El documento describe cómo los procesos de negocios (BPM) pueden implementarse en empresas aseguradoras para mejorar la eficiencia y la competitividad. Explica que el BPM involucra técnicas y herramientas para implementar soluciones colaborativas basadas en procesos que capitalizan el conocimiento de la organización. También describe algunos procesos clave en empresas aseguradoras como la solicitud de cotización, el manejo de siniestros y la automatización de ofertas.
RPA (Robotic Process Automation), POA (Process Oriented Architecture) And BPM...Alan McSweeney
RPA (Robotic Process Automation) is an opportunity to add value by creating (partially of completely) automated meta processes that control one or more existing applications to automate the interactions with those applications and thus enable the successful operation of the process.
RPA can reduce manual effort, reduce manuals errors, improve quality, accuracy and ensure consistency. RPA based processes are always available, can respond to changes more quickly and are more scalable that manual processes. They captures process information for reporting, analysis and process improvement and provide greater visibility and control.
Successful RPA is a pre-requisite to exploiting other technologies and approaches such as artificial intelligence.
POA (Process Oriented Architecture) is concerned with linking process areas to actual (desired) interactions – customer (external interacting party) service journeys through the organisation.
BPM (Business Process Management) is the disciplined approach to identify, design, execute, document, measure, monitor and control both automated and non-automated business processes to achieve consistent, targeted results aligned with an organisation’s strategic goals.
Increasing velocity of change means that informal, undocumented expertise makes reaction slow, exceptions are only known and understood locally – process architecture ensures knowledge is documented and change can happen quickly.
A change to digital operations means that internal processes are exposed – the potentially inefficient and manual processes must be made efficient and external interactions must be masked from the internal complexity.
Moving the organisation from one that is internally focussed around its siloed structures to one that is focussed on customer (external interacting party) straight-through interactions.
Automating existing processes requires a structured approach to process analysis.
A structured approach to designing new optimised processes is important to successful RPA implementation.
An Enterprise Architecture Design Build Approach - Innovate Vancouver.pdfInnovate Vancouver
Check out the interactive planning tool following the Architecture Development Model (TOGAF):
https://innovatevancouver.org/2017/12/08/enterprise-architecture-in-mergers-and-acquisitions/
Travis Barker, MPA GCPM
Consulting@innovatevancouver.org
http://innovatevancouver.org
Gartner EA: The Rise of Data-driven ArchitecturesLeanIX GmbH
LeanIX CEO André Christ's presentation from the 2019 Gartner Enterprise Architecture & Technology Innovation Summit in Orlando: Changing demands on Enterprise Architects require different approaches to tooling. The need to provide fast, smart answers to challenging business questions means switching from diagram-driven to data-driven architecture. The switch takes architecture from being used by the few, to a point where your whole organization is benefiting from and using the architecture you create every day!
Overview of the IT4IT tooling market in 2022.
Key trends in the IT4IT / DevOps tooling market are:
- Strategic portfolio management / portfolio backlog management (scaling agile on the enterprise level integrating with Enterprise architecture and Application / Product Portfolio Management)
- On-line collaboration & communication tools supporting team of team planning, problem solving, etc.
- Value stream management (an emerging tooling category) providing visibility across the end-to-end IT value streams
- Multi-cloud discovery & visibility on usage, costs and compliance
- Integrating DevOps tool chain (e.g. CICD pipeline) with the ITSM platform and CMDB
- Integrating security, risk and compliance management into the DevOps tool chain
- AIOps and observability management, consoliding metrics, logs, events mapped to a real-time service model
- Security operations, integrating security monitoring, vulnerability scanning, etc. into end-to-end detect to correct value streams
- Enterprise Service Management (ITSM vendors providing omni-channel services across IT, HR, Facilities, Finance, etc.)
- Leveraging AI/ML in various capabilities such test management, security operations, incident management, etc.
- Sustainability management integrated in IRM/GRC platforms
And last but not least:
- Service / Product portfolio management (managing the portfolio of service/applications, supporting product centric operating models, linked to business capabilities, product owners and teams)
A summary of the IIBA BABOKv3 information to help prepare for the CBAP exam and as a general reference.
Details include:
1. Groups all of the Knowledge Area details together like Tasks/Elements + Additional info + Stakeholders + Inputs/Outputs CRUD + Techniques.
