Ulrich Straehler Pohl Pallas Athena Deutschland GmbH

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1 Ulrich Straehler Pohl Pallas Athena Deutschland GmbH
Vollintegrierte BPM-Lösungen im Kerngeschäft von Banken: Das Beispiel ING Bank Ulrich Straehler Pohl Pallas Athena Deutschland GmbH Ladies and gentlemen, As It industry we have succedded again to create a new hype. This time it is BPM we all talk about. And, as is common to all hypes: we talk more about them, then we execute it in our practice. And that is a pity, because BPM is a promise that can keep its word. In this lecture we will even proof it to you. We wiil show how one of our customers ING Bank, benefits from the use of integrated process management and achieves astonashing results with BPM.

2 Agenda Positionierung von BPM Protos BPM Suite
Der Hypothekenprozess der ING Bank CITT Expertengespräch 20 Juni 2006

3 BPM Was genau ist BPM? Kontextsensitive
Der Prozess steht im Mittelpunkt Holistisches Konzept Kein Projekt, sondern kontinuierliche Verbesserung reporting modelling casehandling analysis BPM workflow simulation publication So, what is BPM, and more important, what are its goals? Nobody knows who has introduced the name and why it has reached such popularity. For sure, BPM is context sensitive. For some who is invo9lvoed in software architectures, BPM is almost synonym to SOA, BPM means deisentanglement from processes and applications. He will be trigggered bij BPEL and XPDL. But someone who is engaged with business consulting thinks of proces centric design, Business Merformance Management, Business Activity Monitoring and the BPM Lifecycle. However, all theorisch share a high number of common topics The proces is in the focuspoint. That sounds easier then it actually is. A strict and determinded focus on procesoriented principles has tremendeous implications for the ways business processes are designed and executed. Putting the process in the primaire focus had huge implications on orgniasational structure, suply chain en IT infrastrucutres. A holistic concept BPM tries to impose an holistic approach to organing processes, organisational structures and IT systems. None of those topics is in itself a prerequisit to one of the others. They can only be developed and improved in coherence wioth eachother BPM is not a project, but si based on continues improvement based on desing, measurements, adaption and redesign This is the real promise of BPM. BPM deliveres an environment in which is it possible to repsond to market changes rapidly and effective. The old idea of BPR ( break down and rebuild) hs for ever been left and replaced by the awareness that ability to change and adpat is vital to survive. CITT Expertengespräch 20 Juni 2006

4 Anforderungen an BPM Software
Easy to use BPM stellt die Person mit seiner Tätigkeit in den Vordergrund Die Person wird zum Treiber von IT Steuern – Messen –Regeln Wie kann der Mitarbeiter seine Tätigkeiten am besten abarbeiten? Wie kann die Zusammenarbeit zwischen Mitarbeitern zwischen Abteilungen zwischen Unternehmen organisiert werden? Multiplizierbarkeit Time to Market Flexibilität in der Anpassung CITT Expertengespräch 20 Juni 2006

5 Build businesss level events
The Technology Challenge and the Principle of BPM/BAM/CEP, e.g. for „Next Generation InstantCredit Systems“ Enterprise cockpit Workflow Modeler realize scenario process instances set parameters Event Modeler Monitor / Analyze / Act Workflow Engine based on BPEL workflows Model ^= Scenario Rules Engine „special“ SQL resp. other languages AppServer Event Store What is special for the BPM/BAM/CEP perspective? I guess, we‘ve a threefold challenge: first is the technology challenge, second is the multichanneling challenge and third is the challenge which is caused by SOA. This slide (I‘m not the greatest desktop publisher!!) shall show the principle how a BPM/BAM/CEP platform could work, e.g. for NextGeneration Instant CreditSystems: So, we‘ve the grey things, which concern the workflow resp. the BPM stuff, and we‘ve the blue things, which concern the BAM and the CEP components. I‘m quite sure that we‘ll have 2 different kinds of people: the workflow modelers or business analysts and the event modelers. The models of business processes and event scenarios are deployed into a middleware platform, e.g. into an AppServer, which is responsible for high availability, limitless scalability, grid computing, failover, transparency of heterogeneous infrastructures and so on… The workflow model, eg. for a credit loan process, is executed by a BPEL based workflow engine, as a component deployed to the AppServer. So, if a credit offer is completed, there will be generated a low level event… Further, we need special so called adapters for each type of low level events, e.g. an RFID-adapter, an adapter for a Pub/sub-topic, for database commits and so on, e.g. we need special adapters for the completion of a credit offer and for filtering payments events. Now, we‘ve the Rules Engine and we can define by a special language or tool what shall happen with the low level events, building higher business level events. The rules engine and the code of the rules are also deployed into the AppServer. At last we can calculate as an ACTION the pott, as the result of the formula offer rates minus bank rates , real time, depending on the paramters which were set in the rules… And at last we can show all the stuff in an Enterprise cockpit: the pott, offer rates, the current profit, performance of all the instances of the credit process and so on… analyse history… Build businesss level events IF … AND … FOLLOWED BY… WITHIN… ACTION Adapters e.g. RFID, topics of Pub/Sub, … calculate pott, offer rates, profit… e.g. payments Low Level Event Streams e.g. credit offers (completed)

