financial Services  Insurance – Health.

An intuitive user interface that allows business users to query and report existing rules. Business Rule Repository .BPM Tools evaluation… BPM Tools are evaluated on the following 1.A database for storing the business rules as defined by the business . design. document and edit business rules. 5. • • • Business Rule Editor . All rights reserved. Reporting Component . 3.An intuitive user interface that allows business users to define. Rules Engine Execution Core . Business Rules Engine Workflow Capabilities Business Activity Monitoring Enterprise Service Bus Integrated Development Environment A complete business rules engine should include the following: • users. 4. 2.The actual programming code that enforces the rules Work flow management and Business Process Management -101 33 © 2011 Capgemini.

All rights reserved. .BPM Tools evaluation Work flow management and Business Process Management -101 34 © 2011 Capgemini.

Form Builder. All rights reserved. Team Collaboration Mgr EMC/ Documentum • 3+ years of experience with Documentum Products • Content Server. 9.2. • Strong Microsoft ASP.7 Microsoft MOSS 2007 • 3+ years of experience in Microsoft MOSS products. 3.0 • ECM. • Installation and Administration of the Livelink Archive Server • SAP ArchiveLink & Doculink • Opentext Livelink ECM • Livelink Records Management • Livelink Administration • Livelink Workflow • Livelink 9. BPF Framework • Image Mgt. BPM. Records Mgt. Web Top OpenText Livelink • 3+ years of experience in Livelink suite. Document Application Installer / Builder. Process Builder • Foundation Classes.5 and 9.1/2. Eforms.0 • Training across MOSS products • Servers • Clients • Administration • Microsoft Records Manager solution available • Next Gen EDRM and EDiscovery Based on MOSS Work flow management and Business Process Management -101 35 © 2011 Capgemini.ECM Tools and Credentials IBM/ FileNet • 6+ Years experience working with FileNet products • Significant FileNet certification • FileNet suite of Products Expertise in cl. Web App ToolKit. . Composer • Business Process Mgr.5 and 4. Documentum Administrator • Workflow & Lifecycle • Web Development Kit.Net1.

Delivery. All rights reserved. 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 Work flow management and Business Process Management -101 36 © 2011 Capgemini.EBS CoE .Key components Recruitment Training & Certification Domain Process Models Processes related to Estimation. .

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.

38 .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. Identifies the unwanted rules executed in your process  Automated Unit Test Framework AUT tests individual rules  Positive. All rights reserved. shadow & reverse shadow key roles Delivery Takeover. 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. setup design clinics. 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 Agile Dashboard and Burn up/down chart Smart testing technique to define and run functional tests on smart use cases using scenarios. IT specialists. process owners. 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 . technologyenabled environment Large group process – combines decision makers.  Rules Tests support the application’s decisions  Work flow tests  Review reporting   Work flow management and Business Process Management -101 © 2011 Capgemini. often based on activity diagrams Supported by Code Generator 2–4 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. innovation focus. Knowledge management setup.

39 . indexes for rulebase tables Identifies SQL injection vulnerabilities / tuning opportunities Rulebase Tuning / externalization of tables H   Work flow management and Business Process Management -101 © 2011 Capgemini. 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 E Heap Dump / Memory LeakageF Root Cause Finder    JVM Tuning Prconfig customization Analysis of Logs / Alerts   OOTB Process Optimizer Identifies Unstructured vs.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   B SOAP Calls Analyzer   Report for transactional timings C Complex HTML Optimizer    Customized scripts to identify the un-used clipboard pages Captures response time of AJAX events Identifies the streaming buffers D Process Simulation to validate the functionality Reducing the amount of steps. Structured flows Reduction of iteration times G Database Tuner   Customize Tablespaces. All rights reserved.

process domain.Recognized as top BPM / Pega player by Gartner Gartner‟s “Who's Who in Business Process Management Consulting and System Integration. The firm takes a highly collaborative approach to teaming with client resources that is conducive to knowledge transfer.” Work flow management and Business Process Management -101 © 2011 Capgemini.” “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. All rights reserved... program management. 40 . The firm also has advanced capabilities in implementing Pegasystems solutions and solid capabilities in delivering solutions using other BPMTs. EA and transformation skills necessary to support most BPM projects in the Americas and EMEA.

End Solution is provided through a patch.  Tie – Up with Pega’s process engineering group.  Capgemini is a part of the BETA testing group. Feedback provided by Capgemini included in the release notes and patch. All rights reserved. 41 . 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 .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. Service requests raised are closely monitored by PEGA.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) Work flow management and Business Process Management -101 © 2011 Capgemini.

Our Value Proposition Enabling Transformation through Domain Thought Leadership and Business Technology enabled Process Solutions focus BPM Consulting expertise  Proven processes. 42 . All rights reserved. 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 Capgemini’s 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 Work flow management and Business Process Management -101 © 2011 Capgemini.

Sample Engagements Client Global Banking and Financial Services Organization Industry/ Vertical Financial Services Focus Area Strategic partner working with the client’s 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. All rights reserved. for ease of use and deployment to 100. Methodology & Standards  Created a framework to categorize the various initiatives for implementation using the most suitable technology Work flow management and Business Process Management -101 42 © 2010 Capgemini. Banking Business Process Assessment for Dispute Processing  Streamlined business processes which helped in reducing time taken to resolve credit card disputes. Insurance BPM and ECM consulting to define the roadmap and enable the customer COE  Helped in the definition of the Strategy.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.  Recommendations to minimize delays in cross-functional information flow Top 3 P&C Insurer in the U.S.  Migrate from current thick client application to a web based thin client application. Prioritization of initiatives.S. .

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