Evaluate and summarize the game and outline the expected outcomes and learnings

Figure 4. Business process bottleneck Figure 6. The business monitor dashboard Overview Figure 2. The business architecture heat map Thunder crashes. Lightning flashes. You enter After, Inc., a shadowy, futuristic-looking, gray and black office. A voice resonates: AFTER INCOME "Pay careful attention to what I am about to say. Your background demonstrates a keen instinct for business process management, and it will be tested. Your mission BO is to investigate a critical process from the inside. Are you ready? Good. You will use business management software tooling acquired by the director of IT, Sam Archer. I Mammalcar - $2.21 will contact you with further instructions." It's up to you to play now. Keep in mind that After, Inc. has some business performance issues, and Mike, the CEO, has recruited you to investigate, discover, and optimize the pain points in the SUBMIT AL business process. You, our hero, have been given the mandate by the CEO to find all documents By using the capabilities of a business modeler, you've demonstrated that After, Inc. has gained a deeper understanding of the processes the company already has in place and potential ways to and indices to help accomplish this mission. In addition to the CEO and you, the BPM expert, the The rows represent the three types of management activity performed: Improve them. Often, as existing processes are modeled and simulated, complex relationships and Monitoring allows management to: other employees you work with at the company are (see Figure 1): Direct activities relate to defining policy, plans, goals, organization, and budgets, and behaviors are exposed and evaluated. ssing overall performance. . See the work as it's being processed. Control activities involve allocating tasks and resources, authorizing, and making decisions, Collaboration-driven simulation and iterative process improvement tand who has the work. as well as overseeing and troubleshooting. . Measure items that fall outside established business guidelines or key indicators. Stavros, the business analyst. Execute activities relate to administering. maintaining, and operating. During the second part of this game, you participate in a business meeting where you're involved Take corrective action to correct problems by reassigning tasks and resources to get the . Sharon, vice president of sales. in process enhancement. Around the table, the executive team represented in Figure 5 discusses process back on track. The columns in Figure 2 represent groups of related business activities that are obtained by highlighting resource issues, areas of high cost or low profitability, and portions of the process that . Sam, director of IT. partitioning the complete collection of functions. For example, business administration involves decisions and activities that enable and support all the other functions (such as, how the business ment examination for streamlining. From left to right you see: A key advantage here is that you can alert LOB management before it's too late, so action can be Stella, the call center veteran. supports and enables itself). . Ashok, the director of human resources, taken to fix a problem. Through the monitor's operational dashboard, managers can see the work As a result of prioritizing the highlighted components in Figure 2, you have to select Customer . Liang, the director of customer service and call center operations. and start, stop, and transfer work items directly in flight. Figure 1. The main characters Service/Call center as the primary component for transformation. . Thomas, the senior IT architect. . Sharon, the vice president of sales. The last step of this game consists in taking the corrective actions. The business environment is The next steps you need to complete in this activity are: . Mike, the After, Inc. CEO. constantly changing (regulations change, competition changes, customer demand changes), but now your . Obtain the software modeling tool from Sam Archer in the IT department. Figure 5. The business executive team . Get from Stavros, the business analyst, the call center business process model. Try it now and get the best score (KPIs). You have to dynamically change the business rules and . Find the call center veteran to model in the tool the selected business process. the human resources allocation, analyze the running process, and survey alerts to adapt to these . Get all the items to add metrics to this business process. new requirements. Good luck! Indeed, the first step in business process modeling is to model the as-is business process. How does it operate today? Maybe your client is currently capturing process information via a desktop One of the more powerful capabilities of the business modeler is to include the financial attributes procedure, perhaps using Microsoft Visio or PowerPoint slides. That's a first step (being able of the process model. This provides ways to examine the cost implications of a pro If you succeed in your mission, you'll be congratulated. If not, well, there are other options, as you ations of a proposed change can see in Figure 7. There are three types of BPM activities you discover during the game: Process discovery and process modeling Collaboration-driven simulation and iterative process improvement Figure 7. The epilogue . Real-time business manageme to the process. The model also can include revenue attributes, which enables the evaluation of BPM concepts introduced by the game to capture the process on paper), but you need more than just a picture. You need the ability to profitability or even break-even analysis when examining the impact of a new version of a process. To help you understand this game, let's start by defining a few concepts related to business capture business metrics and data, business rules, volumes, and dependencies. process modeling and business performance management: After process enhancements are modeled by you, these