Friday Apr 11, 2014

Innovation Springs to Life! Award Nominations Now Open!

2014 Oracle Excellence Awards: Oracle Fusion Middleware Innovation

Oracle is pleased to announce the call for nominations for the 2014 Oracle Excellence Awards: Oracle Fusion Middleware Innovation.  The Oracle Excellence Awards for Oracle Fusion Middleware Innovation honor organizations using Oracle Fusion Middleware to deliver unique business value.  This year, the awards will recognize customers across nine distinct categories:

Customers may submit separate nominations forms for multiple categories; The 2014 Fusion Middleware categories are as follows; subject to change:

If you consider yourself a pioneer using these solutions in innovative ways to achieve significant business value, submit your nomination for the 2014 Oracle Excellence Awards for Oracle Fusion Middleware Innovation by Friday, June 20th, 2014, for a chance to win a FREE registration to Oracle OpenWorld 2014 (September 28-October 2) in San Francisco, California.   Top customers will be showcased at Oracle Open World 2014, get a chance to mingle with Oracle executives, network with their peers and be featured in Oracle Publications.

NOTE: All nominations are also considered for Oracle OpenWorld Session presentations and speakers. Speakers chosen receive FREE registration to Oracle OpenWorld. 

For additional details, See: Call for Nominations: Oracle Fusion Middleware Innovation

Last year’s winners can be seen here: 2013 FMW Innovation Winners

Friday Mar 28, 2014

The Top 5 Business Challenges in Financial Services. Oracle Process Accelerators as a Solution

Here at Oracle, we continue to release Process Accelerators for additional solutions.  These Accelerators help achieve process excellence faster with end-to-end implementations of common business processes.  They are Ready-to-use and extensible, and include industry specific best practices. 

One common industry where Process Accelerators are used to speed the delivery of business process management solutions is Financial Services.  We've recently produced a whitepaper that identifies the top five business challenges in the financial services industry and outlines how adopting Oracle Process Accelerators can give a competitive edge.

We hope you find it useful and informative!  

http://www.oracle.com/us/technologies/bpm/process-accelerators-in-finance-1905502.pdf 

Tuesday Mar 11, 2014

Oracle Process Accelerators 11.1.1.7.1 now available on OTN

Oracle Process Accelerators 11.1.1.7.1 is now available on OTN. This new release has been focused on improving PAs with most customer demand while building solutions that showcase new BPM functionality, including Adaptive Case Management, and Oracle apps extensibility.

The portfolio of Oracle Process Accelerators now serves additional industries like Insurance. This release also increases the value of BPM out-of-the-box solutions for Financial Services and the Public Sector.

This latest release includes two new PAs:

· Insurance Claims Management: ICM is the first accelerator centered on Adaptive Case Management (ACM). ACM is a great fit for claims business scenarios, since every claim is different: knowledge workers typically use their judgment to select and perform the best action at any given point in time, and may change the claim processing sequence. The ICM model can be applied to many other business processes in different industries, since it’s based on a business scenario (car insurance) easy to understand, yet functionally rich: a real-life ACM solution with extensible UI and business rules.

· Oracle Process Accelerator for Loan Origination supporting both personal and business loans, and easily extensible to many additional loan types thanks to the underlying extended financial framework.

PA 11.1.1.7.1 also includes out-of-the-box integration scenarios with Oracle E-Business Suite, delivering end-to-end business flows with Employee Onboarding, in addition to the already available PeopleSoft and Siebel integration scenarios delivered with previous releases.

Other PAs have also been improved, most notably eForms Management, now with improved citizen eForm submission, and Financial Reports Approval, enhanced based on customer feedback to enable approval processes of financial reports using Microsoft Excel extensions.

Please stay tuned for an upcoming webinar on this new exciting release.

Wednesday Dec 18, 2013

Process of Process Management

In some of the past discussions, we have talked about the Six Business Process Management best practices to start BPM journey.