6 IT Business BPM Design und Exekution Design Automatisierung
reporting modelling casehandling analysis BPM workflow simulation publication Laten we eens kijken naar wat er allemaal komt kijken bij de implementatie van BPM. In elk BPM traject loopt een scheidslijn tussen de ontwerpfase en de implementatiefase. Deze lijn markeert de overgang van ontwerpen naar automatiseren. Traditioneel vindt men deze scheiding ook terug in de samenstelling van de projectgroep: Ontwerpers (vaak ook uit de business) en automatiseerders. Zoals wij vorgi hebben benadrukt proberen wij met bijvoorbeeld Protos Activate te bereiken dat een flink deel van het automatiseren bij de ontwerpers uit de business komt te liggen zodat de afhankelijkheid van automatiseerders kleiner wordt. “Back2Business” was ons thema vorig jaar en dat zal ook de komende jaren ons leitmotiv blijven. Door de verschuiving wordt het adequaat reageren op marktverandering veel makkelijker en effektiever. Let see what is required when we use BPM as a methodology to use software to manage our business processes. There always seems to be a clear division between design and automation, but also between designers and the Implementers. Tradionionally the Business is only involved in design (if the are lucky) and not with the actual automation of systems. We try achieve wth the Protos BPM Suite that the Business itelf is playing a greater and major role when it comes to automation of the business processes. These days it is possible to generated fully operational workflows straight from the design tool, without any programming. Thus, we move the border down, and by doing so enabling organisation to adapt rapidly to market changes. Automatisierung CITT Expertengespräch 20 Juni 2006

7 Dynamisch Definiert BPM Menschen und Prozesse Personen Prozesse
reporting modelling casehandling analysis Personen Prozesse BPM workflow simulation publication Een tweede onderscheid dat kan worden gemaakt bij het invoeren van BPM is een scheiding tussen het organiseren van enerzijds de processen en anderzijds de mensen die in die processen een rol spelen. Processen gaan over taken die worden uitgevoerd, hun onderlinge afhankelijkheid, processregels die bepalen wanneer welke stappen worden uitgevoerd, gegevens die worden vastgelegd, documenten die worden gecreeerd en opgeslagen, enzovoort, enzovoort. Ten aanzien van mensen leggen we vast wie er in het proces een rol spelen, autorisaties, hierarchische structuren, afdelingen, teams, etc. Zowel in ten aanzien van het ontwerp als de uitvoering. Processen worden vastgelegd in ontwerpen en via rollen en profielen worden mensen aan processtappen gekoppeld. Ook hier proberen we met onze software een verschuiving te realiseren. Door de werkverdeling los te koppelen van het proces (zoals dat in FLOWer gebeurd is met de scheiding tussen taakafhendeling en distributie) wordt de werkverdeling parameteriseerbaar. En dit maakt real-time veranderingen mogelijk zonder dat er een nieuwe versie van het proces hoeft te worden gemaakt. A second distinction can be made between organising processes and organising people who play a role in those processes. Processes concern tasks to be executed, dependencies between them, procesrules that determine when, which steps are to be executed, data being registered, documents being created, triggers that occur in the process, etc. About people we register who are playing which role, authorisations, hierarchies, departements, teams, etc. Process are captured in Process designs and by using roles and profiles, we connect people to these processes. Her alo we try with our software to shift from definiion to parameterastion. (klik) In the Protos BPM Suite is possible to separate work allocation from process definition, thus making work ditribution a dynamic component. And as a consequence work allocation becomes a real-time changable attribute. CITT Expertengespräch 20 Juni 2006

8 Dynamisch IT Business Definieert BPM Protos BPM Suite
Organisationsentwurf Prozessentwurf reporting Definieert modelling casehandling analysis BPM workflow simulation Verwaltung publication Workflow case handling When we combine both views, we see the contoures of the parts of a fully integratede BPM Suite. Process desing, where processes are desing, defined and published Organisationdesing, where departement, teams and roles are defined Workflow and case handling where processes are executable and where integration with existing systems is realized And finally Maintenance, where users are connected to roles and profiles, thus chaning the operational behaviour of the system CITT Expertengespräch IT 20 Juni 2006

