This session will be a combination of presentation and demonstration where we will discuss the role of the Business Analyst in Business Process Modeling and the importance of modeling. A demonstration of how modeling tools can assist a BA in their work will be delivered and will include: - documenting current or future processes - determining how processes can be optimized and improved using simulation metrics - using forms in process design and storyboarding - publishing models to a larger community for feedback. - how process models can be transformed into the language of IT (UML, BPEL, etc). We will also demonstrate BPM BlueWorks, which is an online platform for business analysts! It can help accelerate business process improvement at NO COST. Features include dozens of industry-specific strategy, capability and process maps. Private online tools and workspaces to build new business processes and capability to share online workspaces with your colleagues. Check out http://www.bpmblueworks.com

1. WebSphere BPM
IIBM Ottawa-Outaouais Chapter
Meeting – January 19th, 2010
Business Modeling and the Business Analyst
Brenda Hines
IT Specialist, Business Process Management
© 2009 IBM Corporation

2. BPM Business Modeling Tools 7.0 Overview
1 BPM – the role of the Business Analyst
2 Why we model?
3 Tools we can use to model
4 Demo–BlueWorks, Business Compass and WebSphere Business Modeler
5 Resources, Q&A
2 IBM Confidential © 2009 IBM Corporation

3. The Essential Business Analyst Role
“A business analyst works as a liaison among
stakeholders in order to elicit, analyze, communicate,
and validate requirements for changes to business
processes, policies, and information systems.”
IIBA Website
3 IBM Confidential © 2009 IBM Corporation

4. The Business Analyst have different titles and roles
Some of these include:
A Business Consultant works at a high level to analyze the stakeholder’s
business objectives, recommend and develop solutions to address their business
problem
A Business Process Analyst is responsible for analyzing and defining business
processes both “As Is” and “To Be”
A Data Analyst is responsible for logical data model
A Business Architect models the whole business in terms of goals, data,
process, organization
A Requirements Analyst/Specifier works at a lower level to identify, analyze
and document the business requirements and deliver work products through the
project life cycle
A Systems Analyst translates the business requirements into System/Functional
requirements, which are then passed to Application Developers
A Management Consultant assists stakeholders with understanding their
strategic goals and how best to accomplish them.
4 IBM Confidential © 2009 IBM Corporation

5. The Essential Business Analysis Skills
Analyze and understand the business
problems
Identify and document requirements
Communicate effectively (written and
spoken)
Manage client relationships
Facilitate discussions
Negotiate and build consensus
Model data and processes
Plan and manage activities
Facilitate and develop business
strategy
Understand and manage
organizational change
5 IBM Confidential © 2009 IBM Corporation

6. Business Analysts play key role in BPM
Dynamic Business Processes end-to-end
BPM lifecycle capabilities to empower the
business to adapt & respond dynamically
to change
Discover & Design Process
by collaborating to Automation to
capture, model, and increase operating
analyze key processes to efficiency and optimize
Transform Insight costs by streamlining
link strategy to process
into Action by business processes.
execution.
monitoring and
Saved $250,000 per analyzing business Reduced processing
month processes and events for time by 70%
effective decisions.
Reduced exception
backlogs by 80%
6 IBM Confidential © 2009 IBM Corporation

7. Discovery helps avoid critical problem areas
Wrong project scope
Changes in process that don’t deliver ROI
Outcomes are not the expected or required ones
Poor communication of business intent and requirements
Lack of collaboration across Business and IT
Lack of coordination between departments and organizational boundaries
Discovery reduces risk of process change pitfalls:
Resistance Misuse Nonuse
Inertia Wrong Technology
7 IBM Confidential © 2009 IBM Corporation

8. Discovery addresses process pain points
Waste, errors, inefficiencies, missing measures, wrong project scope
I try for months to get an initiative off the ground, and then it is shut down because
‘it doesn’t fit the strategy.’ Why didn’t anyone tell me that in the beginning?
Process aren’t well Bottlenecks prevent efficiency, Key Performance
documented or even exceptions and errors are costly, Indicators are not
understood slow to fix defined or managed
Unable to test and evaluate Process change is not Limited visibility into
process model alternatives planned in line with current performance,
before deployment business strategy real-time results
8 IBM Confidential © 2009 IBM Corporation

