Xmpro Version 6 Introducing The Next Generation Bpm For Intelligent Business Operations
Can your business benefit by actioning all or any one of the following?
Better business decisions
Empower knowledge workers to act in a non-prescriptive way on contextual knowledge within...
Transcript
Can your business benefit by actioning all or any one of the following? - Better business decisions - Empower knowledge workers to act in a non-prescriptive way on contextual knowledge within... thank you and welcome to this webinar
which introduces x-impro version 6 which
is we feel the next generation of
intelligent business process management
switch suites for intelligent business
operations and i'll explain as we go
what we mean by that
and we actually sort of see it as ibus
or
our intelligent business operation suite
so exam pro bank forward
is has grown from from version five and
the features that we'll be covering
today are essentially what we call
version six ibus features i'm not
covering the basic bpm functionality
you can ask one of you can ask us or one
of our partners to do a full
presentation on the powerful features of
xm pro
that it's got currently in
up to version five all the standard
process management workflow what we'll
be focusing on today is really what
makes
version six the ideal platform
for your intelligent business operations
and what does it mean in the first place
and to understand a little bit more of
what intelligent business operations
mean i just like to touch very quickly
on something that i picked up
from garten at the gardener id expo and
essentially
what janelle hill was saying
is that
right now we are right now in business
there's so much
there's newer technologies including
social media context aware technologies
cloud environments intelligent phones
and devices and all of these rev and
revolutionize the way that we work so
the way that we work is actually
changing
and what gartner is saying is
enterprises have not yet empowered
frontline employees to dynamically
adjust their work in progress
in response to the contextual
opportunities or threats and
software has barely been applied to
knowledge centric work
decision making
risk assessments pattern seeking
matching
group collaboration all of those have
been supported as point solutions up to
now but there's been nothing that brings
it all together
and right now
with the leading economies that are
increasingly dependent on service based
industries
it's becoming heavily dependent on
knowledge work information and knowledge
workers and these people are overwhelmed
with data and choices that's where we
find ourselves and most of our customers
at the moment so
what is business and
what is intelligent business operations
to me it's a state of business it's not
really something you can buy it's not a
methodology it's really just a state of
where the business is it's almost like
the bpm maturity curve or any one of
those maturity curves that takes you
from a level zero to a level five
intelligent business operation is a
state in that process
and the way that we achieve that is by
leveraging some of these things that are
now available and when you look at them
essentially there's three main
components to what i see
intelligent but what gives you the state
of intelligent business operations and
the first one is to
be able to cater for knowledge style
work that means not everything can be
structured
you need to have structured and
unstructured processes in
organizations secondly
those processes also need to be dynamic
so there's a convergence of
of unstructured there's a requirement
for dynamic rules based rather than flow
based workflow driven we would
there's a requirement of event driven
actions and these event-driven actions
are actually working towards a business
goal the kpi
one of your
balanced scorecard
kpis or something like that it includes
predictive analytics it's trying to
understand what have we done in the past
looking at process mining and combining
all of this to be able to
dynamically change
based on the context and the information
that we have at that point in time and
something else that we are all aware of
but we've not been able to capture as
part of as as part of our the way that
we do business is to include those
social conversations around the water
cooler
and they essentially in and around
business transactions what we mean by
that some conversations happens around
business how do we improve ourselves
others happen around
very specific transactions
so
what are the benefits of intelligent
business operations the first one is
really just better business decisions
what we don't want to do is actually
force someone down a a specific path
when they have better contextual informa
when they know the context of a process
all that we want to do is give them as
much information as we can at that point
in time for them to make better
decisions so what we want to do is
empower those knowledge workers and we
want them to act in a non-prescriptive
way
if you take a factory style where
everything works in a very prescriptive
way and it's well worked out and there's
a
a a a
a jet principle or anything like that
just in time um it's it's worked out to
the to the finite element of of what
every work activity should take how long
