Navigating Business Process Management nowadays with the real implementation as its case study, delivered for Universitas Indonesia Computer Science Master Program students.

1. Presented by Goutama Bachtiar
Faculty of Computer Science Master Program, Universitas
Indonesia
23 May 2013

2. Introduction

3.  14 years of professional working experiences that
includes 12 years of IT Training and Education
Management, 9 years’ Technology Consulting and
Project Management and 8 years in IT Audit field.
 Today he is wearing numerous hats: Advisor at
Corporate Angel Investor ‘Global Innovations and
Technology Platform’, ISACA Subject Matter Expert,
Head of Information Technology at Roligio Group, PMI
Program Evaluator, Content Producer for numerous
companies, as well as Contributor and Columnist in
several media: Asia Tech Site e27.co, Forbes Indonesia,
The Jakarta Post, DetikINET and InfoKomputer among
others.

4.  Strategic management approach to
align organization business processes
aligned with customer needs
 Bringing in business effectiveness and
efficiency while striving for innovation,
flexibility and integration with
technology
 Continuous process optimization
process

5.  Efficient, effective and more capable of
change
 Influenced by Total Quality Management
(TQM) or Continuous Improvement
Process methodologies
 Key drivers: People and (supported by)
Technology

6.  Managing end-to-end, customer-facing processes
 Consolidating data and increasing visibility into and
access to associated data and information
 Increasing the flexibility and functionality of current
infrastructure and data
 Integrating with existing systems and leveraging
emerging SOA
 Establishing a common language for Business-IT
alignment

7.  Focusing on objective to optimize a domain identified as
an area for improvement
 In the financial sector, BPM is critical to make sure the
system delivers a quality service while maintaining
regulatory compliance
 International standards limited to IT sector: ISO/IEC
15944 covering operational aspects of the business
 Other standards: BPMN, Enterprise Architecture, and
Business Motivation Model

9.  Open source getting dominant: BonitaSoft,
Pegasystems, Appian and LongJump
 Automating business processes, particularly where
these operate at the intersection of machines and
people
 Insurance companies employ it to automate claims
process when customer involved in car accident
 Or to streamline and make accountable any business
process where without systems in place things would
fall through cracks, especially at scale.

10.  A design studio to model business processes
 An engine that adapts to various information
systems architectures An end-user interface for
managing and interacting with processes
 Support for internal and external systems via a
library of ‘Connectors’ and a strong developer
community contributing for connectors,
business processes and other extensions

11.  It serves more than 600 companies and
governments worldwide (Accenture, DirectTV,
Old Dominion University, Trane, Teach For
America and Michelin)
 More than 2 million downloads and has 60,000
community members

12.  Moving beyond efficiency to effectiveness and innovation
 Developing intelligent business operations
 Leveraging Social BPM
 Advancing BPM maturity to drive higher outcomes
 Adopting Cloud business process services
 Addressing organizational change in order to change
behavior
 Developing and mastering BPM skills

13.  Streamline and Automate IT Compliance for the Enterprise
 Companies forced to address regulations such as Sarbanes-
Oxley, Basel I, Basel II, and HIPAA for mounting stakeholder
and public demands for stronger internal controls and greater
accountability
• Implementing a proactive and risk-based information
technology (IT) governance, risk management, and regulatory
compliance (GRC)
• Enables companies to better manage compliance costs
• Streamline compliance and business processes through
increased automation

14.  Gartner predicts nearly US$3billion in 2013 and other
says it will hit US$5billion by 2017
 No shortage of BPM maturity models, several based on
Capability Maturity Model (CMM) framework by SEI
 Process Enterprise Maturity Model (PEMM) by Hammer
and Co. with performance improvement and financial
results as its dimensions
 Focusing more on improved performance – more a
matter of competence than maturity

15.  Chief Business Process Officer or Director level
 Association of Business Process Management
Professional (ABPMP)
 Business Process Management Common Body
of Knowledge (BPM CBOK)
 Certified Business Process Professional
(CBPP)