9. Discovery enables process innovation
Process innovation relies on: Process discovery & design enablers:
Business Strategy Strategy maps
Phasing, scoping, preparation
Organization Capability maps
Number of groups affected Organization maps
Importance of process Business-led collaborative features
Group autonomy
People IBM BPM BlueWorks
Technology adoption discretion Innov8 BPM education
Technological sophistication
Interactive process design
Process & Technology
Complexity, novelty
Role-based business spaces
Prebuilt industry content
9 IBM Confidential © 2009 IBM Corporation

10. BPM Business Modeling Tools 7.0 Overview
1 BPM – the role of the Business Analyst
2 Why we model?
3 Tools we can use to model
4 Demo–BlueWorks, Business Compass and WebSphere Business Modeler
5 Resources, Q&A
10 IBM Confidential © 2009 IBM Corporation

11. Discovery is the first step to meet BPM goals
Unlock opportunities and uncover key improvement areas
Analysis & Deployment &
Documentation Continuous
& Compliance Improvement Execution
Document process to Increase efficiencies; Clarify business
understand your business lower costs requirements
Consolidate process maps Design best practice Accelerate application
across the organization process models development
Comply with existing and Simulate process before Respond quickly to
pending regulations deployment for better ROI new opportunities
11 IBM Confidential © 2009 IBM Corporation

12. BPM Business Modeling Tools 7.0 Overview
1 BPM – the role of the Business Analyst
2 Why we model?
3 Tools we can use to model
4 Demo - WebSphere Business Modeler, Compass and BlueWorks
5 Resources, Q&A
12 IBM Confidential © 2009 IBM Corporation

13. Full Range of Modeling Capabilities and Offerings
BPM BlueWorks
• BPM community providing best
practices, industry content and
business modeling tools
• Free access
• Hosted multi-tenant environment
WebSphere
Business Compass
WebSphere
Business Modeler
• On-premise, web based, business/ process
modeling and collaboration environment
• Strategy, Capability, Organization, Process
• Robust business process modeling environment
Mapping, Process Modeling, Process Walkthrough
• Process modeling, simulation, reporting, storyboarding,
• Evolved from WebSphere Business Modeler
interactive process design
Publishing Server
• Integration with downstream IT tools.
13 IBM Confidential © 2009 IBM Corporation

14. Begin process discovery and improvement
Cloud-based BPM tools, content, and community
Learn Collaborate
Learn strategies, trends, Leverage community
and best practices for insight and access
making smart process shared content
decisions
Experience Optimize
Capture business intent, Extend strategy to drive
understand capabilities, processes improvement,
sketch processes and deploy with IBM BPM
Suite
IBM BPM BlueWorks
14 IBM Confidential © 2009 IBM Corporation

15. The BPM BlueWorks Experience
Acquire Expertise, Map Strategy, Execute Processes
1. Access business & industry-specific 2. Collaborate with the community and
content to understand the value of leverage pre-built strategies,
BPM processes, and measures
Demos / Best Process Capability
Videos Practices Maps Maps
Web casts / Papers / Strategy Business
Pod casts Case Studies Maps Measures
4. Easy on-ramp to BPM suite to test & 3. Capture business intent,
deploy process capabilities, & process in the cloud
Users have multiple entry points (1, 2, or 3) depending on
their familiarity with BPM and what they want to do
15 IBM Confidential © 2009 IBM Corporation

16. Capture Business Intent and Collaborate – WebSphere
Business Compass
Improve process design efforts
through Web-based
collaboration on process
models
Align business strategy with
BPM efforts through enhanced
business strategy and business
capability editors
Capture all aspects of process
activities easily using a variety
of modeling capabilities
– Create simple process and
collaboration diagrams by
leveraging BPMN 2.0
– Includes expanded capabilities
to capture business
vocabulary, organizational
models, and value stream
mapping
– Interactions with Modeler and
Monitor
* formerly known as WebSphere Publishing Server
16 IBM Confidential © 2009 IBM Corporation