2. A 'Requirements and Design Lifecycle' diagram has been added to show the apparent flow of requirement versions through the various BABOK KA Tasks.
3. There is 'Additional Information' details to provide as much extra information as would fit within a two page layout.
Note: See latest version on: https://www.slideshare.net/AlanMaxwell3/babokv3-a-summary-v100
Guiding Agile Solution Delivery with the ArchiMate LanguageIver Band
Solution Architects can develop clear and actionable guidance for Agile development teams using the ArchiMate language. They can rapidly leverage Enterprise Architectures, and specify just the right amount of detail to constrain the solution while leveraging developers' expertise, initiative and creativity. As solutions are developed, architectural models can be enriched with additional implementation details, enabling Solution Architects to contribute high-quality baseline architectures and reusable building blocks to their enterprise repositories. This presentation prepares Enterprise and Solution Architects to lead Agile implementation of their architectures and roadmaps.
RPA (Robotic Process Automation), POA (Process Oriented Architecture) And BPM...Alan McSweeney
RPA (Robotic Process Automation) is an opportunity to add value by creating (partially of completely) automated meta processes that control one or more existing applications to automate the interactions with those applications and thus enable the successful operation of the process.
RPA can reduce manual effort, reduce manuals errors, improve quality, accuracy and ensure consistency. RPA based processes are always available, can respond to changes more quickly and are more scalable that manual processes. They captures process information for reporting, analysis and process improvement and provide greater visibility and control.
Successful RPA is a pre-requisite to exploiting other technologies and approaches such as artificial intelligence.
POA (Process Oriented Architecture) is concerned with linking process areas to actual (desired) interactions – customer (external interacting party) service journeys through the organisation.
BPM (Business Process Management) is the disciplined approach to identify, design, execute, document, measure, monitor and control both automated and non-automated business processes to achieve consistent, targeted results aligned with an organisation’s strategic goals.
Increasing velocity of change means that informal, undocumented expertise makes reaction slow, exceptions are only known and understood locally – process architecture ensures knowledge is documented and change can happen quickly.
A change to digital operations means that internal processes are exposed – the potentially inefficient and manual processes must be made efficient and external interactions must be masked from the internal complexity.
Moving the organisation from one that is internally focussed around its siloed structures to one that is focussed on customer (external interacting party) straight-through interactions.
Automating existing processes requires a structured approach to process analysis.
A structured approach to designing new optimised processes is important to successful RPA implementation.
An Enterprise Architecture Design Build Approach - Innovate Vancouver.pdfInnovate Vancouver
Check out the interactive planning tool following the Architecture Development Model (TOGAF):
https://innovatevancouver.org/2017/12/08/enterprise-architecture-in-mergers-and-acquisitions/
Travis Barker, MPA GCPM
Consulting@innovatevancouver.org
http://innovatevancouver.org
Gartner EA: The Rise of Data-driven ArchitecturesLeanIX GmbH
LeanIX CEO André Christ's presentation from the 2019 Gartner Enterprise Architecture & Technology Innovation Summit in Orlando: Changing demands on Enterprise Architects require different approaches to tooling. The need to provide fast, smart answers to challenging business questions means switching from diagram-driven to data-driven architecture. The switch takes architecture from being used by the few, to a point where your whole organization is benefiting from and using the architecture you create every day!
Overview of the IT4IT tooling market in 2022.
Key trends in the IT4IT / DevOps tooling market are:
- Strategic portfolio management / portfolio backlog management (scaling agile on the enterprise level integrating with Enterprise architecture and Application / Product Portfolio Management)
- On-line collaboration & communication tools supporting team of team planning, problem solving, etc.
- Value stream management (an emerging tooling category) providing visibility across the end-to-end IT value streams
- Multi-cloud discovery & visibility on usage, costs and compliance
- Integrating DevOps tool chain (e.g. CICD pipeline) with the ITSM platform and CMDB
- Integrating security, risk and compliance management into the DevOps tool chain
- AIOps and observability management, consoliding metrics, logs, events mapped to a real-time service model
- Security operations, integrating security monitoring, vulnerability scanning, etc. into end-to-end detect to correct value streams
- Enterprise Service Management (ITSM vendors providing omni-channel services across IT, HR, Facilities, Finance, etc.)