changes can be simulated and validated Business modeling and simulation helps you visualize processes and identify bottlenecks Figure 3 shows the modeling tool you use during the game n multiple what-if scenarios for comparison and analysis. These scenarios can vary the quantity Will BPM disconnects, and fects, and efficiencies. Simulation lets For FOOD deployment to identify business impact. you define m gation lets you create and test what-if scenarios before Figure 3. The business modeling too and timing of the input, the available resources and costs, and the paths through the model (KPIs). that are used in the monitoring environment. Collaboration helps clients share responsibility for managing business processes to compete teamwork. the When the new version of the process has evolved to a fairly complete stage, the business more effectively anywhere, at anytime. It also and team creativity for changing rule processes and rules no matter what the geographic location of the measurements can be established and added to the model. These elements can form the structure Conclusion participants. or measuring the business performance of the new process when it's deployed. Business activity monitoring (BAM) is the ability to monitor process performance and Innov8 is an interactive, 3-D business simulator designed to teach the fundamentals of BPM. BPM detect events that may influence performance. Analyzing process efficiency and efficacy, and aligning process improvement with enterprise goals and objectives involves using software Real-time business management enabled by SOA delivers continuous lifecycle improvement, driving innovation in the business process and business model. Capabilities from both the software and the expertise follow a agents to listen for critical business events, correlating the event data and updating KPIs. When these are combined with KPI-designed dashboards, operational managers can visually logical lifecycle approach for modeling, optimizing, designing, deploying, and managing business itor and, thus, better manage the progress of individual work items in real time. This This is the most interesting part of the game: monitoring the automated process. processes. ach enables managers to intercept work where appropriate and alter the work item or Monitor can be an overused term, as it means different things to different people. But make no PM allows your organization to: acess flow to improve the desired result. Analysis and optimization is the ability to continuo evaluate process execution and mistake about the use of monitor here; this is a line-of-business (LOB) monitor meant for LOB results, applying analytical insight, trending, and predictive, action-based suggestions to Expose bottlenecks, resource i ment and latent optimize the in-process model. Ultimately, the goal is feedback into the model for continuous executives and managers to monitor the business process as opposed to having the IT staff view value in your processes. improvement and optimization. server usage and throughput. Test proposed processes and study results before comm rces using simulation and analysis. During the game, you can use a laptop to store working files, see your to-do list, access product docu One key feature of the business modeler is its ability to create the business criteria of interest for Evaluate the financial impact of existing and proposed processes. entation, and. of course, use the business process management software tools: Bridge the domain gap between business and technology for faster and more accurate HE SET COLUMN NEXT Business modeling tool lets the people who know the business model the vital aspects of i MENU .HAHAHA monitoring after deployment. The business modeler exports these business criteria, or business communication. article). the process by using drag-and-drop functions (referred to as business modeler later in this This prepares you for step two: Analyze the as-is business process. During this step, you bring measures, in the form of a business measures model, This model is imported into the business Reduce implementation time, making your business more agile. the model to life through simulation. Simulation lets you view the proce Business monitoring tool is designed for managing and interacting with processes as w the process in operation before monitor and used as the basis for the presentation of dashboard data to both business and Establish a structured measurement regime for the business value of your processes. they are executing by leveraging powerful analysis technology and real-time monitoring you deploy it into production so you can optimize process cost, efficiency, and effectiveness. Simulation also lets you see if there are bottlenecks or queues building. It allows you to consider operational viewers using a portal interface. The goals of business activity monitoring are to y monitoring are to provide real-time information about the status and capabilities. (This tool is referred to as business monitor later in this article.) various options, or what-if scenarios, so you can make an informed decision based on best esults of various operations, processes, and transactions. The main benefits of BAM are to: Process discovery and process modeling business practices. You might want to consider what if we simply hired more people versus a The dashboard you have to manipulate is represented in Figure 6. Enable your enterprise to make better informed decisions. scenario where you use technology to automate routine steps. The CEO provided you the b ly address problem areas. map to start with. This map is a component- based model of the enterprise, shown in Figure 2, in which the components selected as the initial After collecting all the data you need to simulate the business process, you discover the process . Reposition your organization to take full advantage of emerging opportunities. focus for the business transformation are identified. bottleneck depicted in Figure 4