it should take what the next one is
knowledge workers don't work like that
they don't want to work in a
prescriptive way because they have
contextual knowledge but we still need
to put that into some control framework
we can't just let them loose and do
anything that they want to and in in
exon pro version six we will show you
we'll demonstrate um how we control how
we do some of these
principles that we talk about here
a lot of companies have spent a lot of
money on business intelligence tools but
what you want to do is make those
business intelligence insights
actionable what do you do with the intel
that you're gathering how do you action
it how do you make sure things happen
with it how do you how do you make sure
people look forward and use it rather
than just looking at a rear view mirror
business intelligence dashboards can be
almost like a rear view mirror it shows
you what happened if you want to take if
you want to make it actionable you need
to take those business intelligence
elements those insights and actually
make them part of the process going
forward so that you can actually look
forward instead of looking
backwards and then lastly we will also
the other benefit that we get out of
intelligent business operations is that
we we can actually improve the
collaboration by harnessing the social
interaction now there's many ways of
people socializing and we're trying to
capture some of them as part of the way
that we that we work we want to get
better at getting work done which is
essentially what xmpro is all about so
just once again to to
emphasize the three elements of
intelligent business operations that
exxonpro address is the ability to have
unstructured processes
to have dynamic processes
and to have social processes
as i go through the
the presentation will actually show you
these three elements in terms of how we
handle them in version six so to start
off with unstructured processes and as
you'll recall i said structured and
unstructured processes are there to
support a knowledge style work
gartner has come out and said 80 of work
is unstructured so
and and that is primarily in the
knowledge worker space so this is where
people sales people
customer service
right down to to
financial
office
chief marketing officer office all of
those
processes are actually there's a whole
lot of unstructured work in after fact
we actually find that that there's more
of a hybrid model that 20 percent of a
process
is structured and 80 of a process is
unstructured so we it's not just that
you can discreetly say or or
quite easily define which processes are
are
structured and which are unstructured
you always in many instances you
actually find a combination of those
processes that are that are like that
and what you also find is when you look
at real world business processes there
are generally more exceptions than rules
that means if you're going to try and do
take a workflow based approach where you
draw out the you draw the flow of how
this thing will work you're going to
find that with all the exceptions you're
going to run out of paper
unstructured processes say we have a
collection we have a container
and for a process and we can call that
customer onboarding for example and in
that container we can put all the events
that can that can occur and we can
sequence them as we need them we talk
about we sequence them at runtime rather
than at design time so we don't design
the flows but we do put those process
elements in there
the other one is that knowledge workers
have context people have information and
they make decisions based on that and
based on that they want to determine the
routing so for example a salesperson
will know or may have read or
that there's a issue with a
current
prospect that is going through a um
a customer onboarding process
um they may have read in the paper heard
something on the tv news and what they
want to do is actually do a credit check
right there and then so instead of
waiting for the prescriptive workflow
that says
you have to do it in step six we
actually want to do it right now so
knowledge workers have context what we
want to do is enable them to make better
decisions so
when we look at dynamic and all of those
processes so those elements we will
actually also introduce some of the
analytics
that we have
but right now we just want to make sure
that people have the option
based on the information that they have
to route it to a different place
so if we look at
an unstructured process one of the
challenges that we have found is
knowledge style work
if you use email or any one of those
other
ways and means of trying to manage it
that you actually don't have an order
trial of this knowledge style work you
only you only have order trials
of the discrete workflow based work that
you have but none of this work this
knowledge style because the tools up to
now haven't been able to support that so
if you've got a underlying workflow
engine as the as the driver for your for
your process management
then you can't cater for this knowledge
style work
customer service is a typical style of
this
what we call knowledge style so
it depends on what the customer
what the feedback is
what the possible resolutions are what
the what the routing will be so the