- Leveraging AI/ML in various capabilities such test management, security operations, incident management, etc.
- Sustainability management integrated in IRM/GRC platforms
And last but not least:
- Service / Product portfolio management (managing the portfolio of service/applications, supporting product centric operating models, linked to business capabilities, product owners and teams)
A summary of the IIBA BABOKv3 information to help prepare for the CBAP exam and as a general reference.
Details include:
1. Groups all of the Knowledge Area details together like Tasks/Elements + Additional info + Stakeholders + Inputs/Outputs CRUD + Techniques.
2. A 'Requirements and Design Lifecycle' diagram has been added to show the apparent flow of requirement versions through the various BABOK KA Tasks.
3. There is 'Additional Information' details to provide as much extra information as would fit within a two page layout.
Note: See latest version on: https://www.slideshare.net/AlanMaxwell3/babokv3-a-summary-v100
Guiding Agile Solution Delivery with the ArchiMate LanguageIver Band
Solution Architects can develop clear and actionable guidance for Agile development teams using the ArchiMate language. They can rapidly leverage Enterprise Architectures, and specify just the right amount of detail to constrain the solution while leveraging developers' expertise, initiative and creativity. As solutions are developed, architectural models can be enriched with additional implementation details, enabling Solution Architects to contribute high-quality baseline architectures and reusable building blocks to their enterprise repositories. This presentation prepares Enterprise and Solution Architects to lead Agile implementation of their architectures and roadmaps.
Using the TOGAF® 9.1 Architecture Content Framework with the ArchiMate® 2.0 M...Iver Band
A thorough comparison of the ArchiMate 2.0 metamodel with the Content Metamodel
from the TOGAF 9.1 Architecture Content Framework reveals that these two Open
Group standards are highly compatible. The ArchiMate 2.0 visual modeling language
is therefore well suited for architecture initiatives guided by the TOGAF 9.1 standard,
and this White Paper provides both theoretical preparation and practical guidance for
users of the ArchiMate language working on such initiatives.
This work supports The Open Group vision of Boundaryless Information Flow by
further enabling the combined use of the TOGAF standard and the ArchiMate
modeling language for consistent representation of architectural information across
diverse organizations, systems, and initiatives.
We struggled because of too many issues in the live products. They didn't allow project teams to make any forecasts or develop new features without interruptions. In the presentation I share the successful experience how we applied ITIL Problem and Incident Management processes, by talking only the best from them. It allowed to start fixing the problems that existed in our organization more effectively, while organization allowed to use different methodologies for different teams.
IT Architecture’s Role In Solving Technical Debt.pdfAlan McSweeney
Technical debt is an overworked term without an effective and common agreed understanding of what exactly it is, what causes it, what are its consequences, how to assess it and what to do about it.
Technical debt is the sum of additional direct and indirect implementation and operational costs incurred and risks and vulnerabilities created because of sub-optimal solution design and delivery decisions.
Technical debt is the sum of all the consequences of all the circumventions, budget reduction, time pressure, lack of knowledge, manual workarounds, short-cuts, avoidance, poor design and delivery quality and decisions to remove elements from solution scope and failure to provide foundational and backbone solution infrastructure.
Technical debt leads to a negative feedback cycle with short solution lifespan, earlier solution replacement and short-term tactical remedial actions.
All the disciplines within IT architecture have a role to play in promoting an understanding of and in the identification of how to resolve technical debt. IT architecture can provide the leadership in both remediating existing technical debt and preventing future debt.
Failing to take a complete view of the technical debt within the organisation means problems and risks remained unrecognised and unaddressed. The real scope of the problem is substantially underestimated. Technical debt is always much more than poorly written software.
Technical debt can introduce security risks and vulnerabilities into the organisation’s solution landscape. Failure to address technical debt leaves exploitable security risks and vulnerabilities in place.
Shadow IT or ghost IT is a largely unrecognised source of technical debt including security risks and vulnerabilities. Shadow IT is the consequence of a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. Shadow IT is frequently needed to make up for gaps in core business solutions, supplementing incomplete solutions and providing omitted functionality.
