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e- Financial World Expo 2004. Mike Forster CEO & Chairman, CommerceQuest. Uncertainty and Business Process. Compliance now a critical operational risk. Ex-CA CEO Kumar pleads not guilty Kumar arraigned on fraud, obstruction of justice charges regarding revenue accounting.

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E financial world expo 2004

e-Financial World Expo 2004

Mike Forster

CEO & Chairman, CommerceQuest


Uncertainty and business process

Uncertainty and Business Process


Compliance now a critical operational risk

Compliance now a critical operational risk

  • Ex-CA CEO Kumar pleads not guiltyKumar arraigned on fraud, obstruction of justice charges regarding revenue accounting.

  • September 23, 2004- Former Computer Associates International Inc. chief executive Sanjay Kumar pleaded not guilty Thursday to charges of securities fraud and obstruction of justice, stemming from a two-year investigation into accounting fraud at the company. Former Computer Associates International Inc. chief executive Sanjay Kumar pleaded not guilty Thursday to charges of securities fraud and obstruction of justice, stemming from a two-year investigation into accounting fraud at the company.

  • Enron's Lay fights back

  • Former Enron chief tells Larry King he's responsible for Enron, but not for hidden criminal conduct.

  • July 12, 2004 - Former Enron Corp. Chairman and Chief Executive Kenneth Lay said Monday in a television interview that he takes full responsibility for events at Enron -- both the positive and negative -- but denies he is to blame for criminal conduct that caused the collapse of the Houston energy giant.


Compliance now a critical operational risk1

Compliance now a critical operational risk

  • Feds Chase TomoFederal authorities have put a bounty on ex-Symbol Technologies CEO Tomo Razmilovic

  • September 10, 2004 - Federal authorities have put a bounty on ex-Symbol Technologies CEO Tomo Razmilovic, who fled from securities fraud charges to Sweden earlier this year. The U.S. government is offering a $100,000 reward for information leading to his arrest and conviction. Razmilovic is among "the most wanted" by the U.S. Postal Inspection Service, which posted a reward notice for the 62-year-old former exec yesterday on its Web site.

  • Former HealthSouth CEO indicted

  • Scrushy pleads not guilty to all 85 counts in connection with alleged $2.7B corporate fraud scheme.

  • November 4, 2003 - Former HealthSouth CEO Richard Scrushy was indicted Tuesday on 85 criminal counts stemming from a $2.7 billion accounting fraud at the physical rehabilitation company.


When it really backfires

When it REALLY backfires

  • PRESS RELEASE

    • The Royal Dutch/Shell Group of Companies (Shell) today [29/07/2004] announced that it has reached agreements in principle with the United Kingdom’s Financial Services Authority (FSA) and the staff of the United States Securities and Exchange Commission (SEC) to resolve their pending inquiries related to Shell’s reserves recategorization.

    • In connection with the agreement in principle with the FSA, Shell will agree, without admitting or denying the FSA’s findings or conclusions, to the entry of a Final Notice by the FSA finding that Shell breached market abuse provisions of the UK’s Financial Services and Markets Act 2000 and the Listing Rules made under it.  In connection with the proposed settlement, Shell will pay a penalty of $17 million.

    • In connection with the agreement in principle with the SEC staff, Shell will consent, without admitting or denying the SEC’s findings or conclusions, to an administrative order finding that Shell violated, and requiring Shell to cease and desist from future violations of, the antifraud, reporting, recordkeeping and internal control provisions of the US Federal securities laws and related SEC rules.  In connection with the proposed settlement, Shell will pay a $120 million civil penalty and has undertaken to spend an additional $5 million developing a comprehensive internal compliance program.  The agreement in principle with the SEC staff is subject to final approval by the SEC. No further details respecting the proposed settlements will be released at this time.


And some use process as competitive edge

And some use process as competitive edge

  • Vision & Values

    Customer satisfaction and constant innovation in products and services are the core values of our day-to-day work.

    • Dynamism: Initiative and agility to discover and make the most of business opportunities before our competitors do and agility to adapt to market changes.

    • Strength: Through the solidity of our balance sheet and prudence in risk management, which are the best guarantees of our capacity for growth and for generating value for our shareholders in the long term.

    • Innovation: Constant search for products and services to meet the new needs of customers and which enable us to obtain higher profitability increases than our competitors.

    • Leadership: Spirit of leadership in every market where we operate, with the best teams and a constant orientation towards customers and results.