They are as follows:

1. Find the right process (Business Impact vs. Frequency of change vs. complexity)

2. Identify KPIs and define success

3. Involve business users

4. Put governance in place

5. Get executive sponsorship

6. Achieve quick early wins

These are good pointers for a healthy start, but what next? How can we make sure that the BPM practice in an organization is not just limited to automating one odd process? To reap its full potential, it should become a way of life, enterprise wide program. Companies that have developed a successful BPM program have gained immense benefits, not only from improved operational efficiency, better customer satisfaction but also reduced IT costs and time to solution. Adept organizations are known to deploy new process applications in a couple of weeks and make changes to deployed processes in real-time.

Once you have achieved the success with your first BPM project, start thinking about other opportunities that can benefit from BPM as well as about “Process of Process Management”. Think about other process improvement initiatives in your organization, how BPM can align with those. Are you running on lean, six-sigma methodologies? Do you practice TQM, have ISO certifications? Consider how BPM can help you achieve better quality results while you leverage the existing business improvement methodology.

We talk about “process governance from the start”, as one of the best practices, because it determines if your BPM initiative will take the shape of enterprise wide business improvement program or will be soon forgotten as a fad.

BPM is not just system integration or one time automation of manual process. It is about continuous improvement. Unless there is a right design and methodology in place, we are essentially creating a new monolithic application that is as rigid as existing systems. We want process design that is easy to maintain and flexible to change. If we do not get that from BPM implementation, its further adoption suffers.

Here are some of the factors that will impact the BPM adoption rate:

  • Methodology for modeling, analysis and approvals – What are the roles involved in process modeling and analysis. What is the process of review and approval?  Determine the processes that need to be modeled; use strategy maps and value chains to prioritize the modeling of business processes.
  • Modeling standards and patterns – Are there any repeatable process modeling patterns in the business e.g. voting, 2-eye principal, approval chains. Identify and standardize those across all process applications. Determine the process model hierarchy ( level 1, level2, level3 etc.) where each deeper level has incrementally finer details of the process than one above  and higher levels abstract the details for easier understanding.
  • Process storage and versioning – Establish a process repository where contributors can store their processes. Establish a standard way of versioning the process models and other process artifacts?
  • Process reusability – Perhaps most important factor in the success of BPM program is process reusability. Determine the reusable components in the process. Meaning, identify all the components that can be used in other similar processes. These could be sub-processes, forms, form fragments, business objects, rules, integration adapters. We do not need to redesign these for each process. We should be able to reuse these. We may also want to externalize some of these components like rules or integration adapters so that they can be changed independently of the process. This is something critical for process agility.
  • Process health checks – Determine the frequency to check the health of a process. Know the KPIs that should be monitored. Make sure that processes are running within their limits, and any variances raise an alarm. This should be a part of process design.
  • Frequency of change – Identify the processes that need to be updated quarterly, half-yearly or annually. Plan for newer versions, plan for instance patching and have instance migration strategy in place. Keep frequently changing components external to the process so that those can be changed without process redeployment e.g. business rules.

The idea is to expedite the BPM adoption across organization and to move the organization higher up in BPM Maturity. If you have not already, take quick self-assessment quiz and see how you compare to your peers in BPM maturity. You will get a valuable customized report in the end that you can review with your colleagues and discuss next steps.

Wednesday Nov 27, 2013

A Primer on Process Accelerators

Author: Tanu Sood, Principal Product Director

In yesterday's post, Ajay Khanna, Senior Principal Product Director at Oracle, discussed the merits of abstracting out processes from applications into the middleware layer with Business Process Management. That's Oracle AppAdvantage, the advantage of using Oracle Fusion Middleware technologies strategically with Oracle and other enterprise applications to extend and enhance business value. By abstracting process management out of the applications, organizations can adopt flexible processes, newer technology trends, improve user experience and eliminate disruption in application migrations, upgrades and maintenance.

Today's post is about Process Accelerators and the value these add to speed time to market for organizations.

Built on Oracle BPM Suite, Process Accelerators are pre-built, best practices processes that are customizable and extensible to fit specific customer requirements. Oracle Process Accelerators leverage best practices and domain knowledge. Industry process accelerators embody industry-specific best practices and patterns in addition to Oracle BPM Suite best practices. Horizontal process accelerators provide instant functionality and reuse for processes common in most organizations and can be easily modified to fit your requirements. Oracle Process Accelerators simplify implementation and reduce time-to-value for an organization’s business process management initiatives.