routing is not always discrete you can't
say or predefined that we will always go
down this route it really depends on
feedback information and all of that
that will determine the next step so
that is a case style approach um add-up
data entry uh one of the custom
customers
that we have is a large um
funeral home service
and i have
they receive a broad range of
of data
as part of the onboarding process
information can come
in in
an unstructured way to them so there's
different information around who's going
to pay the bill there's different
arrange information around actual
funeral
arrangement there's different
information around
the deceased details
there's a whole lot of different type of
data and we can't dictate the fashion or
the sequence that we got that we are
actually going to
get that in information so that is also
a case style so at any point in time we
can jump around
and add information to that the other
one
is is social listening so an example of
that is we take we monitor twitter feeds
or something like that
for reputation management and we
and based on that depending on what the
twitter feed actually says someone needs
to read it and then based on that it
needs to be routed by
for action to to to the appropriate
place and that is also an unstructured
process because it's really dependent on
what the information also what the what
the initial
message was and how we take it through
the resolution process even inside that
resolution process there's multiple
options depending on what the outcomes
are so this is those are typical
unstructured processes that we find
ourselves working in
if we look at a quick example of
what we call a
unstructured process in version 6
i'm just going to hand over the
keyboard here quickly to
gavin he's got the software and i'll be
talking on that so i just want to pass
it on to him
okay
double check that we can see
the right screen great
so as you can see
in order to explain what unstructured
processes look like and i just quickly
want to touch on what a structured
process
typically looks like so
what we've got on the screen is our xm
pro
xm designer so this is where we build
processes and at the back you can see
there's a
physio based diagram and that diagram
has got structured custom onboarding so
you can see there's a discrete flow and
there's a specific path or routing
um
that it
has to step through
those are about those only 20 of
processes that we have in our in in
organization if we look at a typical
unstructured process so the previous one
was customer onboarding and we took a
very structured flow very basic
in this instance what we're looking at
is unstructured of what we call
opportunity management so for example we
so we
we
respond to tenders rfps rfcs all of
those sort of things rfqs
so we we respond to uh to those and we
see those all as opportunities so this
is a sales based process and what you'll
see there's a whole bunch of events now
from x and pro point of view
we now refer to to this canvas that you
see as our process container and we can
add events to that so there's a whole
bunch of events
that we can that we can add
those events are
typically a process starts with
something like start opportunity but
then there's a whole bunch of events we
consider bid committees there's
technical reviews there's actual
proposal presentation there's project
costing there's conducting credit checks
there's
margin approvals also all sorts of
things right now the credit check
uh is is at the end of the process uh
what what gavin's going to do he's just
going to move it
so as you'll see right now
credit check is just one of those
options that will come through
that you can
as part of
the later stages of the actual
process what we're going to do is we're
actually going to
include so we would like to dynamically
to the start process we would
dynamically like to add he's using our
dynamic allocation logic which we call
dull
and
without
drawing flow diagrams or anything like
that you'll see
so as you can see um the credit check
just still sits there as an event
and but if you refresh this you'll see
on the right hand side we now have
credit check
as an option uh without so we've not had
to do any workflow coding or set up a a
specific code for that so this is
opportunity management and in this
in this instance
i'm just going to put in a abn number
there in any number
now there's a couple of business rules
behind this thing that says if it's a
new customer
and it's a new segment and it's new
technology and the value is more than
something then it will always have to go
to a big committee it can't be done by
the salespersons
um
you'll see right there it's now it's it
doesn't mean that it has to go to the
bid committee right now you can set it
to do that it just means before this
process will be completed it will have
to be seen by a bit committee if we
change some of the other parameters so
we make the value less and we also say
it's not a new technology and it's not a
new customer
in this instance you will see that i
just make that a
lesser amount what you'll see is that
it's not a that
contributor what the threshold was
that we said in here as you can see the
threshold is probably about five
thousand dollars
um so everything about five thousand