RPA Delivery lifecycle | RPA phases | Discovery -> Designing -> Implementation -> Prod & Support
RPA Delivery Life-cycle:
This content intent to cover in detail of entire RPA delivery lifecycle. This covers all phases and describes with help of flow diagram. Please watch till end to get better consolidated understanding of the RPA lifecycle.
Discovery :
RPA Opportunity Assessment
Feasibility check
ROI assessment
High Level RPA Implementation Plan
High-level To-BE solution
Process Reengineering suggestion if any
Cost and Implementation Proposal
Client Go-Ahead Document
Solution Design :
Process Design Document (PDD)
Solution Design Document (SDD)
Technical Design Document (TDD)
Calculate Complexity and Resource requirement
PDD & SDD Sign-Off
Implementation :
Build & Test
Development, Code Review & Test Results
Installation, Configuration & Bot Run Guide
UAT
Defect Management Matrix
UAT Result, Verification Report & Sign-Off
Deployment Plan
Go Live Planning
Daily Transaction Execution Report
Bot Run Handover Checklist
Client Readiness Checklist Signoff
Production Environment Readiness
Prod & Support :
Daily Bot Run Report
Incident/Change Management Report
Support Handover
Hyper Care Sign-Off
Support Handover Sign-Off
Highlights :
Discovery phase is the key decider whether the process is good fit for RPA or not.
RPA proposal must be signed off by Client before proceeding with next phase.
SDD must get sign-off by Client before proceeding for Development.
Solution should be tested thoroughly with Client in UAT phase to avoid any Bot defect (Functional or Technical) in Production.
Production deployment can only be done post UAT sign-off.
Bot needs to be monitored as per Hyper Care committed phase to ensure accurate bot execution and fix bug at real time if any.
Post Hyper Care phase final Sign-off needs to be received, followed by support phase starts
Read RPA Blogs : https://lnkd.in/er-BHC8
RPA learning channel : https://lnkd.in/eJz4iTe
#RoboticProcessAutomation #RPA #RPATutorial #rpatraining
#rpa #rpalifecycle #rpaphases #discovery #solutiondesign #implementation #production #deployment #support #ai #intelligentautomation #cognitiverpa #ia #cognitive #rpa #rpabasics #rpadeveloper #automation #automationanywhere #uipath #blueprism #rpacommunity #rpatools #rpaqueries
https://lnkd.in/e77TnQE
Capability models have a long history. They came out of business schools in the 50ies. In recent years the enterprise- and business architecture communities seem to have taken over, making capabilities more an IT rather than a business modeling concept. Most capability models we've seen fail to achieve their original purpose: to enable business people to design better enterprises - ones that are fit for purpose, efficient, adaptive to change and satisfy customers.
In this webinar, Wolfgang Goebl explains the typical flaws of capability models and design patterns for next-generation capability modeling. You will learn:
practical patterns to create capability maps that foster a seamless business & IT co-design
why most capability modeling efforts fail and how to overcome the usual problems
how to connect other elements of the architecture with capabilities - how to run a broad elicitation process with all relevant stakeholders
how to use capability maps in corporate management
Donna Knapp, Curriculum Development Manager, ITSM Academy
How to Create a Great Customer Experience
A key activity in the ITIL 4 service value chain is 'engage'. One reason why this activity is particularly important is that it represents the start of the customer journey. The most successful organizations understand and master the customer journey; often by walking in their customers’ shoes and experiencing the end-to-end journey for themselves.
In this session, Donna Knapp introduces concepts from the new ITIL® 4: Drive Stakeholder Value publication including ways to optimize the customer journey and create a great customer experience.
Nilotpal Das analyzes a case of TOGAF implementation and explains the basics of enterprise architecture, including the details of the framework and standards set by The Open Group. He discusses various aspects of implementing these principles – including governance, compliance, and capability assessments.
Defining the business value proposition of EA and PPM
Eliminating project risks
Accelerating project execution
Managing project and architecture inter-dependencies
Delivering realized value
Improving collaboration of Architecture and PMO
Presentatie voor de adviesgroep informatievoorziening GEMMA van KING zoals verzorgd op 4 december 2015. Gaat in op wat enterprise-architectuur is en wat de relatie is met GEMMA.
