Process Mining in ARIS PDF

ARIS
PROCESS MINING
DRIVES VISIBILITY AND OPTIMIZATION
Dr. Julian Krumeich

Senior Product Manager ARIS
INNOVATION TOUR 2018

November 14 | Stockholm
© 2018 Software AG. All rights reserved.

ARIS PROCESS MINING
DISCOVER THE REALITY OF OUR PROCESSES
Designed Implemented Executed

process process process
YOU CAN ONLY IMPROVE WHAT YOU CAN MEASURE!
Integrated Process Mining with ARIS

delivers transparency which is mandatory for a
successful process optimization &
business transformation
2 | © 2018 Software AG. All rights reserved.
DISCOVER AND ANALYZE END-TO-END PROCESSES WITH
ARIS
Involved
roles
Interaction Customer Back office Logistics Billing Finance
Mining service
Discovered
processes
Create Assign Ship Create Check

Process order order order invoice payment
Mining
data extraction
Generated
data
Order Assignment Shipping Invoice Payment

Application
systems

YOUR JOURNEY FROM PROCESS MINING INSIGHTS
TO TRANSFORMATIONAL SUCCESS WITH ARIS
DESIGN PROCESS IMPLEMENT PROCESS EXECUTE PROCESS

PROCESS OWNER APPLICATION OWNER LINE OF BUSINESS
ANALYTICS TOOL &
DASHBOARDING
VISIBILITY
PROCESS MINING & ANALYSIS
PROCESS MINING PROCESS ANALYST /
INSIGHTS PROCESS OWNER /
OPTIMIZATION MANAGEMENT
SUCCESSFUL
BUSINESS
TRANSFORMATION

ARIS PROCESS MINING. THE ANSWER TO…
“Where do we have
bottlenecks in our
credit card application
process at the
moment?
How can we
speed it up?”
5 | © 2018 Software AG. All rights reserved. For internal use only
ARIS PROCESS MINING
SPEED UP CREDIT CARD APPLICATION PROCESS
Discover process variants Get rid of “Long Runners” Establish the “Happy Path”
Get immediate insight into the variety of Spot process variants with long-running Identify so-called happy paths in your
process executions. Spot most frequent cycle times or recurring manual cycles process executions and implement
process variants and analyze their and interventions. Get to the root measures to establish them as the
impact on the process cycle time causes for this behavior and initiate to-be standard.
or any other KPI. actions to get rid of them.

DISCOVER
existing
process variants
EXECUTION
SEQUENCE
of selected
variant(s)
FULL VISIBILITY ON PROCESS EXECUTION

Select model or model elements for
CONTEXT-SENSITIVE INFORMATION
See CORRESPONDING
KPIs and start to analyze
VISIBILITY ON KPIS IN PROCESS DIAGRAMS

“What global
differences do we
currently have in our
mortgage lending
process?
How can we
harmonize it?”

ARIS PROCESS MINING
STANDARDIZE PROCUREMENT PROCESSING
Discover process Benchmark variants Conformance Check
Discover the actual execution Analyze and benchmark your Compare your to-be process design with the
sequence of your processes to process performance based on actual as-is execution in order to spot not
gain full transparency on arbitrary dimensions such standard-compliant process behavior and
process reality. as time or location. conformance issues.

PROCESS
PERFORMANCE
in different regions
PROCESS PERFORMANCE AT A GLANCE

Process
BEST PERFORMER WEAK POINTS
due to lean processes identified in
& HAPPY PATH behavioral pattern
BENCHMARK END-TO-END PROCESSES

Overall process
CONFORMANCE
RATE
Identified process
CONFORMANCE
ISSUES
CHARACTERISTIC
S of process
conformance rate
(e.g. time periods)
PROCESS CONFORMANCE CHECKING