dollars will have to go to a bid
committee it's going to put in some
comments there
so
so on the right hand side the action
items that those are actually
the um
the the the dynamic
buttons that that exam in xm pro version
six what that allows you to do is
dynamically have as many buttons as you
need for a unstructured process so i can
if it's a structured process it'll only
have one button and you can only go one
or two routes if it's dynamic with that
dynamic allocation logic we can actually
expose all of those
elements that were shown on the flow
diagram you can actually expose all of
them what gavin's doing now is just he's
just adding some documents to this so
there's some opportunity documents that
came in with that
so what he's going to do now is actually
send it off
for a credit check because he has
contextual information he knows that he
read something in the paper about this
airline the blue bean airline or
whatever
the um
so
he's now going on to um
logging in as mark smith who is the
financial
controller who actually does the
credit check
so in his to-do list
and the case
he's got a task and in that task
in terms of function as standard process
functionality we're not covering
any of that in this webinar if you want
to understand how the routing the the
options the audit trials the integration
all of that works
then please contact us or one of our
partners and we can demonstrate that to
you so what kevin's doing here let me
just kevin just go back to the top of
the screen so we can just explain
um
i just want to explain um this is the
credit check forms in that it's brought
in information from the previous
screen
there we've got a web service that does
a
a currency conversion before we actually
submit this to dun and bradstreet we
want to so this web service goes off and
uses a web-based service and right now
as of today we're getting 92 australian
cents for one us dollar
which is not great for us exporting from
australia
and so instead the two thousand dollars
from our credit point of view
is now only
1800 that needs to be
approved on on our side what you'll see
is because we've not reviewed it that
button shows not reviewed so i can
submit this and it'll it'll it will
trigger a different
review process if i want if i do the
credit check right now so what it'll do
if you use the web service go to dun and
bradstreet come back give it a credit
score and you'll see in terms of our
business rules this is now a positive
review so that dynamically changes
if you open the case file the documents
that were associated in the previous
steps are all there so you can see the
documents that are now that can be
sharepoint based or they can be
file-based
so that's all stored in there
the positive
review
sort of leads me into all the the change
of the button to positive review
actually leads me into
into the next
component of
what x and pro does if we look at
dynamic processes so as you saw that
button dynamically changed so based on
the context or conditions that button
actually changed so what does dynamic
mean well by dynamic when we say that
that's rules based event driven actions
the example that you saw with a vizio
diagram with all those activities that
were not linked those are all events
that all discrete events each of those
events have their own screen they have
their own data integration they have
their own rules
and we can dynamic or
we can dynamically or
in an unstructured way sequence them
when we need them
a key another key part of it is that
these dynamic
processes
utilize things like predictive analytics
process mining and business intelligence
to make it more goal oriented so
essentially what it does
it provides
agile flexible processes that are still
managed by a set of rules so this is
more a rules-based or
rule engine approach with a whole bunch
of events that can occur
so we still work within rules it's not
just anyone do what they want
especially when you look at compliance
governance those sort of things and so
this rules framework that can
dynamically adjust
uh based on the events of the of the
context of the process like you saw when
we did the credit check
it immediately came back with the credit
score and based on the credit score the
button uh changed and it it actually now
goes down a route for where there was a
positive
approval the other
the other element um which we will
demonstrate uh when we show you some
dynamic processes is the ability to
advise next best action using data
mining and predictive analytics all that
that means is we can go and look at the
historical
or previous processes and say what did
someone do with the same set of
conditions when they had the same set of
conditions
what what was the
what actions were taken at that point in
time so it gives you guidance
and i need to stress it's guidance it
doesn't take over the workflow it
doesn't change the you still have the
ability to make the decision
and that is a key element of of a
of
intelligent business operations you
provide the intelligence to people but
you still rely on them to make those
decisions you have the order trials so
you can see what decisions were made and
that is actually what we use those we
can mine that data and we can actually
use that as part of
of
the ability to advise next best actions