Kanban explained - both for manufacturing processes as well as non-manufacturing: service, project management, etc. Kanban really isn't as complicated of a concept as people make it out to be. It's pretty much all one model applied in different ways.
This presentation has some theory, some examples, and some advice & quotes related to the tool
Using the TOGAF® 9.1 Architecture Content Framework with the ArchiMate® 2.0 M...Iver Band
A thorough comparison of the ArchiMate 2.0 metamodel with the Content Metamodel
from the TOGAF 9.1 Architecture Content Framework reveals that these two Open
Group standards are highly compatible. The ArchiMate 2.0 visual modeling language
is therefore well suited for architecture initiatives guided by the TOGAF 9.1 standard,
and this White Paper provides both theoretical preparation and practical guidance for
users of the ArchiMate language working on such initiatives.
This work supports The Open Group vision of Boundaryless Information Flow by
further enabling the combined use of the TOGAF standard and the ArchiMate
modeling language for consistent representation of architectural information across
diverse organizations, systems, and initiatives.
We struggled because of too many issues in the live products. They didn't allow project teams to make any forecasts or develop new features without interruptions. In the presentation I share the successful experience how we applied ITIL Problem and Incident Management processes, by talking only the best from them. It allowed to start fixing the problems that existed in our organization more effectively, while organization allowed to use different methodologies for different teams.
IT Architecture’s Role In Solving Technical Debt.pdfAlan McSweeney
Technical debt is an overworked term without an effective and common agreed understanding of what exactly it is, what causes it, what are its consequences, how to assess it and what to do about it.
Technical debt is the sum of additional direct and indirect implementation and operational costs incurred and risks and vulnerabilities created because of sub-optimal solution design and delivery decisions.
Technical debt is the sum of all the consequences of all the circumventions, budget reduction, time pressure, lack of knowledge, manual workarounds, short-cuts, avoidance, poor design and delivery quality and decisions to remove elements from solution scope and failure to provide foundational and backbone solution infrastructure.
Technical debt leads to a negative feedback cycle with short solution lifespan, earlier solution replacement and short-term tactical remedial actions.
All the disciplines within IT architecture have a role to play in promoting an understanding of and in the identification of how to resolve technical debt. IT architecture can provide the leadership in both remediating existing technical debt and preventing future debt.
Failing to take a complete view of the technical debt within the organisation means problems and risks remained unrecognised and unaddressed. The real scope of the problem is substantially underestimated. Technical debt is always much more than poorly written software.
Technical debt can introduce security risks and vulnerabilities into the organisation’s solution landscape. Failure to address technical debt leaves exploitable security risks and vulnerabilities in place.
Shadow IT or ghost IT is a largely unrecognised source of technical debt including security risks and vulnerabilities. Shadow IT is the consequence of a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. Shadow IT is frequently needed to make up for gaps in core business solutions, supplementing incomplete solutions and providing omitted functionality.
RPA Delivery lifecycle | RPA phases | Discovery -> Designing -> Implementation -> Prod & Support
RPA Delivery Life-cycle:
This content intent to cover in detail of entire RPA delivery lifecycle. This covers all phases and describes with help of flow diagram. Please watch till end to get better consolidated understanding of the RPA lifecycle.
Discovery :
RPA Opportunity Assessment
Feasibility check
ROI assessment
High Level RPA Implementation Plan
High-level To-BE solution
Process Reengineering suggestion if any
Cost and Implementation Proposal
Client Go-Ahead Document
Solution Design :
Process Design Document (PDD)
Solution Design Document (SDD)
Technical Design Document (TDD)
Calculate Complexity and Resource requirement
PDD & SDD Sign-Off
Implementation :
Build & Test
Development, Code Review & Test Results
Installation, Configuration & Bot Run Guide
UAT
Defect Management Matrix
UAT Result, Verification Report & Sign-Off
Deployment Plan
Go Live Planning
Daily Transaction Execution Report
Bot Run Handover Checklist
Client Readiness Checklist Signoff
Production Environment Readiness
Prod & Support :
Daily Bot Run Report
Incident/Change Management Report
Support Handover
Hyper Care Sign-Off
Support Handover Sign-Off
Highlights :
Discovery phase is the key decider whether the process is good fit for RPA or not.
RPA proposal must be signed off by Client before proceeding with next phase.