“What are the

root causes for long
running purchase-
to-pay processes in
our organization?
How can we
improve it?”
ARIS PROCESS MINING
AUTOMATED PROCESS ANALYTICS BY ROOT CAUSE MINER
Automatically
identified
Specify your ROOT CAUSES
ANALYSIS
QUESTION


ANALYTICS TOOL &
DASHBOARDING
VISIBILITY
PROCESS MINING & ANALYSIS
PROCESS MINING PROCESS ANALYST /
INSIGHTS PROCESS OWNER /
OPTIMIZATION MANAGEMENT
SUCCESSFUL
BUSINESS
TRANSFORMATION


ANALYTICS TOOL &
DASHBOARDING
SIMULATE CHANGES PROCESS MINING & ANALYSIS

& ADAPT PROCESS PROCESS MINING PROCESS ANALYST /
CHANGE INSIGHTS PROCESS OWNER /
PROCESS ARCHITECT MANAGEMENT
REQUEST
ANALYZE IMPACT OF CHANGES APPROVE PROCESS CHANGES

SUCCESSFUL PROCESS DESIGNER/OWNER PROCESS OWNER
BUSINESS APPROVED
CHANGES
TRANSFORMATION
ONGOING PROCESS MINING IMPLEMENT CHANGES

PROCESS ANALYST / GO LIVE APPLICATION OWNER
PROCESS OWNER /
MANAGEMENT

“How can we identify potential

RPA activities in our process?
How to measure the effects
of automation projects
end-to-end?”

ROBOTIC PROCESS DISCOVERY
AI POWERED SOLUTION TO ACCELERATE RPA INITIATIVES
ROBOTIC PROCESS
DISCOVERY
• Collects data on user
actions and workflows
• Identifies which
processes to automate
• Generates automation
workflows directly in
RPA Studio

ARIS PROCESS MINING
PROCESS DISCOVERY: SALES ORDER PROCESSING
Discover process reality Identify automation potential Transparency on RPA
Reality check to identify as-is process Find frequent, repetitive and Analyze RPA-enabled processes, gain
execution and process KPIs standardized activities, differentiate transparency on RPA improvements
between already automated and (e.g. time saving, cost reduction, etc.),
user-driven activities spot shifting bottlenecks

STOP FIRE FIGHTING PROCESS BOTTLENECKS
BE IN FULL CONTROL OF PROCESS MANAGEMENT
WHY ARIS PROCESS MINING?
BRING YOUR PROCESS REPOSITORY TO LIFE

COMPLEMENT YOUR PROCESS MANAGEMENT LIFECYCLE
LIFT YOUR ORGANIZATION TO THE NEXT BPM MATURITY LEVEL
»Software AG focuses on the depth of process mining

functionality as well as on the breadth of operations.
Our survey revealed that Software AG focuses
significantly more than its competitors on
process models and contextualization.«
Source:
Market Guide for Process Mining, 2018

Dr. Julian Krumeich
julian.krumeich@softwareag.com
Senior Product Manager ARIS
Products: linkedin.com/in/JulianKrumeich
ARIS Process Mining & ARIS Process Performance Manager
ARIS for SAP Solutions twitter.com/JulianKrumeich
Special topics: +49 681 210 1230

IoT-driven Business Transformation with ARIS
Yara’s Process Optimization
Journey
November 2018
Our Mission Our Vision
Responsibly feed the world A collaborative society;
and protect the planet a world without hunger;
a planet respected
26
Our Values
Ambition Curiosity Collaboration Accountability
27
28
Born in Norway, we have pioneered agricultural
growth and production for over 100 years
1900-1905 1906-1939 1940-1959 1960-2003 2004-2014 2015
Birkeland’s Attracting Royal Extending Going Going public — Knowledge grows

