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Service Innovation & CRM - 1 © Minder Chen, 2009
Innov8
• IBM Component business models
– http://www-935.ibm.com/services/us/imc/pdf/g510-6163-component-business-models.pdf
• What is BPM?
– Http://news.zdnet.com/2422-13569_22-154685.html (Video 4:30 Mins)
• Enterprise Architecture– http://www.youtube.com/watch?v=h62sE4FWFy4
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Service Innovation & CRM - 2 © Minder Chen, 2009
Innov8 and Business Component Model
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Service Innovation & CRM - 3 © Minder Chen, 2009
https://www-935.ibm.com/services/us/imc/pdf/ge510-6185-component-business-models.pdf
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Service Innovation & CRM - 4 © Minder Chen, 2009
Dimension of a Business Component
http://www-935.ibm.com/services/us/imc/pdf/g510-6163-component-business-models.pdf
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Service Innovation & CRM - 5 © Minder Chen, 2009
Mapping the enterprise as a network of business modules: The retail industry.
http://www-935.ibm.com/services/us/imc/pdf/g510-6163-component-business-models.pdf
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Service Innovation & CRM - 6 © Minder Chen, 2009
Heat maps identify “hot” areas to exploit business value
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Service Innovation & CRM - 7 © Minder Chen, 2009
http://www.cse.ohio-state.edu/~browjama/cse757/compiled/Heat_Map.pdf
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Service Innovation & CRM - 8 © Minder Chen, 2009
http://www-03.ibm.com/industries/global/files/educ_component_business_model.pdf
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Service Innovation & CRM - 9 © Minder Chen, 2009
The three phases of CBM analysis
http://www-935.ibm.com/services/us/imc/pdf/g510-6163-component-business-models.pdf
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Service Innovation & CRM - 10 © Minder Chen, 2009
Most firms have a blended process optimized & partnered model need to decide where to go
http://www-935.ibm.com/services/us/imc/pdf/g510-6163-component-business-models.pdf
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Service Innovation & CRM - 11 © Minder Chen, 2009
Playing Innov8 Online• http://www-01.ibm.com/software/solutions/soa/innov8/full.html • http://www-01.ibm.com/software/solutions/soa/innov8/innov8game.jsp
• Please register to play INNOV8 Online, comprised of three mini games: Smart Traffic, Smart Supply Chain, and Smart Customer Service.
– Smart Traffic - Help a municipality lower congestion and pollution levels by using BPM
– Smart Supply Chain - Keep profits and customer satisfaction high while optimizing your supply chain.
– Smart Customer Service - Leverage BPM during partner brownouts, new product rollouts and changing business models
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Service Innovation & CRM - 12 © Minder Chen, 2009
Playing Innov8 locally
• Don’t use fullscreen mode
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Service Innovation & CRM - 13 © Minder Chen, 2009
Menu > Game Controls
• Under INNOV8/SWFS/menu.swf
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Service Innovation & CRM - 14 © Minder Chen, 2009
Menu > Options
• Click on the radio button (the small circle)
• Enable 3rd Person (Logan will be in the 3D world)
• Enable 1st Person (Logan won’t be seeing herself in the 3D world)
menu.swf
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Service Innovation & CRM - 15 © Minder Chen, 2009
Dialogs
1st Person View
3rd Person View
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Service Innovation & CRM - 16 © Minder Chen, 2009
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Service Innovation & CRM - 17 © Minder Chen, 2009
There are three levels to Innov8 v.2
• Process discovery and process modeling
• Collaboration driven simulation and iterative process improvement
• Real-time business management.
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Service Innovation & CRM - 18 © Minder Chen, 2009
Sharon
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Service Innovation & CRM - 19 © Minder Chen, 2009
Stella
• After Inc. Senior Receptionist
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Service Innovation & CRM - 20 © Minder Chen, 2009
BPM Video
• Go to the screen at Top Platform which is above the Upper Level to see the BPM Video
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Service Innovation & CRM - 21 © Minder Chen, 2009
Game Objectives (Goals)
Under INNOV8/SWFS/laptop.swf
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Service Innovation & CRM - 22 © Minder Chen, 2009
Sam Archer
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Service Innovation & CRM - 23 © Minder Chen, 2009
Process Discovery• Logan obtains an existing process map from the computer
on Stavros’ desk (in Operation).
• Stella helps Logan understand how the As-Is process has changed. (at Front Desk)
• Logan discovers data to populate the process model:
- KPI’s from Operations
- Headcount levels from HR
- Labor costs from Finance
- Call statistics from Operations
• As data is collected, Logan incorporates it into the As-Is model. Player can view Collected Items by clicking Net > 1 Resources > 4)
• Player can view the AS-Model by clicking Net > 3 Model)
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Service Innovation & CRM - 24 © Minder Chen, 2009
• Stavros in Operation (as-is model from his computer)
Simulation
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Service Innovation & CRM - 25 © Minder Chen, 2009
• Receptionist Stella
Then, the call flow MERGES back into a single path under the control of the Voice Response Unit.