9 BPM BPM Suite Entwurf Struktur Analyse Rollen Simulation Normen
reporting modelling Publikation casehandling analysis BPM Anwender workflow Steuerung simulation publication En zo bevat de BPM sutie een complete geintegreerde set aan tools voor BPM. Waarmee u al uw processen beheert. Sommige door ze alleen te beschrijven, te ontwerpen en te publiceren, bijvoorbeeld omdat ze niet vaak uitgevoerd worden. Andere processen lenen zich ervoor om te worden geautomitiseerd. Hoe meer u daarbij gebruik kunt maken van alles dat al is beschreven, hoe makkelijker die volgende stap is. Doordat alle componenten nauw met elkaar zijn verweven, kunnen regelkringen ontstaan, waarbij u op basis van monitoring, rapportage, analyse en simulatie, nieuwe processen ontwerpt of bestaande processen anders parameteriseert. Dit is het ideealbeeld in de wereld van BPM. En ik vertel u graag wat wij eraan doen om dat te bereiken. Monitoring Integration CITT Expertengespräch Verteilung Logging Archiv 20 Juni 2006

10 Protos BPM Suite: Architektur
reporting modelling casehandling analysis BPM workflow simulation publication CITT Expertengespräch 20 Juni 2006

11 Protos BPM Suite: Success
1600 aktive Kunden Die Grössten Projekte in Europa Referenzen mit Kernprozessen The future starts today! BPM Suite Pallas Athena BPM Suites CITT Expertengespräch 20 Juni 2006

12 Beispiel ING Bank CITT Expertengespräch 20 Juni 2006

13 Beispiel ING Bank ING Bank ist heute eine der weltweit grössten Finanzinstitute. Seine Angebote sind Bank- und Versicherungsdienstleistungen und Unterstützung im Asset Management In mehr als 50 Ländern präsent Multichannel approach mit vielen “Labels” Für Hypotheken gibt es ein “Service Centre Hypotheken”(SCH) Ziel: keine kostenminderung, aber Winstmaximerung CITT Expertengespräch 20 Juni 2006

14 Business goals ING Bank
Harmonisierte Standardprozesse und Produkte Prozess Kontrolle Elektronische Sachbearbeitung Labelunabhängige Bearbeitung Durchlaufzeitminderung Zentrale Bearbeitung CITT Expertengespräch 20 Juni 2006

15 Architektur Architektur ist prozess- und komponentenorientiert
Prozessorientierter Ablauf Eigener Prozesslayer Sehr umfangreich 46 Komponente 3,5 mio lines of code COBOL 316 DB2 Tabelle DB2 rows 35 Kernprozess in der BPM Suite CITT Expertengespräch 20 Juni 2006

16 Sharing: IT Application(s)
Back Office Ops SCH/Mid-office label Documents Re-use available ING -technologies & applications Workflow Manager Image processing Archives etc. Flow-er application MIS Sharing Label Interfaces Mgt rap. Finance DNB New Customized for ING Front Office CITT Expertengespräch Existing ING -technologies & applications Existing label legacy - divers - 20 Juni 2006 Output printing mail Existing ING -technologies & applications

17 CITT Expertengespräch
20 Juni 2006

18 ING Architektur CITT Expertengespräch 20 Juni 2006

19 Sharing Prozess Überblick
Indexierurg Scan Fijn Indexeren MACH EASY Viewer EASY Index Share Info BPM BKR-toets NHG-toets Giro-toets HDN-Flex Postbank RGB Sharing Extern ING-overig SCDS übrige Appl. EAS Statisch Archief Info Image Dynamisch Archiv Antrag Formular Angebot & Akte Registreren Antrag Kontrollere Antrag kompletieren Antrag Beurteilen Antrag Anbieten Angebot Akzepteren Angebot Letzte Kontrolle Mid-office Postbank herstellenr & schicken Konzeptakte Output manager Docompres Postbank GIL sonstige Dokumente Optioneel CITT Expertengespräch 20 Juni 2006

20 Ergebnisse Umfang 200.000 Hypotheken pro Jahr
Durchlauf Routine Hypotheken Prozessvon eine Stunde zu 2 Minute Durchlauf Kompliziertere Anträge von 4 Stunde zu 35 Minute Einarbeitung neuer Mitarbeiter von 3 Monaten zu 3 Wochen Jezt noch in Shadowphase 400 Mitarbeiter CITT Expertengespräch 20 Juni 2006

21 Ende des Vortrags Wir danken Ihnen für Ihre Aufmerksamkeit!
CITT Expertengespräch 20 Juni 2006