invention attention our reach global industry shaper — providing
shared value
Birkeland’s discovery that New large scale production Stockholm is home to a Qafco JV established in March 25, 2004, Yara is
hydroelectric power could plants opening and under new sales office and the 1969. Yara acquires listed on the Oslo Stock
Yara´s knowledge,
be used to extract nitrogen construction in Notodden USA becomes a customer. companies in the Exchange. The tagline
products and solutions
from the air led to Norsk and Rjukan respectively The Glomfjord plant opens Netherlands, Sweden, ‘Knowledge grows’
grow farmers’, distributors’
Hydro opening December are visited by King using hydroelectric power Germany, the UK, France, introduced.
and industrial customers´
2, 1905. Chulalongorn of Siam. The to upgrade ammonia to Italy and China and businesses profitably and
plant at Herøya calcium nitrate and NPK. establishes an office in Yara offers solutions and
responsibly while nurturing
established in 1928. First Zimbabwe. Adubos Trevo work with public and
and protecting the earth´s
production of regular NPK is acquired in Brazil. private partners to create
resources, food and
fertilizer in 1938. profitable and sustainable
environment.
growth both for
shareholders, stakeholders
and society at large
29
We deliver a complete
portfolio of offerings
What Crop
Industrial Environmental
We Nutrition
solutions
solutions solutions
offer
Basic products
Ammonia Urea SSP Nitric Acid Nitrates NPK CN TAN
30
In numbers
More than Sales to about Revenue
17,000 160 NOK 93.8

employees countries Billion
(USD 11.4 Billion)
In 2017
31
Our global presence is growing
+17000
The number of
people we employ
+160
The number of
countries we sell to
+60
The number of
countries we
operate in
300 million 9000 800 20 million

people our products Retail outlets Agronomists on the The number of
help to feed ground farmers we work with
32
We sold 34.3 million tonnes of products and solutions globally in
2017
9.2
3.0
1.1 4.7
North
America Europe
12.0% 40.4%
2.2
0.2
Asia 7.1%
1.3
0.3
Africa 4.8%
11.4
0.8
Sales figures mill. tonnes
Fertilizers
Latin-
America
Industrial products & solutions
35,7%
%= total sales
*Ammonia trade not included
33
Our Journey with Software AG
34
Challenges
• Rapid expansion through various mergers and acquisitions in Europe

and Globally
• Operating multiple ERP solutions across the globe (SAP and SUN)
• Cost efficiencies essential in order to stave off competition
• Process standardization and streamlining for better use of resources
35
Proof of Concept
Order-to-Cash process was identified as a strong candidate for

optimization
36
ARIS PPM
• ARIS PPM was selected as the best tool to interrogate our YSAP system
for detailed insight into the Order-to-Cash (O2C) process in our
European market.
• Supported by highly skilled Software AG consultants in configuring

necessary the extractors and building a dashboard and reports to be
piloted in France.
• Successfully delivered on time and within budget. Well received by the

business with daily refreshes allowing deeper insight into specific
issues in the O2C process.
37
Findings
38
Findings
39
Conclusions
• ARIS PPM powerful tool for process mining but Yara required a supply chain harmonization
project before true value could be fully delivered.
• Initiated Yara’s Process Orientation journey
• Yara’s decision to adopt SAP best practice processes lead to the Procurment of IPR content
from Software AG also running a full reverse documentation of the Yara YSAP solution into
ARIS
• ARIS is now the accepted standard across all of Yara for Enterprise Architecture and Business
Process Design.
40
41
REACH
BUSINESS TARGETS
WITH EXCELLENT PROCESSES
Eric Roovers
Senior Director Transformation Solutions
Software AG EMEA

42© 2018
| Software AG. All rights reserved.
ENTERPRISE MANAGEMENT SYSTEM
PLATFORM TO ALIGN ACROSS ALL DIMENSIONS
ENTERPRISE
MANAGEMENT SYSTEM Define and share operating vision
EXECUTIVE Align and prioritise strategic initiatives
LEVEL
SERVICE Plan strategy execution
Design and analyse way of working

MANAGEMENT Track adoption and effectiveness
LEVEL E2E PROCESS Monitor efficiency and change progress
Easy, fast access to work instructions