you can also visualize process goals at
each step to guide the work decisions
now those process goals can either be in
the transaction or they can be
overarching for the overall process so
these are kpis every process should have
a kpi it doesn't matter what you do even
if you're doing remuneration
adjustments across the organization you
need there are certain kpis that need to
be um adhered to whether you
um whether it's sales whether it's
procurement whether it's operations it
doesn't matter processes and the best
way of looking at that is actually if
you look at a balanced scorecard balance
scorecard is built all around kpis
it's all around the strategy of the
organization so
that is typically something we would
that we would like to show people
when they are at a work step we don't
want them to go to a analytics dashboard
we want to embed some of those analytics
widgets into the actual process so that
they can see
what it is or what the current context
is and they can make better business
decisions
so when we look at
dynamic processes
they can dynamically change based on
events as i as i described
they are also context aware so it means
if there's a change
in
either internal environment or external
environment that you can manage it and
it's got built-in predictive analytics
so if we look at dynamically what do we
mean by dynamically change on events i
want to give you some examples so for
example we have data rules so it can it
can change based on certain data rules
so we can check
how are we doing against a budget and
when we get to 80 of
of our budget we can introduce
additional approvals or something like
that or on a sales budget as soon as we
hit break even point we we don't allow
discounts anymore um then we want to
maximize profit so the initial part is
is
around budget is actually to get a
just to make our number from a
break-even point of view and then we
want to change the rules and then we
want to maximize profit so that is one
way that a process can change if you
look at
there can be business rules an example
of that is a complex approval matrix
if you've got a
for example a banking client with a
complex approval structure for
procurement where they have 10 or 20 000
people that do procurement and they have
all these hr categories where people fit
in a and b and c and whatever and you
may require that two a's and a b sign
for a specific gl account that's quite a
complex approval matrix the challenge
that you have
and most of this can can be done
um
with with with some basic workflows the
challenge that you have is as soon as
if that complex approval matrix changes
every month like it does in a bank you
have people that move around leave and
new people that join so that whole
complex approval matrix
and with all the emerges and
acquisitions and putting departments
together and taking them apart we have
found that that is a really really hard
thing to manage
if you if you can't dynamically change
the process is based on on that so
that's one example where business rules
have an impact on how you dynamically
want to change it and then
lastly you want to use
social events to be able to change
processes and dynamically or escalate or
drive it to a different user so for
example if i was the insurance company
and i
on twitter put
carjacked help
i was hoping that someone would pick it
up and action it
so and i and based on the fact that it
is a distress word
um it will actually um elevate it other
than just saying xyz insurance companies
suck which is a different problem uh
from a from a social event so yeah
there's a whole number of ways that you
can actually dynamically change
processes
so that just means if you combine that
with unstructured unstructured it says
we don't have to follow a specific path
dynamics says based on context based on
things that i know
we will actually change so when we look
at context
so what happens if the exchange rate
changes you may want to as soon as
there's a exchange rate change you may
want to enforce a whole different set of
rules
and routing and logic
on
on your procurement sales or whatever
the processes are that are all impacted
by exchange rate changes
one one example is safer and and this
was one that i read um i store
storm impact on insurance call center as
soon as there's a big storm what you
want to do is you want to reduce or you
want to streamline that
that process of getting claims through
by just taking out a whole lot of
approvals and and and
complexity in in the process you still
want to have some controls but you just
want to get that call center going
without back without a big backlog
building up in it and then the other the
other context aware thing is so who's
doing the transaction if it's the md of
the organization it may have a
completely different route logic
business rules and everything so it
needs to be context aware around who the
person is that's actually doing the
transaction and based on that it will
prescribe certain rules flows
and even data that it may or may not
show them so that is typically what i
what what
context aware means when we look at
built-in pre predictive analytics it's
really
taking the investment that we've done in
our bi and putting that into the process
why look at bi separately