Check out this video for a primer on Process Accelerators:

Tuesday Nov 26, 2013

Keep Your Applications Agile with Business Process Management

Applications are the backbone of your business. To run your business, you need many applications and systems like ERP, SCM, CRM, and Billing. Since companies acquired these applications during different time periods, they end up with disjointed applications and rigid silo'ed departmental processes locked inside the applications. Many applications were implemented years ago and selected for very specific business needs but with time the needs change. At that point companies tend to make point changes to the software to meet those needs. Such changes to applications not only take time to implement but are extremely hard to maintain.

With time, the needs of business keep changing, and applications fail to keep pace with the changing needs. This creates impedance mismatch between the business needs and application capabilities. The result is decreasing business performance, less profit, waste in R&D or lower market share because of delays in time-to-market of new products and services.

Business Process agility refers to the speed and flexibility with which process based applications can keep up with the needs of changing business conditions and minimize the gap between business needs and IT systems. Oracle Business Process Management Suite delivers such agility.

With Oracle BPM Suite you can create process based applications that help you orchestrate human and system activities across departmental and applications silos. It provides the necessary visibility and agility to manage and run your business efficiently.

Using BPM to extend your existing applications has following key benefits:

  • Better visibility into the end-to-end processes and KPIs
  • Enhanced Agility. Since BPM is all model driven, business managers can design and update the process as and when required without spending months on modifying underlining applications.
  • If you move your customizations to BPM layer, rather than in the application itself, it keeps your applications clean, better performing and easy to upgrade.
  • You can add additional capabilities like social or mobile to existing applications as BPM suite supports those capabilities too.
  • Last but not least, BPM is not a rip-n-replace of your existing applications. It is enhancing them with newer capabilities.

Let the applications do what they are designed to do the best. Move the rest of extensions in BPM layer for better visibility, agility and efficiency.

For more information visit www.oracle.com/appadvantage  and download resources on BPM suite at www.oracle.com/bpm.

Wednesday Oct 09, 2013

BPM is Hotter than Ever! Open World 2013 Recap

This year Oracle OpenWorld was bigger than ever. Oracle BPM team designed more than 20 best practices and customer sessions, set-up six demo booths and had many hands on labs available to the attendees. For those who were unable to come to Oracle OpenWorld (or missed some sessions), I want to share some ideas, messages, and takeaways from several BPM sessions that ran at this event. Processes are the key differentiators for most of the organizations. Processes provide a competitive edge, efficiencies and desired customer experience to make an organization successful.

To make our customers successful and help them deliver the right customer experience to their end-customers, Oracle is making a significant investment in enhancing the Oracle BPM Suite and adding pre-built solutions called Process Accelerators. Some of these significant enhancements were discussed by Oracle’s Executive Vice President Thomas Kurian in General Session : “"Accelerate Business Innovation with Oracle Fusion Middleware".

Thomas was joined by Gangadhar Konduri , VP Product Management who showcased some of the cool features like web based Process Composer and Mobile workspaces. We have the entire session recorded for you, you can replay it on-demand.

Another subject of significant interest at OpenWorld was Adaptive Case Management. Oracle Open World Session: Managing Knowledge Worker Processes discussed the key aspects of ACM, its capabilities and how it allows users to manage unstructured Processes.

Oracle Process Accelerators provide quick time-to-solution with production grade, best-practices process solution that is ready to deploy. Details of that session can be read in the blog Oracle Open World Redux: A Manifesto for Adaptable yet Out-Of-the-Box BPM Business Solutions

Then there were many sessions discussing methodology and best practices to create process based solutions. Some of these sessions are recapped in articles below:

This OpenWorld we saw many Oracle BPM customers taking the stage and discussing how they achieved business excellence with BPM. Links below will give you a quick overview of these sessions and stories that they shared.