SDD must get sign-off by Client before proceeding for Development.
Solution should be tested thoroughly with Client in UAT phase to avoid any Bot defect (Functional or Technical) in Production.
Production deployment can only be done post UAT sign-off.
Bot needs to be monitored as per Hyper Care committed phase to ensure accurate bot execution and fix bug at real time if any.
Post Hyper Care phase final Sign-off needs to be received, followed by support phase starts
Read RPA Blogs : https://lnkd.in/er-BHC8
RPA learning channel : https://lnkd.in/eJz4iTe
#RoboticProcessAutomation #RPA #RPATutorial #rpatraining
#rpa #rpalifecycle #rpaphases #discovery #solutiondesign #implementation #production #deployment #support #ai #intelligentautomation #cognitiverpa #ia #cognitive #rpa #rpabasics #rpadeveloper #automation #automationanywhere #uipath #blueprism #rpacommunity #rpatools #rpaqueries
https://lnkd.in/e77TnQE
Capability models have a long history. They came out of business schools in the 50ies. In recent years the enterprise- and business architecture communities seem to have taken over, making capabilities more an IT rather than a business modeling concept. Most capability models we've seen fail to achieve their original purpose: to enable business people to design better enterprises - ones that are fit for purpose, efficient, adaptive to change and satisfy customers.
In this webinar, Wolfgang Goebl explains the typical flaws of capability models and design patterns for next-generation capability modeling. You will learn:
practical patterns to create capability maps that foster a seamless business & IT co-design
why most capability modeling efforts fail and how to overcome the usual problems
how to connect other elements of the architecture with capabilities - how to run a broad elicitation process with all relevant stakeholders
how to use capability maps in corporate management
Donna Knapp, Curriculum Development Manager, ITSM Academy
How to Create a Great Customer Experience
A key activity in the ITIL 4 service value chain is 'engage'. One reason why this activity is particularly important is that it represents the start of the customer journey. The most successful organizations understand and master the customer journey; often by walking in their customers’ shoes and experiencing the end-to-end journey for themselves.
In this session, Donna Knapp introduces concepts from the new ITIL® 4: Drive Stakeholder Value publication including ways to optimize the customer journey and create a great customer experience.
Nilotpal Das analyzes a case of TOGAF implementation and explains the basics of enterprise architecture, including the details of the framework and standards set by The Open Group. He discusses various aspects of implementing these principles – including governance, compliance, and capability assessments.
Defining the business value proposition of EA and PPM
Eliminating project risks
Accelerating project execution
Managing project and architecture inter-dependencies
Delivering realized value
Improving collaboration of Architecture and PMO
Presentatie voor de adviesgroep informatievoorziening GEMMA van KING zoals verzorgd op 4 december 2015. Gaat in op wat enterprise-architectuur is en wat de relatie is met GEMMA.
Kanban explained - both for manufacturing processes as well as non-manufacturing: service, project management, etc. Kanban really isn't as complicated of a concept as people make it out to be. It's pretty much all one model applied in different ways.
This presentation has some theory, some examples, and some advice & quotes related to the tool
El curso se enfoca en el desarrollo del marco conceptual y práctico para que el participante pueda diagramar procesos bajo el estándar Business Process Management Notation (BPMN).
Este taller se enfoca en el desarrollo del marco conceptual y práctico para que el participante pueda diagramar procesos bajo el estándar Business Process Management Notation (BPMN).
Productos y servicios diseñados a la medida de sus necesidades, con la finalidad de generar valor en los diferentes contextos en los que se mueven las organizaciones.
Empresa establecida con metodologías de consultoría y capacitación probadas y certificadas, dejamos a un lado la capacitación genérica e improvisada y nos enfocamos al resultado integrando teoría con un enfoque de "Hands on".
Qué nos distingue
Gamas de consultores y facilitadores con especialización y vasta experiencia.
Qué nos distingue
Renovación constante de Tecnología de punta para la impartición eficiente y eficaz de nuestros cursos, asesorías y programas de capacitación.
Qué nos distingue
Plataforma de cursos listos para impartirse en cualquier momento presencial y a distancia.
Qué nos distingue
El desarrollo de cursos de acuerdo con las necesidades especificas de la empresa (traje a la medida).