17. Business-level mapping and collaboration
Helps get project scope and commitment in place
Better understanding of current business
environment
Strategy
Collaborate with the right players Maps
Effective determination and definition of
your business strategy
Ensure right actions are taken in right way Capability
to achieve strategy Maps
Collaborate
Business Process
Leader Owner
Process
Maps
Business IT
Analyst Developer
IT Architect
17 IBM Confidential © 2009 IBM Corporation

18. Business User Collaborative Web BPM Authoring
URL Link to Business
WBC Home Document outside of
Space WBC
http://hostname/WBCHome/docView?
docID=123
WBC Design
Spaces
navigate
publish
WBC Review
Spaces
publish WBM
© 2009 IBM Corporation

19. Advanced modeling tools advance process
discovery
Rapidly convert business user expertise into action
Business models as a common language
Import content into process models
you can simulate and deploy
Visio
rapidly
PowerPoint*
Predict and optimize process
outcomes before deployment Excel
Identify bottlenecks and projected ARIS
cost savings BEFORE Others…
implementation
Easier collaboration Aligned IT and Business
with IT, fewer misunderstandings result in DOUBLE the
productivity gains of
isolated efforts
Source: London School of Economics – McKinsey survey and
analysis Source: London School of Economics – UK and US
of 100 companies in France, Germany, McKinsey survey and
analysis of 100 companies in France, Germany, UK and US
19 IBM Confidential © 2009 IBM Corporation

20. Optimize your processes through simulation
Identify high impact process changes before deploying
• Predict your business operation outcomes by running "what if" scenarios
• Calculate greatest ROI and build your business case for projects
• Generate comprehensive information around cost, time, and resource savings
• Optimize by looking at bottlenecks and workload imbalances before production
• Robust analytics for resource handling across processes
Simulate “What If”
Process Scenarios
Current State Future State S bank
Major U
reduced
process y
Average Average
Process Average Process Average
Scenario sb
activitie
Probability Time Cost Probability Time Cost
32.91% 10:11 $5.40 Direct Mail 35.57% 8:16 $4.38
32.10% 3:11 $1.67 Web / Social Media 33.03% 1:51 $0.96 60%
15.01% 14:11 $7.56 Telemarketing 13.51% 7:51 $4.16
15.20% 3:21 $1.77 Email 14.50% 1:54 $0.96
5 Email, Simple
20 IBM Confidential © 2009 IBM Corporation

21. “More Basic than Basic” Process Modeling Mode
Conceptually similar to “shell sharing” subset of WBC and WBM but
with tighter integration
WebSphere Business Modeler v7
Simple Modeling Full Modeling
– Provide modeling style
simpler than
WBM Basic mode
– Integrated transition
to full modeling
– Ability to work with Full Process Modeling
Compass models offline Simple Modeling
Simulation/ Analysis
(Integrated Business D2D, export to WID
Compass Designer) Other
21
21 IBM Confidential © 2009 IBM Corporation

22. Simple navigation paradigm between Business Designer
and traditional Business Modeling
• Support new process-
oriented editors on
the desktop
• BPMN Process
• Collaboration
• Glossary
• Service
• Synchronization with
full modeling (incl.
ability to compare and
merge changes into
full models)
• Ability to work with
Compass models
offline
22 IBM Confidential © 2009 IBM Corporation

23. Iterative Collaboration with Business Compass
WebSphere
Business Compass
Browse Compass documents
from Modeler
Select process models
Load into Modeler for further
refinement
– detailed modeling
WebSphere – simulation
Business Modeler
– “direct to deploy” and
collaboration with IT tools
23 IBM Confidential © 2009 IBM Corporation

24. BPM Business Modeling Tools 7.0 Overview
1 BPM – the role of the Business Analyst
2 Why we model?
3 Tools we can use to model
4 Demo - WebSphere Business Modeler, Compass and BlueWorks
5 Resources, Q&A
24 IBM Confidential © 2009 IBM Corporation

