FIDUCIA IT AG, owned by banks and credit unions (Raiffeisenbank), is the largest IT partner in the cooperative banking sector as well as an IT service provider for private banks and other enterprises. With more than 45 years of IT experience in the banking industry, FIDUCIA is currently one of the largest employers in Karlsruhe, Germany, with 2.300 employees. FIDUCIA decided on Metasonic’s BPM Suite to optimize its business processes, initially concentrating specifically on the “internal requisitions” areas of various divisions at FIDUCIA.
For the selection of a suitable BPM solution, it was important that changes in customer market demands can be mapped quickly and easily and implemented immediately. Such changes include frequent revisions of interfaces between divisions, which, ideally, could be integrated immediately on-the-fly, while the process is running.
One of the goals was to eliminate the existing complicated and time-intensive coordination processes between the technical and IT departments to ensure a short time to market. Achieving these goals required the support of an intelligent process management system which allows processes to be changed easily and make them immediately available for execution again. Furthermore, all relevant data and applications should be linked flexibly. A linking mechanism of unique simplicity is precisely what Metasonic offers with its subject-oriented BPM (S-BPM) Suite.
As an initial project, FIDUCIA is first using Metasonic® Suite to describe and to execute procedural instructions, the so-called “how-to” level. All compliance specifications are integrated as well to ensure consistent documentation.
What is S-BPM?
Unique, simple, flexible and fast: S-BPM, a subject-oriented methodology for describing processes that is setting new standards in today’s BPM market. Its goal is to establish dynamic business applications quickly and easily and integrate them promptly and seamlessly into existing IT systems. The approach here focuses on the behavior of the individual participant (subject) in the process (This could be a human being or a machine). To structure and coordinate their collaboration they communicate with each other. A central control flow, a component of many other BPM tools, is no longer necessary.
Initial situation & associated problems
The lowest process level at FIDUCIA, the so-called “how-to” level, comprises all of FIDUCIA’s internal requirements, such as ordering processes, complaint management, awarding of contracts, approval procedures, maintenance processes, etc. The associated processes, however, were described very differently by their individual divisions. This led to the following problems:
- The amount of work required and the degree of necessity were estimated very differently.
- There was no direct connection between the description of a process and the workflow of a process.
- There was little transparency across the workflow and not much possibility of monitoring the process. Updating through the use of various tools was laborious.
- It was difficult to evaluate process costs.
- Internal demands were handled individually and supported by the use of more than 100 pigeonholes:
- no integrated interface for controlling the demand handler
- no possibility of optimization by realizing how often and where specific demands arise, and
- no obligatory, standardized workflow for the process of approving demands
Method and results
In close cooperation with the participating FIDUCIA employees, the pigeonholes for requisitions were gradually phased out, and models of the associated workflows (including clear correction structures) were created in Metasonic® Build, the modeling component of the Metasonic® Suite. Before the “Go Live” order was issued, employees were able to test and to improve the processes interactively with Metasonic® Proof, the validation component. Subsequently, FIDUCIA’s intranet was expanded to include a process portal with the help of the execution tool Metasonic® Flow. In future, all internal demands will be handled via this portal.
The revolutionary aspect of this approach is that the portal creates an optimal set of interconnections between employee, process, and IT. It already contains all of the basic data of the requisitioner and uses requisition forms which optimally support the communications workflow. This ensures that the recipient will have the most comprehensive set of data possible, which in turn reduces follow-up inquiries. The process owners in the approval process are actively directed to their tasks. Each process participant continuously receives a current and transparent overview of the approval and handling process. The demand volume can now be analyzed centrally and allows optimization measures to be compiled.
Another important point is that compliance specifications can be integrated into the process from the very beginning, so that each employee knows how to act in conformance with the rules. Each step is clear and documented.