Qué nos distingue
Seguimiento a implementación y alcance / logro de resultados.
Presentación de servicios de consultoria de negocios, Procesos, Tecnología de Información y Desarrollo del Talento Humano. CoACH Consultores marca registrada, experiencia y compromiso en su estrategia de negocios, desde 1995 en México y América Latina
Enterprises face unprecedented challenges, and finance is at the epicenter. Increasing business risk and volatility are evidenced by accelerating business disruption through
disintermediation, virtualization and technical innovation. As a result, new competitors, changing business models and changing customer expectations have emerged.
Presentación realizada por la Cra. Adriana Arosteguiberry, Tesorera General de la Nación de Uruguay.
El proyecto SIPREF forma parte del proceso de modernización y mejora de la gestión financiera pública de la Tesorería General de la Nación, aporta herramientas analíticas que permiten la explotación de la información de forma dinámica y en tiempo real.
Índice del libro "Big Data: Tecnologías para arquitecturas Data-Centric" de 0...Telefónica
Índice del libro "Big Data: Tecnologías para arquitecturas Data-Centric" de 0xWord escrito por Ibón Reinoso ( https://mypublicinbox.com/IBhone ) con Prólogo de Chema Alonso ( https://mypublicinbox.com/ChemaAlonso ). Puedes comprarlo aquí: https://0xword.com/es/libros/233-big-data-tecnologias-para-arquitecturas-data-centric.html
3. “Es una disciplina que asume que los objetivos de las
organizaciones pueden ser alcanzados con más éxito
por medio del gerenciamiento de procesos”
Metodología ABPMP
“Un conjunto de uno o más procedimientos o
actividades vinculadas que se realizan colectivamente
para conseguir un objetivo de negocio o meta política,
normalmente en el contexto de una estructura
organizacional que define roles funcionales y
relaciones.”
Workflow Management Coalition WfMC
Business Process Management
4. Es un conjunto de técnicas y herramientas, que permite
implementar soluciones colaborativas basadas en
procesos de negocios, con el objetivo de capitalizar el
conocimiento en la organización y obtener una mejora
competitiva que se refleje en los productos y servicios
ofrecidos por nuestros clientes.
BPM: Nuestra Visión
5. • Empleados
• Funcionarios
• Operarios
EXTERNOS
INTERNOS
• Socios
• Proveedore
s
• Aplicativos
• ERP
• CRM
• BA
• CLIENTES
• Productos
• Servicios
Procesos en la Organización
17. Siniestro de
tránsito
Envío de
notificación de
audiencia
Procesos en Empresas Aseguradoras
• Obtener una ventaja
competitiva.
• Rápida adaptabilidad a las
exigencias del mercado.
18. Procesos en Empresas Aseguradoras
• Obtener una ventaja
competitiva.
• Rápida adaptabilidad a las
exigencias del mercado.
Oferta
automatizada
de productos
y servicios.
Bases para la definición de la visión de BPM de Quanam
La visión de Quanam de BPM esta basada entonces en la suma de 3 factores.
- La metodología que contempla las diferentes fases del ciclo de vida BPM
- Los procesos de negocios que son implementados sobre una herramienta específica, dar un primer input sobre que la ventaja de trabajar con Quanam es la selección de la herramienta adecuada de acuerdo a las necesidades del cliente.
En el contexto de explicar “por qué” son necesarios los procesos identificaremos lo que llamamos los “puntos cardinales” hablamos de los 4 puntos donde podemos encontrar procesos en una organización.
Procesos en la organización:
- Mejorar la imagen de la organización de cara a colaboradores, socios y clientes.
- Capitalizar el conocimiento existente en la organización, resguardarlo y mejorarlo.
Se comienza indicando la estructura del diagrama, donde tenemos en el centro la organización, la cual divide el diagrama en 2 sectores, externos a la organización, donde encontraremos a los clientes de la misma y a proveedores y socios. Se explica:
Procesos para el cliente.
- Cuando hablamos del “por qué” implementar procesos nos debemos remitir inicialmente al cliente, ya que en definitiva se busca mejorar como organización con el objetivo de mejorar los servicios y productos que son entregados a los clientes.
- Por qué – Acercar la organización a los clientes
- El cliente inicia trámites.
- La organización procesa la solicitud del cliente y retornará el producto o servicio solicitado.