WORKFORCE LEVEL PROCEDURE Active improvement feedback

ENTERPRISE MANAGEMENT SYSTEM
THE MANAGEMENT TOOLKIT
ENTERPRISE
MANAGEMENT SYSTEM Define and share operating vision
EXECUTIVE Align and prioritise strategic initiatives
LEVEL
SERVICE Plan strategy execution
Design and analyse way of working

MANAGEMENT Track adoption and effectiveness
LEVEL E2E PROCESS Monitor efficiency and change progress
Easy, fast access to work instructions

WORKFORCE LEVEL PROCEDURE Active improvement feedback

STREAMLINING STRATEGY EXECUTION
BUSINESS CAPABILITIES
Vision to Strategy to Implementation to Adoption to

Strategy Implementation Adoption Execution
Operating model design Service architecture Process automation Conformance tracking
Resource alignment Customer journey analysis Paperless work instructions Alerting
Prioritisation and planning Performance analysis Adoption tracking Performance tracking
Process design & simulation Attestation and feedback Compliance assurance
Process governance
ONE Cross-functional, Multi-disciplinary, Connected Collaboration PLATFORM

STREAMLINING STRATEGY EXECUTION
BUSINESS CAPABILITIES
Vision to Strategy to Implementation to Adoption to

Strategy Implementation Adoption Execution
Operating model design Service architecture Process automation Conformance tracking
Resource alignment Customer journey analysis Paperless work instructions Alerting
Prioritisation and planning Performance analysis Adoption tracking Performance tracking
Process design & simulation Attestation and feedback Compliance assurance
Process governance
ONE Cross-functional, Multi-disciplinary, Connected Collaboration PLATFORM

ANOTHER WAY OF LOOKING AT THIS
RUN CHANGE IMPLEMENT
Monitor performance Analyse customer journey Monitor IT development

Track conformance Align across functions Roll out way of working
Monitor incidents & issues Define automation targets Track adoption
Test controls Design & simulate process Gather feedback
C-SAT levels Change request processing Roll out/deployment

FOOP Design completion progress
CAPEX/OPEX Review and approval Adoption ratio
Inventory levels progress Attestations
Accidents E-SAT levels
Risk levels Effectiveness

MANAGEMENT TOOLKIT FOR RUNNING PROCESSES
PROCESS & BUSINESS KPIS ALONGSIDE WORK STANDARDS
RUN
Monitor performance
Track conformance
Monitor incidents & issues
Test controls
C-SAT levels
FOOP
CAPEX/OPEX
Inventory levels
Accidents
Risk levels

MANAGEMENT TOOLKIT FOR CHANGING PROCESSES
EXECUTIVE VIEW OF TRANSFORMATION OBJECTIVES
CHANGE
Analyse customer journey

Align across functions
Define automation targets
Design & simulate process
Change request processing

Design completion
Review and approval
progress

ANALYSE EXECUTION SCENARIOS
CHANGE


Design completion
Review and approval
progress

ANALYSE THE CUSTOMER JOURNEY
CHANGE


Design completion
Review and approval
progress

REDESIGN AND SIMULATE IMPROVEMENTS
CHANGE


Design completion
Review and approval
progress

INTERMEZZO:
CJM AND AGILE VERSUS BPM 😱
TL;DR
They are complimentary

CUSTOMER JOURNEY MAPS AND BUSINESS PROCESSES
TWO PERSPECTIVES
Customer journey
• Customer-oriented and focuses on the full
customer experience
• Considers all customer activities related to
experience even if not related to a service
• Provides CX requirements for internal processes
End to end process

• Customer-oriented but focuses on
aligning work internally
• Considers all required activities, including those
that the customer doesn’t see
• Combines CX with compliance, technical and
business requirements
AGILE AND BUSINESS PROCESSES
COMPLIMENTARY APPROACHES
Customer service
• CX is key
• Requires short-cyclic, iterative approach
• Continuously changing and optimizing
End to end process