The last 25 years in business process

The Last 25 years in Business Process

1980s

Early 90s

Late 90s

2000+

Execution

Integration

End-to-End

Modeling

  • Focus on data accessibility

  • Quick Realization of Process Benefits Thru Visualization

    • Greater division of labour

    • Full managerial control of the workplace

  • Focus on automation/ decisions

  • Collaborative workflow within applications

  • Software and systems implemented

Focus on broader access

Enterprise Application Integration

Accelerate Business Velocity and Leverage Time As a Competitive Advantage While Lowering Infrastructure

Focus on business process

Web services

Service Oriented Architectures

  • Different data formats and applications

  • Multiple component models that don’t interoperate

  • Different network protocols

  • Difficult and expensive problems with software version control and upgrade management

  • Numerous independent system resources

  • Few front office applications integrated to back office

  • No Execution

  • No Measurement of Process Performance


What the analysts are saying

What the Analysts are saying

  • It’s no surprise then that BPM is quickly emerging as the moniker for the next Killer App in enterprise software. Few areas of software will receive more attention in the coming months and years than BPM. Yet the greatest challenges to the BPM market are the very forces making it so attractive.

Firms will need process integration servers that model and carry out broad business processes. … The adoption of packaged apps and the development of integration standards like Web Services, has primed the market for a new breed of BPM suites. Firms should start BPM projects today to design, execute, and optimize cross-function business processes.


What the analysts are saying1

What the Analysts are saying

  • Business Process Management (BPM) software brings together people, data and enterprise applications in efficient, adaptable and automated processes.

  • By 2005, at least 90% of large enterprises will have BPM…”

  • BPM software…”It represents the next level of business integration.”


The emperor s new clothes

The Emperor’s New Clothes

ERP

CRM

EAI

SCM

Workflow

Packaged Vertical Applications

DB Vendors


An organization s processes where does bpm fit

An Organization’s Processeswhere does BPM fit?

Enterprise BPM

Packaged Apps

Generic processes

BPM

Unique processes

BPI

EAI


Business process management fills the process gaps

Business Process Management fills the process gaps

Enterprise BPM Layer

Enterprise BPM

Innovation Xcelerator

Operations

Back Office

Finance

Sales

Marketing

Customers

& Clients

Suppliers & Partners

Presentation (eg. Web, Portal, PDA, paper)

Integration Xcelerator

ERP

Back

Office

Branch

Office

Legacy

Oracle

SQL

DB2

Warehouse


Why bother what s the payback

Why bother? What’s the payback?

Money (More)

Effectiveness (Better)

Risk (Reduced)

Agility (More)


Why bother what s the payback1

Why bother? What’s the payback?

Means $ off costs or onto revenue

Process Efficiency

Process Effectiveness

Means greater customer responsiveness

Process Control

Means reduced business risk

Process Agility

Means staying/becoming competitive


How do should we measure

How Do/Should we Measure?

Customer Responsiveness

Throughput/ Speed

Individual Risk

Impact on Quality

Upstream/ Downstream Visibility

Utilization/ Capacity

Organizational Risk

Maintenance Costs

Speed to Change & Execute

Yield/Quality

Financial Risk

Duplication errors

Process

Efficiency

Process Effectiveness

Process Control

Process Agility


What we mean by enterprisebpm

What WE mean by EnterpriseBPM


Step 1 understand

Step 1. Understand

Business

Process Optimization

Process Modeler

Business

Process Monitoring

Business Process Analysis

Resource Modeler

Process Simulator


Step 2 implement

Step 2. Implement

LINKS

COMMAREA

All Data Types Supported

Any CICSCA program

PM4CICS

FEPI

LINK 3270

LUO/LU23270/BMS

SOAP /

XML

or

WMQ /

HTTP

Interface

Meta Data Repository

Interface Drivers / Adapters

IMS CICS TPF

LU 6.2APPC

IMS CICS TPF

Process

Coordinator

VSAM

CICS

IO

KSDS ESDS

RRDS and AIX

Existing MQ

CICS TS

TDQ

Dynamic XMLTranslation

SQL

DB2

DB2 StoredProcedures

DLI

PM4CICS

IMS

Process Execution Manager (PEM)

Process Integration

Business

Process Execution

Business

Process Integration


Step 3 improve

Step 3. Improve

Process Monitor

Business Process Simulation

Business Process Modeling

Business Dashboard


What we mean by enterprisebpm1

What WE mean by EnterpriseBPM

Business Dashboard

Process Monitor

Business

Process Optimization

Business

Process Execution

Business

Process Monitoring

Business

Process Integration

Business Process Analysis

Business Process Simulation

Process Modeler

Resource Modeler

Business Process Modeling

Process Automation Modeler

PM4CICS

PM4OS/LSPM4Data

Process Execution Manager


Summary

Summary

  • BPM helps organizations improve their most complex & unique business processes

    • and provide the proven business integration hooks into ‘generic’ process areas

  • Providing a framework for continuous process improvement

    • with up-front, measurable, cost/benefit analysis/simulation BEFORE implementation

  • Bringing process improvements in 4 areas

    • Efficiencies

    • Business Integration

    • Control, which reduces process risk

    • Business agility


  • Better processes win every time

    Better processes win every time


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