16.  Hewlett-Packard iGSO
 Finance SAP deployment to the large and complex
parts business of Hewlett-Packard (iGSO) in the APJ
region
 A complex and multi year program that involved over
100 finance professionals and implemented SAP to a
multibillion dollar business
 Successfully migrated all finance processes from
multiple legacy environments to a global standard SAP
FI/CO environment

17.  Hewlett-Packard iGSO
 We are looking for an individual who is capable of
managing global complex finance projects. Whilst this
role is not specific to any one program, the successful
candidate will initially be assigned to the iGSO program
(The Parts division of HP Services) as a test manager,
helping to deliver a consolidated, reengineered, internet
based solution for the supply of spare parts globally.
The program scope is both broad and complex from an
HP Finance perspective, providing both challenge and
interest through the program lifecycle.

18.  Hewlett-Packard iGSO
 The test manager will manage all finance needs related
to finance regression and user acceptance testing
across all finance processes. When any change occurs
to our business environments due to execution of
projects, new business implementations, new mergers
and acquisitions etc; there is a critical need to complete
user acceptance testing of financial processes and
systems to guarantee the integrity of HP's financial
statements. This role is for an individual to plan,
manage and coordinate these testing phases across
HP, across business and financial platforms.

19.  Hewlett-Packard iGSO
 Test Lead/Manager for EMEA
 Managed a team of over 5 business testers for the EMEA Region for the SAP implementation
 Aligned complex business processes (supply chain) and IT requirements at country level to produce a coherent implementation strategy across the business units
 Was responsible for the System, System Integration and UAT testing of 27 European countries which I delivered on time and budget both remotely from Erskine and at the clients’ sites
 Daily preparation of Executive reports to support senior management based in the States
 Owned Defect Management Lifecycle and escalation processes to the Project Board for EMEA
 Coordinated business deployment and User Acceptance Testing sessions
 Dealt and provided stakeholder analysis to ensure all relevant requirements were met during the implementation at country level and corporate
 Provided business consultancy to HP Global IT during the collocation exercise in Houston, Texas representing EMEA
 Award for the successful takeover of the IGSO portfolio while maintaining accountability for the old portfolio, Hewlett Packard

20. (After 1 week of deployment)
 Overview of Issues faced by Japan till-date:
1. Manual Orders during Cutover
2. Orders rejected by UPS due to address
validation
3. Some parts not orderable
4. SBD, NBD TLT set as ‘0’ for initial 2 days
5. UPS Change Mgmt
6. Operational Issues
 GSC
 UPS
7. Application Issue (fewer than HK/NZ till date)

21. Learning Country Mitigation Mitigated?
Parts Not Orderable caused by
-Allocation logic system Sync
Issue
-Master Data not fully loaded
Sync Issue
- Include 3 validation during cutover weekend which was only
once in the past
Master Data Fall Out
– All Master Data has been vigorously worked with minimal
fall out identified
Yes
Delivery Order (DO) creation
timing is not setup correctly
Timing for China has been set as 48 hrs to ensure DO is
created promptly
Yes
User Familiarization
- Parts Ordering process
-End to End validation was done will all affected funciton (call
agents, delivery team, GPSC and 3PL)
-Training to partner and hands-on familiarization being
conducted
Yes
Address Truncation issue from
WFM-iGSO
iGSO – 3PL
Incorporate address adjustment workaround in training to
GSC and SUBK partner
It was tested and confirmed that 3PL system (DHL) does not
have address truncation issue
Yes
Warehouse Change Mgmt Select/SAPIM Warehouses – Hands-on training conducted
leading to exam certification. Supported with detailed Work
Instructions signed off by HP Logistics team
Cutover period: DHL assign a trained resource at each
location to provide 1st level support.
Yes