• Multiple teams
• Multiple owners
• Multiple systems
Too complex for agile Process

Reusable internal service, e.g. BPM needed • Collaborative effort between multiple
“Customer Identification”
experts (business, CX, compliance, IT)
• Typically owned by another function
• Best developed in cyclic approach,
• Reused across many processes continuously optimizing
• Therefore, continuously changing and optimizing

AGILE AND BUSINESS PROCESSES
COMPLIMENTARY APPROACHES
• AGILE ensures that teams of experts collaborate on producing results quickly
within a narrowly bounded scope
• BPM ensures that services,

systems and processes
are aligned on macro scale
• Without BPM, AGILE

will reduce your ability to
execute because of
accruing misalignments
on macro level

BACK ON TOPIC 😁

MONITOR DEVELOPMENT PROGRESS
CHANGE


Design completion
Review and approval
progress

MANAGEMENT TOOLKIT FOR IMPLEMENTING PROCESSES
SHARE WAY OF WORKING VIA PORTAL OR MOBILE
IMPLEMENT
Monitor IT development
Roll out way of working
Track adoption
Gather feedback
Roll out/deployment
progress
Adoption ratio
Attestations
E-SAT levels
Effectiveness

MANAGEMENT TOOLKIT FOR IMPLEMENTING PROCESSES
TRACK ROLL-OUT, ADOPTION, FEEDBACK
IMPLEMENT
Monitor IT development
Roll out way of working
Track adoption
Gather feedback
Roll out/deployment
progress
Adoption ratio
Attestations
E-SAT levels
Effectiveness

REMEMBER THIS?

ANALYTICS TOOL &
DASHBOARDING

REQUEST

BUSINESS APPROVED
CHANGES
TRANSFORMATION

PROCESS OWNER /
MANAGEMENT

REMEMBER THIS?

ANALYTICS TOOL &
DASHBOARDING

REQUEST

BUSINESS APPROVED
CHANGES
TRANSFORMATION

PROCESS OWNER /
MANAGEMENT

ANALYTICS TOOL &
DASHBOARDING

REQUEST

BUSINESS APPROVED
CHANGES
TRANSFORMATION

PROCESS OWNER /
MANAGEMENT

SUPPLY CHAIN MONITORING & OPTIMIZATION
Manufacturing unit for

biotech food ingredients
1. High rate of late deliveries of raw
materials by vendor, resulting in higher
than desired safety stocks
2. Frequent interruptions in the frozen

part of the production planning, leading
to inefficient use of production capacity
3. Problems with achieving desired level

of delivery reliability to customers,
causing lower than planned customer
retention and revenue realization
An improvement program using ARIS was executed to find root
causes and solutions

LINKING PPI’S TO KPI’S PROVIDED REQUIRED INSIGHT
AND LED TO EXCEEDING BASE CASE RESULTS

ROBOTIC
PROCESS
AUTOMATION
WORK FASTER, SMARTER AND STRONGER!
Mirza Salihagic
Senior Product Marketing Manager
webMethods Dynamic Apps and Operational Intelligence

67© 2018
| Software AG. All rights reserved.
INDUSTRIAL ROBOTS
HAVE CHANGED BLUE COLLAR WORK

INDUSTRIAL ROBOTS
HAVE CHANGED BLUE COLLAR WORK

SOFTWARE ROBOTS
WILL CHANGE WHITE COLLAR WORK
4 million
ROBOTS
by 2021
doing office and
administrative,
sales and related tasks
SOURCE: "The Forrester Wave™: Robotic Process Automation, Q1 2017”