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Service Innovation & CRM - 26 © Minder Chen, 2009
UML Swinlane for Business Process Modeling
Merge Decision Task End
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Service Innovation & CRM - 27 © Minder Chen, 2009
Call Statistics
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Service Innovation & CRM - 28 © Minder Chen, 2009
Process Performance Data / KPIs
As displayed in Sharon’s Room
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Service Innovation & CRM - 29 © Minder Chen, 2009
Resource Data
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Service Innovation & CRM - 30 © Minder Chen, 2009
Resource Levels
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Service Innovation & CRM - 31 © Minder Chen, 2009
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Service Innovation & CRM - 32 © Minder Chen, 2009
• From Sam in IT
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Service Innovation & CRM - 33 © Minder Chen, 2009
IT Department (Sam Desk and Wall)
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Service Innovation & CRM - 34 © Minder Chen, 2009
Call statistics from Operations
• Posted at Operation’s Bulletin Board
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Service Innovation & CRM - 35 © Minder Chen, 2009
Resource Data
• Labor costs data from Horst in Finance
• Resource Data for the Call Center Process
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Service Innovation & CRM - 36 © Minder Chen, 2009
Resource Data from HR Department
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Service Innovation & CRM - 37 © Minder Chen, 2009
Global Collaboration Room
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Service Innovation & CRM - 38 © Minder Chen, 2009
New Challenges• preGC1.wmv and preGC2.wmv
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Service Innovation & CRM - 39 © Minder Chen, 2009
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Service Innovation & CRM - 40 © Minder Chen, 2009
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Service Innovation & CRM - 41 © Minder Chen, 2009
• Scenario video preNC1.wmv
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Service Innovation & CRM - 42 © Minder Chen, 2009
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Service Innovation & CRM - 43 © Minder Chen, 2009
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Service Innovation & CRM - 44 © Minder Chen, 2009
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Service Innovation & CRM - 45 © Minder Chen, 2009
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Service Innovation & CRM - 46 © Minder Chen, 2009
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Service Innovation & CRM - 47 © Minder Chen, 2009
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Service Innovation & CRM - 48 © Minder Chen, 2009
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Service Innovation & CRM - 49 © Minder Chen, 2009
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Service Innovation & CRM - 50 © Minder Chen, 2009
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Service Innovation & CRM - 51 © Minder Chen, 2009
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Service Innovation & CRM - 52 © Minder Chen, 2009
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Service Innovation & CRM - 53 © Minder Chen, 2009
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Service Innovation & CRM - 54 © Minder Chen, 2009
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Service Innovation & CRM - 55 © Minder Chen, 2009
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Service Innovation & CRM - 56 © Minder Chen, 2009
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Service Innovation & CRM - 57 © Minder Chen, 2009
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Service Innovation & CRM - 58 © Minder Chen, 2009
https://www14.software.ibm.com/webapp/iwm/web/preLogin.do?lang=en_US&source=swg-innov8
http://www-01.ibm.com/software/solutions/soa/innov8/smartwork.html
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Service Innovation & CRM - 59 © Minder Chen, 2009
• Posted at Operation’s bulletin board
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Service Innovation & CRM - 60 © Minder Chen, 2009
Map: Where Am I?
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Service Innovation & CRM - 61 © Minder Chen, 2009
Upper Level MapClose Window
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Service Innovation & CRM - 62 © Minder Chen, 2009
Modeler
• Net > 02 Modeler
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Service Innovation & CRM - 63 © Minder Chen, 2009
Net > 01 Resources > 2
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Service Innovation & CRM - 64 © Minder Chen, 2009
As-Is Process Model
• Net > 01 Resources > 3
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Service Innovation & CRM - 65 © Minder Chen, 2009
Collected Items
• Net > 01 Resources > 4
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Service Innovation & CRM - 66 © Minder Chen, 2009
Real World Tool
• http://www-01.ibm.com/software/integration/wbimonitor/
Net > 03 Real World Tools
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Service Innovation & CRM - 67 © Minder Chen, 2009
Process Model Construction
Under INNOV8/SWFS/sample.swf
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Service Innovation & CRM - 68 © Minder Chen, 2009
• BPM methodology and tools to– Model
– Create
– Deploy
– Monitor
– Manage
business processes over time.
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Service Innovation & CRM - 69 © Minder Chen, 2009
BPM Life Cycle
1. Architect/Build a Process
2. Implement a Process
3. Observe a Process Performance
4. Improve and Update a Process
5. Go back to step 1
• A company can leverage BPM to become more agile and responsive to changes required to remain competitive today and tomorrow.
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Service Innovation & CRM - 70 © Minder Chen, 2009
BPRM Lifecylce
& improve and update process.