It is always exciting to hear from customers and learn directly from the BPM practitioners. These sessions provided all an opportunity to interact with experts who have traveled the road and have been successful in delivering phenomenal business results by using Oracle BPM to manage, control and optimize their business processes.

Even if you missed this year’s OpenWorld, you can discover all the current trends and solutions by attending an Oracle Day 2013, and OTN Developer Day – Oracle Business Process Management Suite, and other simplifying integration events at the following site (link)

Tuesday Oct 08, 2013

Process with a Purpose – Sicredi wins Fusion Middleware Excellence Award

Every year we invite our customers to submit their innovative solutions for Fusion Middleware Excellence Awards. The winners are announced at the Oracle OpenWorld. This year we received 30 submission where customers showcased their BPM implementations. The submissions came from across the globe and across industry. After a very detailed and methodological evaluation, Sicredi from Brazil was declared a winner during the award ceremony at the Oracle Open World 2013.

Sicredi is a Cooperative bank in Brazil with more than 2 million members, more than 1,100 branches and R$ 26 billion of assets. Sicredi operates 115 credit cooperatives in 10 states, in Brazil. Sicredi states its vision “To be recognized by the society as a cooperative financial institution that is committed to the social and economic development of our members and the community, with the sustainable growth of our credit union cooperatives all integrated into a solid and effective system.

Sicredi used Oracle BPM suite to automate the full loan origination and approvals process. In their case loan approvals is a voting process where various members vote to approve or reject a loan. The automated processes included reviewing the loan checklist and documents verification, credit analysis, credit Limit checks, suppliers payment and approval process. With their BPM implementation, Sicredi was able to reduce a full day in resource availability, and money delivery process and loan decision time was reduced from week to less than a day. Other benefits included:

  • Real time monitoring of the progress of operations
  • Control the volume of errors per document, Central and Cooperative
  • Monitoring the number of operations at each step and evolution of the stock
  • Monitoring of the release times (SLA's)
  • Monitoring productivity per area and per employee

Sicredi’s Chief Architect, Márcio Alexandre Lermen, accepted the award and also shared his experiences of this implementation during the OpenWorld session “Controlled, Collaborative Approach to Managing Financial Processes with the Oracle BPM Platform”. He shared with the audience the lessons learned and how to go about implementing BPM. Some of the ideas he shared included:

  • BPM implementation is not only about processes analysis but analysis of whole IT architecture
  • Patterns need to be defined and followed by everyone, governance is essential
  • Define 0ne architecture for the whole organization. Not architecture for each system, application or project. Architecture needs to be evolved, not reconstructed every month
  • Business Architecture is the most crucial part to guarantee reuse of components and needs to be integrated or at least aligned with IT Architecture’s view

We congratulate Secridi team on a terrific BPM implementation and wish them continued success in their business and future BPM projects.

Monday Sep 30, 2013

Oracle Open World Redux: A Manifesto for Adaptable yet Out-Of-the-Box BPM Business Solutions

I had conversations with 0.3% of the 60,000 Oracle Open World in-person attendees. Clearly in-person communication is not that scalable, yet it remains the best way to have conversations that enlighten all parties involved (I’ll be happy to be proven wrong by the threads started by this blog).

Oracle is not only delivering a complete BPM suite to build solutions, but also Process Accelerators, or BPM solutions for high-value industry and horizontal business processes. We demoed at OOW working examples of PAs such as Loan Origination, Employee Onboarding, eForms management, Insurance Claims Management, Incident Reporting, and many others. Judging from the reaction we received, there’s nothing like seeing a working solution to understand what’s possible.

BPM’s potential is best expressed when “adaptable business solutions” need to be quickly built and evolved to support business processes for which packaged (COTS) apps are not available, not a good fit, or otherwise not convenient. The best BPM opportunities hide behind processes with a lot of manual activities, supported via emails, paper, or Excel: an indication that COTS apps can’t be customized to cover them.

BPM is applicable to many business processes that are no “one-offs”, only useful in a specific context for a specific organization. At any given time there are many enterprises and organizations that are experiencing similar issues and would be willing to start the BPM journey to address them; that is, if only they knew BPM could help them deliver a solution that supports them!