MANUAL ACTIVITIES CURB PRODUCTIVITY
PROCESS DELAYS, ERRORS, HIGHER COSTS
Work using Manually fill in Collect data from Spreadsheets,

paper forms digital forms different systems Power-Point slides
and retyping

ROBOTIC PROCESS AUTOMATION (RPA)
CAN HELP
REDUCE INCREASE
COSTS PRODUCTIVITY
ACCELERATE IMPROVE
PROCESSES QUALITY

DIGITAL WORKFORCE
PERFORMING RULE-BASED, REPETITIVE TASKS
TASK ASSISTANTS VIRTUAL WORKFORCE
• Robots live on users` DESKTOP • Robots run on the SERVER

• User can run the robot to complete a task • Human intervention only in case of exceptions
Transferring data Data extraction Mass email handling Reporting File processing
between applications and conversion (generation, archiving, and storage
and systems extracting)

USE CASES
ACROSS INDUSTRIES
Industry
Banking Insurance Manufacturing Energy Retail Utilities
Line of Business
Finance & Customer IT HR Sales

Accounting Service

WEBMETHODS RPA
TOP DIFFERENTIATORS
UNIQUE, PATENTED DESIGNED FOR HYBRID END-TO-END

TECHNOLOGY BUSINESS USERS SOLUTION AUTOMATION
• Ability to automate ANY kind • Designed for process • Support for attended, • Robotic Process Discovery
of application (desktop, web, experts with no unattended and hybrid • Integrated with Software AG
Citrix, legacy) programming skills. automation Suite of products allowing
• Faster implementation (one- • Automated processes are • Robotic and human implementation of any kind
shot recordings of easily created using the workforce interaction using of automation scenario, with
automation flows across visual approach and can be attended and unattended complex workflow, case
apps) augmented with extensive automation management, mobile, and
• Lower cost of maintenance advanced commands. process visibility.
(in case of UI changes)
ENTERPRISE WIDE
QUICK ROI
PROCESS IMPROVEMENT

RPA AND BPM
STRATEGIC APPROACH TO DIGITAL
BUSINESS AUTOMATION

DIFFERENT TYPES OF WORK
FROM STRUCTURED TO DYNAMIC
PROCESS WORKFLOW DYNAMIC CASE

AUTOMATION APPS APPS
EXAMPLE: EXAMPLE: EXAMPLE:

ORDER TO CASH REVIEW & APPROVALS COMPLAINTS MANAGEMENT
Structured
Dynamic

RPA AND BPMS CO-EXIST
HOW THESE TWO WORLDS COME TOGETHER
Departmental
RPA Analysts
Acceleration
NO CODE
SDLC Analyze Design/Code Develop Test Run
BPMS Transformation
Dev QA Architect API Manager Administrator

EXAMPLE Automated Task
LOAN REQUEST User Task
RPA
Manager
declined
Prospect Approved Offering

Four-Eyes
Clerk Principle declined
EMail accepted
Create
Proposal yes
no
Starts Risk? Proposal

Search Credit Send Proposal
the process customer submitted
Rating
in SAP

DYNAMIC APPS PLATFORM
INTEGRATED PROCESS, CASE & ROBOTIC AUTOMATION
RPA
MANAGEMENT
Virtual workforce Hybrid workforce Human workforce
WORK
LOW-CODE DEVELOPMENT
WORK AUTOMATION
ORCHESTRATION
DYNAMIC PROCESS Task
ORCHESTRATION
Start Task End
PREDICTIVE, CLOSED-LOOP
ANALYTICS
INTEGRATION
API Service Service API

MARKET LEADING
INTEGRATION
Adapter Adapter Adapter Connector
DATA SOURCES ERP CRM DATABASES CLOUD

CUSTOMER EXPERIENCE AND OPERATIONAL EFFICIENCY
THE WAY TO DIFFERENTIATE IN DIGITAL AGE
“The path to digital transformation goes

through user experience. The closer users
get to the processes, the faster and more
efficient they become, and the more user
satisfaction goes up. To get there, these
systems must meet the users on their terms
with consumer-like experiences across all
channels.”
Source: "Traditional BPM Gives Way To
Digital Process Automation, February 2017, Forrester.”)