- Se indica que en la elaboración de un producto o servicio existe un proceso.
- Se pone el ejemplo de la elaboración de hamburguesas.
- Se pone el ejemplo de una solicitud de un permiso para escavar.
- Ejemplo colonización. Los colonos no pueden iniciar directamente los trámites, pero si pueden ser iniciados desde la sucursal.
- Ejemplo industrias. Despachantes y empresas importadoras solicitan certificados de importación. No tienen que trasladarse al organismo.
2) En el caso de los proveedores y socios, se comenta que es común ver en los procesos integración con terceros.
- “Por qué” – compra de materia prima, iniciar trámites de servicios, recolectar información, validar información.
- “Por qué” – ahorro de tiempos de traslado, minimizar errores.
- Se indica que en el caso de la solicitud para escavar, DINAMIGE tendrá que enviar información a DINAMA para obtener su aprobación.
- Ejemplo industrias LATU – industrias VUCE-DNA.
- TIP. Las interfaces con terceros suelen ser complejas de establecer inicialmente. Recomendamos las siguientes acciones.
- Reunión de explicación del proyecto y alinear expectativas
- Reuniones a nivel técnico, durante el análisis, se establece qué información se debe intercambiar.
- Reuniones para validar el diseño de la interfaz. Cómo se intercambiará la información.
- Reunión para establecer la comunicación entre las organizaciones participantes.
- Pruebas
Hablamos de los procesos a la interna de la organización.
3) Empleados, Funcionarios u Operarios
- “Por qué” – saber exactamente que se debe hacer
- “Por qué” – la estandarización de procesos hace que cada empleado sepa que debe hacer, cuando lo debe hacer y cómo lo debe hacer. Esto redunda en la calidad del producto o servicios entregado al cliente. ¿Por qué todas las hamburguesas tienen el mismo sabor?
- “Por qué” – trabajar mejor. (no implica trabajar menos).
- Resistencia al cambio.
- Correcta gestión de cambio. Si cambian los procesos se debe capacitar a los colaboradores. Si bien el sistema guiará a los usuarios, el funcionar de una forma diferente a la prevista por el empleado, hará que el mismo sienta que no tiene control de la situación, no pudiendo dar respuesta a diferentes situaciones de la forma correcta.
- Funcionarios de industrias nos indican que se ha reducido las llamadas de consultas
4) Aplicaciones.
- Un proceso puede ser utilizado para realizar una serie de intercambios de información en diferentes sistemas de forma sistemática, pudiéndose tomar diferentes acciones dependiendo de la información que se intercambie.
- Mantener actualizados los sistemas ERP y CRM según la información que se va recogiendo de los sistemas
- Validar información contra los sistemas internos.
Según Club-BPM
▪ Reducción de tiempos de Gestión de Pedidos entre un 60 y 80%.▪ Reducción del 40 al 60% de los Costes Administrativos en casi cualquier proceso.▪ Reducción de tiempos de Diseño de nuevos Productos o Servicios en un 50%, mejorando así el "Time-to-Market".▪ Aumento de la capacidad de procesamiento en un 300%.▪ Anticiparse a los Riesgos, Problemas, Amenazas y Oportunidades, entes de que ocurran.▪ Alinear los Procesos y Recursos empresariales a la Estrategia del Negocio para asegurar el éxito de la misma.▪ Mejorar sustancialmente la Mitigación de Riesgos.▪ Transparencia y mayor facilidad en el cumplimiento de regulaciones y normativas.Principales errores que se están cometiendo y que impactan negativamente en la implantación del BPM
ERROR 1: "Muchos creen todavía que sólo con los ERPs logran estos grandes beneficios y logran gestionar totalmente los procesos de negocio"
ERROR 2: "BPM es solo una solución de software informático. Comprando el software ya está todo resuelto".
ERROR 3: "Hay quienes creen que automatizar y gestionar los procesos de negocios es caro. Más caro es no hacerlo."
ERROR 4: "La Gestión por Procesos es la misma de siempre, y con gráficos y hojas excel la resolvemos adecuadamente."
ERROR 5: "Dejar un proyecto BPM en mano de profesionales de procesos con enfoques tradicionales, o en mano del dpto. de Informática únicamente."