If we identify the right classes of BPM “sweet spot” business processes we can maximize the value of BPM solutions “working out-of-the-box”. “Working” means including all components that are necessary to support the business process: centered on a business model and including user interfaces for the different users to perform tasks, business rules, dashboards. When properly designed, these solutions maintain the intrinsic agility of BPM and can be modified and extended based on the specific customer process requirements. Evolving working high-quality solutions – rather than building something from scratch – has cost, risk, and time advantages; that’s why we call them process accelerators. Yet arguably the biggest advantage of all is their role in helping visualize to-be processes, and understand how BPM can help. Can this make BPM more pervasive in enterprises?

BPM is one of those disciplines with strong believers that “have seen the light”, yet it has not become a “bandwagon” where everybody wants to jump on board and enjoy the ride. Rather, it’s more of a taxi which you’re going to take if you know your destination. With process accelerators we want to show destinations and how to reach other similar destinations, with the intent of replicating or even generating new BPM success.

In order to do that, it’s important to identify classes of “BPM sweet spot” processes, and target them appropriately. I will attempt here a simple classification based on a key element: the “white space” that BPM-supported processes fill:

  • Transactional: these are process extensions on the fringe of processes like quote-to-cash, opportunity-to-order, mostly supported by COTS apps like ERP, CRM, etc., where the end-to-end process is mostly automated, but where portions remain manual. Think about the workflow to cleanse invoices or orders received from trading partners. A substantial number of BPM customers actually use BPM to deliver value with process extensions. While the validation logic changes from enterprise to enterprise, these might be great candidates for Cloud BPM, especially since the Cloud facilitates moving the responsibility for validating transactions where errors are introduced.
  • Cross-department/cross-app “end-to-end” processes: here the white space is in the process integration (system, but more importantly human integration) to bring together in a cohesive whole the sub-processes served by different departments and/or COTS apps, yet that need BPM to make the end-to-end process truly efficient by enabling end-to-end visibility and management.
  • Strategic excellence processes: these are customer-specific processes that embody the unique characteristics and value-add of leading organizations. Only BPM allows adhering to the value generation processes that are most differentiating for an enterprise. This is a case where generic process accelerators may not cover the process, yet provide patterns, services, and inspiration that enables higher levels of excellence and increase speed and agility of these strategic processes.
For some BPM believers process accelerators may take away the sense of adventure of taking a path towards the unknown, of starting with a white sheet of paper and ultimately invent a unique solution. However we also have the responsibility of delivering more value for more organizations, of evolving and expanding the BPM industry, and most of all of helping customers maximize BPM’s value. Understanding how to endow BPM with a more repeatable model is a mission we can’t ignore: one-off successes are personally rewarding, but firefighting is not the best way to expand a sustainable business.

Friday Sep 27, 2013

Oracle OpenWorld Session: 5 Easy Ways to Modernize Applications with BPM

With time, gap between the enterprise application and the business need widens.  How can we make sure that enterprises are able to leverage their existing enterprise investments while offering new and unique capabilities that the Business requires?

This session discussed 5 ways BPM can help bridge the gap between what your business demands and what applications can provide.

In this session, Fred Stern from Flextronics discussed how BPM helped them stay current and competitive in their business by applying value driven approach to automate, streamline and standardize global business processes.

Some of the challenges discussed included standardizing processes, limited visibility, slow responsiveness, multiple ERP’s, high costs, audit and compliance.

With Oracle BPM Flextronics was able to create a global standardized view of the different business processes integrating over 15 different ERP systems. This allowed them to reduce the average time to process transactions by 4X times reduce the cost to process invoices by 10 times and importantly ensure zero audit findings since the process was implemented in BPM all while managing continuous process improvements.

To make BPM initiative successful Mr. Stern suggested getting executive buy-in early and keeping focused on the end state of your BPM initiative. Collaboration and communication are essential. Make sure you include end users in the process.