25. Overview
25 IBM Confidential © 2009 IBM Corporation

26. Learn
26 IBM Confidential © 2009 IBM Corporation

27. Learn (Papers)
27 IBM Confidential © 2009 IBM Corporation

28. Learn (Podcasts)
28 IBM Confidential © 2009 IBM Corporation

29. Experience
29 IBM Confidential © 2009 IBM Corporation

30. Experience (Strategy Maps)
30 IBM Confidential © 2009 IBM Corporation

31. Experience (Capability Maps)
31 IBM Confidential © 2009 IBM Corporation

32. Experience (Process Map)
32 IBM Confidential © 2009 IBM Corporation

33. Experience (Process Diagrams)
33 IBM Confidential © 2009 IBM Corporation

34. One View
34 IBM Confidential © 2009 IBM Corporation

35. Business Compass
35 IBM Confidential © 2009 IBM Corporation

36. Business Space – Design Widget
36 IBM Confidential © 2009 IBM Corporation

37. Business Space - BPMN
37 IBM Confidential © 2009 IBM Corporation

38. Business Space - Export
38 IBM Confidential © 2009 IBM Corporation

39. Business Space – Review widget
39 IBM Confidential © 2009 IBM Corporation

40. Business Space – Review widget
40 IBM Confidential © 2009 IBM Corporation

41. BPM Business Modeling Tools 7.0 Overview
1 BPM – the role of the Business Analyst
2 Why we model?
3 Tools we can use to model
4 Demo - WebSphere Business Modeler, Compass and BlueWorks
5 Resources, Q&A
41 IBM Confidential © 2009 IBM Corporation

42. Resources
BPM - http://www-01.ibm.com/software/info/bpm/
BPM BlueWorks - http://www-
01.ibm.com/software/solutions/smartwork/bpmblueworks/
https://apps.lotuslive.com/bpmblueworks/
Modeler Family
– http://www-01.ibm.com/software/integration/wbimodeler/
BPM Information Centre
– http://publib.boulder.ibm.com/infocenter/dmndhelp/v7r0mx/ind
ex.jsp
Business Analyst area on developerWorks
– http://www.ibm.com/developerworks/spaces/businessanalyst
42 IBM Confidential © 2009 IBM Corporation

43. INNOV8 2.0 helps build BPM skills
Drive process discovery and gain skills for process success
VIEW TRAILER
90% of respondents said playing Innov8 2.0 helped them better
understand how BPM technology enables companies to work smarter
43 IBM Confidential © 2009 IBM Corporation

44. Sign up now, get $300 off registration! Plus..
(2) Free Certifications & Hotel & Travel Savings
5 Reasons you can’t afford to miss…
1 Make an Impact Now –latest in WebSphere, BPM and Smart SOA technologies
performance – get the
learn how to work smarter and optimize your business
2 Save Money – up to $15,000 value in registration and hotel) development savings
and pay less than $3,000!! (including
training, education and
3 Get a year’s worth of World Class education & a lifetime of contacts in 1 week!
4 Network with the Best in the Industry: Peers, IBM execs, SME’s & Thought leaders.
5 Take advantage of this exclusive Offer TODAY at ibm.com/impact
Offer expires February 28th, 2010
44 IBM Confidential © 2009 IBM Corporation

45. Events
IT University – Crown Plaza, February 9th, 2010
SOA Architect Summit – Chateau Laurier – February 24th, 2010
ILOG Business Rules Proof of Technology, February 3rd, 2010
WebSphere Business Modeler Proof of Technology – February
18th, 2010
If you are interested in further information on these events or other
IBM events, please don’t hesitate to contact us.
– Brenda Hines, bhines@ca.ibm.com, 613-249-1195
– Melanie Gilbert, mgilbert@ca.ibm.com, 613-249-1160
45 IBM Confidential © 2009 IBM Corporation

46. BPM from IBM delivers unrivaled customer
value
#
1 in BPMS market share
Over 5000 BPM customers
in over 30 countries and growing
• Market leading products
• Deep industry knowledge and
pre-built assets
• Largest partner ecosystem
• Global reach and scale
Gartner BPMS market share, June, 2007, Michele Cantera
46 IBM Confidential © 2009 IBM Corporation
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47. 47 IBM Confidential © 2009 IBM Corporation