sort of a rear view mirror approach
and not put it into the actual processor
when someone's doing something for
example on my on my and this is the
example we're quickly going to show you
is when i do a approval for a
for for purchasing i can actually put
the graph out of sap or oracle or
ax or whatever financial system it is
that you use
we can actually put that graph into the
process so you you know immediately
whether you can approve it or not
you can add additional approval steps on
a threshold so what we so so
when that graph approaches 80 of
our budget we can introduce additional
rules or change rules based on that and
we can advise next best actions based on
this
predictive
analytics
this example in actual fact i think one
of the guys on the webinar at the moment
actually works on that
project where from a university
perspective they they get paid based on
grants
um
so they get grants based on students
that finish and one of the things that
you want to do that you want to predict
or want to find is actually students
that fall off
or that are showing signs of not
completing courses so you want to look
at and there's such such amount of data
as i said right at the start people are
actually overwhelmed by data so what you
want to do is is take the attendance
records the library records the
canteen records and all of those collate
that information and try and identify
those students that are that are that
are
showing
signs of of of that they will
potentially drop off then you can action
that and start processes to actively try
and engage them in in in the process of
um
getting them back in so that you can um
get your your your grants at the end of
the day the one challenge that you have
with that at some point in time the cost
of trying to get that student back
actually crosses over with the value of
money that you're going to get so from a
business point of view on your dashboard
you'd like to see when do we stop doing
this it's a great approach so it uses a
lot of
all this predictive
analytics and it can put it into the
process we can drive the process we can
try and get them
through consultation and whatever
mechanisms they use but at some point in
time we also need to say well this is
not not worth it so that is typically
applications
for this there are some questions coming
through for the webinar i'll answer them
at the end
so let's give you an example of a
dynamic process
in version 6 of ibos
and i'm just going to once again hand
over to gavin
and make him the presenter so he's got a
keyboard and mouse so as i was saying we
have a purchase
a purchase requisition process so you
can see there's actually three ones open
that's um he's logged in as tim clark
and them as
has got three you chose the first one
which was keith miller so if you look at
the history
you will see that keith was looking to
buy so as you can see xmp pro puts the
previous steps in line so the form so
you can actually see what was ordered
for 9 000
for a server rack
so we can just close the history
and there's a whole other functionality
and once again we can demonstrate that
to you if you're interested in a a
separate
presentation so what you'll see the
graph that has come through actually
draws the data from the financial system
so the erp or whatever you're using and
there's a budget of 22 000 we've spent
12 000 up to now there's another 2 000
currently committed in another
transaction sitting somewhere in the
approval stage and in this one you'll
see the requisition total corresponds
with the
graph element over there so based on
this
i can see that i will probably there's a
good chance of me approving this but i
would actually like to understand how am
i doing
but on my overall
experience management so
if i look at my process goal so the firs
the bottom
graph the budget goal is for that
specific activity for that specific
event that we're doing
the top one is my process goals so that
will stretch over all
for that whole transaction every single
time
you do an event that that graph will
show so in this instance we can see and
you can customize these graphs in the
back end of of x and pro
our designer we have a chart wizard you
build these um drag and drop with fancy
graphics so you don't have to worry
about to do that you know that's the
fact you can embed the widgets
from some of the the bi tools out there
you can actually embed those widgets in
there as well to give you that
information
but in this instance we can see that
we're currently spending in our our
budget is twenty two thousand dollars
sorry um
the budget is seventeen thousand dollars
uh
on that oh sorry thousand
seventeen thousand dollars and you can
see our monthly expenditure so i can see
right now for the last three months i
haven't really spent as much as i
as i have previously and i can also see
by department in terms of the three gl
codes that i am responsible for for
approvals i can see
my id expenditure at the moment is the
highest on hr spend the low so those are
kpis or process goals that i can now use
to drive
this process just one more thing that i
want to do i want to see what did other
people do when they were in a similar
position so i can look at the next best
action and what the next best action
does you can put
the checkbox anywhere that you want