22. Learning Country Mitigation Mitigated?
Global Trade Screen
-Partial name match resulting in SO
hold
-Plant code not mapped in GTS
- Partial name match
Validated – China will not run into name match hold
-Plant code not mapped in GTS
Validated for all countries/plant: all mapped
Yes
BCP Plan Use EXPO. Dry run will be conducted week of 4th May. Urgent
deliveries during cutover will be using EXPO to ensure
familiarity and proper recovery
Yes
Learning from Past Deployment (cont’d)

23.  Hong Kong/New Zealand go-live
 Success Factors
 Key factors/actions/plans/preparations that have
proven to help success
 Learning
 Key issues/learning that countries need to avoid that
has been seen in the deployments
 Next Step

24.  Cut Over activities completed on schedule
over 6 Dec weekend
 Go live on schedule
 IT Warranty Exit at end of 2 weeks
 89 issues raised in first two weeks
 Closed: 53
 Resolved/Pend CR: 16
 Open: 20
 No critical issues open (8 high, 8 medium, 4
low)

25.  Resources
 Flexibility of team members
 Country Operation's team involvement as part of the
preparation, communication and deployment including
the cut-over weekend and subsequent week
 Dedicated Country TSDO lead to support the iGSO
Deployment in facing the Country Operations
 Region and Country iPMO played a key role to ensure
teams are communicating
Success Factors

26.  Communications
 Ensuring all parties has constant communications on
deployment tasks as part of the core team (eg:
Finance, GSAO, GBS)
 Weekly meetings between HP and 3PL IT to ensure
alignment with Data Migration Tasks leading up to the
cut-over weekend
 Setting up of Combined Command Centers meetings
and numerous joint preparations meetings prior to
deployment
 Weekly to increased daily meetings with Master Data
teams to ensure Master Data readiness
Success Factors

27.  Support/Process
 Strong Country Management support for deployment
 HP 3PL lead with DHL during cutover weekend and for
a week afterwards to liason between HP and 3PL at
Warehouse
 Having a Transaction Mock Session prior to
deployment helps to understand weekend data
migration tasks and expectations between IT and
Business
 Issue Tracker approach managed by iPMO assisted in
driving issues to completion whilst allowing project
managers to manager their respective areas
Success Factors

28.  Documentations
 GPSC detailed project plan of all tasks required to be performed
prior to deployment
 Integrated Golden Transaction plan with prioritization and
agreement across all parties (with further improvement actions to
sync up expectations)
 Integrated Hour by Hour (HBH) plan for the Cutover weekend
tasks
 Consolidation of all communication materials at a central
sharepoint site
 Consolidation of all issues in a Sharepoint list allows respective
owners to provide the latest updates for all to view
Success Factors

29. Learning
• Training
− NZ training to GSCB direct dispatch team performed
but there are groups missed within country and global
GSC
− Channel partners has a lot of ‘how to’ questions raised
to Country Channel Ops team after go-live
− Too much training information to absorb in short
timeframe without sufficient hands-on experience

30. • Data/System Readiness
− Data needs to be clean up prior to migration
− Master Data:
• Master Data not 100% setup in GCSN prior deployment in all 4
master data systems (SRS, CRS, PRM and Sap 4.7)
• Partner renewal in NZ very near to GCSN deployment (new
partners needs to be setup urgently)
• HK partner re-org requires partner name to be discussed/agreed
across various team in HK before setup
− Parts Master:
• Incorrect fields setup
• Insufficient validation
• No formal sign-off carried out which leave gaps on readines
between event systems
− Numerous SELECT B2B issues.
• Lack of pro-active monitoring for countries
Learning

31. • Process/Engagement
− No proper post Go Live process to resolve parts issues
between GCSN & iGSO
− No agreed measurements and means of obtaining data
on business activity during/after Go Live
− Lack of engagement between the IT teams and
commitment of resources
− Lack of clarity on roles & responsibilities on engagement
with 3PL IT within countries
− Combined Command Center’s (CCC) process are not
followed. Issues are not brought into CCC hotline for
discussion and prioritization.
Learning

32.  Develop Action Plan (owner/timeline) before the next
country deployment
 WIP