Oracle BPM helps you to modernize and extend your existing applications in following 5 ways:

  1. Enhance visibility into the end-to-end process across applications
  2. Improve the business responsiveness – like faster time to market and quicker response to customer issues
  3. Eliminates the need to do brittle customizations in an application, you can do those in the BPM layer and keep your organization agile.
  4. Create and deliver effective customer experience that may also include including the Mobile and Social engagement as a part of your process.
  5. Last but not least, improve end user experience by providing unified dashboards, tasklist and UI

To learn more visit Oracle BPM Resources and Oracle AppAdvantage webpages.

Oracle Open World Session: Managing Knowledge Worker Processes

Case Management as an approach to managing unstructured processes has been gaining of lot of interest. Drivers for this increased interest stems from the desire to improve knowledge worker productivity  by providing a 360-degree view of a case while providing automation where possible without constraining the knowledge workers by using predefined process flows. This type of work has typically been left out of BPMN-based implementations and therefore has not been able to leverage the benefits such as audit trails, management and monitoring and governance and control.

With the addition of support for Adaptive Case Management to their Oracle BPM Suite, Oracle has added full support for building comprehensive case-based applications for managing unstructured processes.


I, along with Danilo Schmiedel from Opitz Consutling in Germany, presented a session  on Managing Knowledge Worker Processes at the Oracle Open World 2013  on Thursday, Spetember 26. I gave a brief overview of case management and compared it with traditional structured processes to explain when traditional process modeling may not suffice. I also presented Oracle's ACM features and how this new addition to the Oracle BPM Suite addresses unstructured processes.

Danilo Schmiedel, presented a customer case study where they used Oracle's BPM Suite with ACM to implement an Insurance Claims Management application that provides a fair degree of flexibility to the claims processors without losing control of the overall process.  Danilo explained the methodology and approach they used in analyzing and designing an adaptive case management application. He also showed how they were able to reuse the existing user interface of the legacy system and integrate it with the new ACM application thereby avoiding the need to retrain the end-users on using a completely new user interface.

Thursday Sep 26, 2013

Open World Session: Ensure BPM Success with the Right Methodology

Today morning (10/26/2012 between 11:00-12:00 pm PST), Monique Albrechet, Accenture BPM Practice Lead, Manas Deb, Senior Director and I (Meera Srinivasan) will be delivering an Open World session on how to ensure BPM Success with Oracle BPM Methodology. A key goal of BPM is to align processes with business strategy and objectives, identify ways to improve those processes and then enable tracking and monitoring performance for continuous improvement and optimization. The traditional water fall model of development does not work well for BPM which is all about iterative and agile development. Over the past several years, Oracle has gathered lot of experience helping customers implement BPM solutions. With this experience we have seen a pattern emerge of an ecosystem for building and deploying enterprise-wide BPM solutions.

Those patterns and lifecycle have been captured in Oracle BPM Method and mapped to the Oracle BPM Suite platform. The Oracle BPM Method is a customisable framework containing detailed procedures for practical use of the Oracle BPM platform to analyse, design, deploy, monitor and improve business processes. The presentation will cover these 5 distinct phases eac of which can be iterative:

  1. Process Selection – Identify process candidates that produce the maximum ROI for business process automation and optimization
  2. Definition and Refinement - The initial definition is the one-time adjustment needed to introduce the selected business process into the continuous improvement cycle; the refinement portion is the part that needs to be repeated for iterations.
  3. Technical Design and Composition – This is where BPM meets SOA and process requirements drive the generation and design of Business Services. It I also the phase where the different BPM Application artifacts such as process, UI and dashboards are wired together to produce a complete and ready to deploy BPM Application
  4. Testing, Deployment and Approval – This is similar to the traditional development lifecycle and covers aspects such as functional testing, integration testing and usability testing.
  5. Monitoring and Optimization – BPM is all about continuous process improvement and this phase covers identifying improvement opportunities for the next iteration.


We hope that you are able to join us for this session, and please do try to attend Prasen Palvankar’s session on dynamic case management:
Managing Knowledge Worker Processes, Moscone West 2020, Thu 3:30-4:30 PM

Tuesday Sep 24, 2013

Oracle Open World: The Path to Process Excellence: Notes from the Trenches

We always say that BPM is not just a one-time application development project but about continuous process improvement. Organizations that have success with BPM have evolved their BPM initiatives from a single project to an enterprise-wide program.