but what you can do with the next best
action it will actually say out of the
previous 200 um
200 uh instances of a similar condition
same gel code or whatever the case might
be
what did most people do so based on that
i can see that a good 70 of the time
people actually approved it based on the
current conditions that we have right
now so you can use predictive analytics
to to to drive that um
uh uh
what what it is that
that you're actually going to do so that
gives you sort of a view of what a
a
dynamic process can look like obviously
you saw the the button changing
previously you can add additional
buttons as it goes
but what is really powerful is being
able to advise
and use
the the
predictive approach
and using
the business intelligence that we have
and also visualizing the process goals
and it's all around making better
business decisions with all of this
information we're not taking the ability
away from people to do to make a
decision we just give them as much
information as they need to actually
make good decisions
the last element
that i'd like to
talk about
is
social processes so as you'll recall we
had unstructured processes we had
dynamic processes and lastly what makes
intelligent business operations is
actually to take some of the
conversations
that we have in and around business and
it's
and
so to take the social conversations that
are in
or around the business and its
transactions what we mean by that
is sometimes we want to talk about
process improvement
for example other instances we want to
talk about a specific transaction
and we want to capture all of that
information
the other thing that we want to do is um
we want to be around the business so
when we're in the business we
or in the process itself it is all
around
what happens inside that process or the
transaction
around the business is by monitoring
social channels like what are people
saying on facebook twitter all of those
and turn those tweets into tasks there's
a separate webinar that we did
previously that goes into a lot of
detail showing exactly how the social
listener works and how you do reputation
management with that we also have some
great information coming up
around reputation management and how you
can do it for your organization
but
but right now i'm just going to show you
a very basic example of that what you
also want to do is and and that is so
critical is actually to capture the
social collaboration as part of the
order trial or the decision trail
you don't just want the emails flying
around the processes on the outside you
actually want those social
collaborations to be part of the order
trial so you want to be able to see
what was said why did we approve it
that we couldn't find in the previous
workflow based
approach so let's show you example of
that collaboration in
version six
quickly going to
and once again um
i've got gavin showing uh so i'm not
logged in as as um
as keith miller uh and what he is going
to do is under policy so in this
instance there was a policy control
sorry a policy change process someone
wanted to change
a policy and as part of that so you can
see in the in the history
of that you can see the history and time
and date stamp so this is the standard
history and
you can drag and drop and sort by people
so even with large volumes of
information it's quite easy to find
transactions
what you can see the icon the actual
icons differ so those are traditional
events or activity steps or process
steps and the one with the little orange
components are two people collaborating
and in this instance you'll see so we
had a we had a complete new policy
proposal form then coordinate the policy
proposal and then afterwards
in that step um
tim actually started
sorry keith actually went back and said
tim there's stuff that we need to do now
as you can see this is unstructured um
so these are conversations that become
part of the transaction so the so
when i look at the order trial of the
process
i can actually see the collaboration
around discussions that also was part of
this whole this this whole
approach so it's really a very powerful
way of capturing those
those social interactions and there's
even time and date stamps and all of
those go into the
full order trial so there's full time
and date stamps what is nice about this
is we can put some bi over this
and start looking at who are the social
collaborators should we actually include
them in the formal process or not
um and those are really business
decisions there's some uh
the
social
collaboration aspect
people can either be decisions sorry
they can be influencers
by by providing information or they can
be silent approvers you want to you want
to use your bi tools and actually go and
have a look at that
the other thing that you can do with bi
on unstructured processes while gavin's
opening this up what you can do with bi
on unstructured processes is actually
look at what is the real path that
people follow not the path that we
thought they followed but that's great
that's the other great thing with bi on
top of unstructured processes lastly i
just want to touch on
so
we have a twitter feed and that twitter
feed um picked up
example as a tag
um so with our social listener some
manthan said uh
said something he's watching the the the
webinar now what you want to do with
those you want to turn to tasks into
tweets now once again this is dynamic
and unstructured so depending on what he
wrote we
might want to send it either to customer
service to bookings to other bookings
was actually example that we used with
um with qanas so
depending on what it is that
that is saying we actually have a whole
bunch of
possible actions that can come out of
this and we can drive that dynamically
so we can listen
socially
as well
and then lastly i just want to want him
to log out as you'll see from a social
perspective xm pro version 6 has also
introduced the ability to log in using
you can use your gmail account your
windows live account linkedin twitter
yahoo and also other business
proprietary ones like sap
so we from a social perspective
processes are not limited to the
enterprise anymore it's on facebook as
well so
we'll be showing you our facebook app in
the not do to this in the future and
also show you how
you can actually run processes inside
the social world of facebook
just going to grab the screen back from
gavin
so
what we've shown you with version 6 is
that we can make better business
decisions
because we have context-based
information it can change dynamically we
show all this information on the screen
so we show all the business intelligence
predictive analytics all of that on the
screen that helps people to make better
business decisions which is a key a key
challenge for business right now it
empowers these knowledge workers to do
what they know best but still within a
governance framework that suits us
and it makes these business intelligence
insights actionable a lot of people have
spent a lot of money on bi and now we
take those things that you learn out of
that and actually turn those into
actions and it improves collaboration by
harnessing the social interaction that
means
uh we can capture those conversations
that we have
it's all about it's better business
outcomes so we can manage our kpis
xm pro version 6 gives you better
control of knowledge work
so you've got older trials of that it's
a better experience for the knowledge
workers because we're not forcing
forcing them down a specific route we
we empower them to still make
intelligent business decisions and in
the end this all means a lower cost of
business operations
thank you very much i see there's a
couple of questions
i'll just address this um
there's a question around if the input
from one business process is required as
input to another process how is this
supported in an unstructured process or
is this by definition what it
that that it is a structured sequential
process if the information um thanks
it's a great question if the information
from one process from one activity is
required in the other um it is quite it
you can still do that in a in a in a
dynamic way so
you can i'm trying to think how to
explain this from my
and not having the software open in
front of me to to do that
xmpro has the ability that you can
interrogate any previous activity from a
from the one that you're in right now to
interrogate what information it contains
at that point in time so even though i
can write it unstructured when this
event that i'm in right now requires
information that was captured in a
previous event i can interrogate that
previous
previous event from this one
so
it does not imply that it's a that it's
a structured sequential process
but you also need to look at this from a
practical point of view when you design
processes to say well if i'm going to
have an event that is that requires
information from my previous event
then i will need to make sure that the
previous event happened in the
prior to the one that i'm in right now
uh it may not be in a structured way you
may still have you still might do it in
a in an unstructured way so there there
may be multiple options of getting to
the one to the activity where i am right
now but if it does require information
um then
then you will just need to make sure
from a logical approach that that
initial one um
occurred i hope that answers your
question if not we can we can actually
show you um how it works what you'll
find with a lot of processes
is actually that there's a hybrid model
so the 80 20 as i said right at the
start twenty percent of the process of a
process twenty percent happens at the
start
which is the sort of the structured
let's log a request do a requisition do
something like that and then it goes
into the eighty percent of well let
someone decide what the next action is
and then it may actually go back into a
structured process in the end so
that in itself because it becomes a
hybrid is a is a by definition by
definition and unstructured process even
though it has
structured elements built into it so
that's one way of
doing it
sequential processes are something where
you redefine all the steps
and you actually draw a flow
in a
unstructured process you can still have
rules that determine sequencing but but
it but it means
but you don't have to draw the error so
i hope that that answers
your question if there are any more
questions um please
feel free to contact myself
or any one of our partners and we'd be
happy to show you how we do this
thank you for your time
Last updated