In this session, we heard from three industry leaders and Oracle Unified Business Process Management Suite customers who have traveled the path to process excellence. These customers shared their experiences and best practices for developing a successful BPM program.

First up was Seven Butz from Siemens AG, Germany accompanied by Benjamin Huskic from Opitz consulting. They talked about 30 human resource processes that they developed, and integrated with ERP system, to have better visibility and transparency for HR processes. Currently they have approximately 140,000 users in Germany and with 200,000 process instances initiated in a year.

Next we got to hear from Alejandro Alba joining from the leader in contract manufacturing and business process leader Flextronics from Mexico. Working with hundreds of suppliers, manufacturing units, and customers requires processes to be highly efficient. Since the business changes constantly, processes need to be agile. With many acquisitions, it becomes a challenge to consolidate systems and create consistent and efficient processes. Oracle BPM helps them in creating such agile and efficient processes reducing the processing costs and ensuring compliance.

Last but not least Shakir Awan from San Joaquin County took the stage and spoke about modernization of Law & Justice applications at San Joaquin County (SJC) using Oracle BPM. They won “BPM Excellence Award” from Gartner for being “Best BPM Organization”. Today SJC is processing 240,000 court cases electronically and managing 500 daily citation payments on-line. They have also realized quick time to develop applications with new Interfaces built in 1/6 the time saving 20 weeks per Interface and developing applications in 3 months versus 12 months with traditional tools. They are also deploying Oracle Process Accelerators like travel request management.

Some key takeaways from the session:

§ Think big but start small.

§ Get top management sponsorship, ensure business alignment.

§ Plan data modeling, design patterns and testing strategy.

§ Measure your results, revisit or establish KPIs early in the project.

§ If your organization has six-sigma methodology in place, align BPM with it

§ Different layers of the architecture change at different pace, design accordingly. Keep process, rules, integrations, data objects independent so that if you have to change one you do not have to change all.

To learn about more BPM sessions at Open World check out Focus On document

San Joaquin County: The Path to Process Excellence

San Joaquin county presents their award winning BPM solution with Siemens and Flextronics to showcase that BPM is far more than a one-time application development project. Come and share notes from the trenches on continuous process improvement and analyze with us how successful BPM evolves from a single project to an enterprise wide initiative. You will hear from customers who have traveled the path to process excellence by adopting Oracle BPM to manage the business processes across the organization. Learn best practices and participate to develop your own successful BPM strategy. 




Title: The Path to Process Excellence: Notes from the Trenches

Date: Tuesday, Sep 24, 2013

Time: 10:30 AM - 11:30 AM

Location: Moscone North - 130 CON8227  

More on San Joaquin County: 

San Joaquin County leverages Oracle to deliver better services to 650,000 residents

“BPM Excellence Award” from Gartner for being “Best BPM Organization”.

Monday Sep 23, 2013

Alliance Data Creates Smart Process for Capital Expenditure Request

Open World Session: Achieving End-to-End Business Visibility with BPM and Business Intelligence

In this session Harish Gaur, Director Product Management discussed how dynamic enterprises are beginning to forge links between processes and data, particularly in the areas of operational BI and decision-intensive processes.

Bringing together BI and BPM can deliver holistic visibility to an organization across three dimensions: real-time monitoring, historical insight, and prescriptive analytics.

 Harish invited Brigette Vinton - Director of Corporate Accounting, Alliance Data to discuss how they are using BPM and BI to manage their capital expense reporting process. Alliance data processes required complex authority verification for the capital expense requests and needed the authorizations to be pulled from PeopleSoft system.

The process is flexible so that only required authorizations and approvals are initiated and process owner can also add more people to the process in case additional approvals are required.

Once the expense is approved, it is not the end. The system monitors actual versus approved expense and if there is 10% more expense than was approved, it decertifies it and initiates the process and puts the capital expenditure back into approval chain. The application had email notifications, mobile capabilities as well as well designed reports for transparency of the process. A great story on how Oracle BPM works with Oracle BI and PeopleSoft ERP.

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