IMPROVING EXPERIENCE
USE CASES ALONG THE CUSTOMER JOURNEY
CUSTOMER CUSTOMER WORK

ONBOARDING SERVICE MANAGEMENT
• First impressions last • Significant impact on customer`s • Increasing number of workforce is

• Fast and efficient onboarding of perception of the company closer to the customer
customers can become one of the • Best opportunity to better satisfy • The right tools can significantly
main differentiators of your and retain customers increase productivity and
business efficiency
• 52% of companies are • 64% of companies are • 72% of total U.S. workforce is
reengineering their onboarding reengineering their customer working outside the office by
process to better support service to better support digital 20203
digital technologies1 technologies2
1, 2 "Vendor Landscape: BPM Platforms For Digital Automation, February 2017, Forrester.”
3 http://www.businesswire.com/news/home/20150623005073/en/IDC-Forecasts-U.S.-Mobile-Worker-Population-Surpass

TOP CHALLENGES
FOR BUILDING APPS
1 How to CREATE and CHANGE apps efficiently?
How to support different WORK SCENARIOS and

2 DEVELOPMENT approaches with ONE platform?
How to INTEGRATE with other systems and

3 ANALYZE operations in real-time?

CREATE AND CHANGE BUSINESS APPS
QUICK ENOUGH TO MEET BUSINESS NEEDS
Assemble Quickly start using

out-of-the-box user interfaces
Rapidly create prototypes

Optimize Execute using low-code development
Create enterprise-grade apps

Monitor and implement changes easily

SUPPORT DIFFERENT DEVELOPMENT APPROACHES
AND LEVERAGE SYNERGIES BETWEEN THEM
Systems of record Innovation and

(move slow) differentiation (fast)
Known requirements Stable infrastructure Shifting requirements
Services and APIs

Stable system or record Experimental prototypes Subject matter
expert
Traditional, systematic Agile application

IT Developer application development development
Proven Prototypes
Programming DevOps Methodologies Configuration

IT Developer
IT Driven
Low-Code

SUPPORT DIVERSE WORK PATTERNS
WITH ONE PLATFORM
PROCESS WORKFLOW DYNAMIC CASE

AUTOMATION APPS APPS
EXAMPLE: EXAMPLE: EXAMPLE:

ORDER TO CASH REVIEW & APPROVALS COMPLAINTS MANAGEMENT
Structured
Dynamic

MONITOR AND MANAGE
WITH PREDICTIVE ANALYTICS
PREDICTIVE, ACTIONABLE ANALYTICS
ANALYTICS ALERTS PREDICTIONS ACTIONS
MONITOR DECIDE ACT

NO APP IS A SILO
INTEGRATE WITH ECOSYSTEM OF LEGACY APPS, DATA AND THINGS
CONNECT
Easy-to-use tools: Access and visibility
configure vs code
your ecosystem from anywhere
Partners Cloud/ Packaged

(web) Apps Applications
Reuse your existing Secure connectivity

investments Databases Mainframes Application between cloud and
Servers on-premises
Things

DIGITAL PROCESS AUTOMATION AND LOW-CODE APPS
Structured Dynamic Apps

Dynamic
DEVELOPMENT CONNECTIVITY
• Visual Forms • Web
• Coded App Logic • Mobile
• Services & Events • IoT
IT-Driven • API Enabled • Social
Low-Code
AUTOMATION TOOLS ANALYTICS
• Process • Discovery
• Tasks • Operational
Standardized •
•
Rules
Case
• Predictive
Differentiating

DYNAMIC APP DEVELOPMENT
FOR BUSINESS AND IT PROFESSIONALS

AUTOMATION TOOLS
PROCESSES, CASES, TASKS, RULES

CUSTOMIZABLE USER INTERFACE
FOR EASY ACCESS

ANALYZE, EXPLORE, MANAGE
WITH ACTIONABLE REAL-TIME ANALYTICS

UNIVERSAL CONNECTIVITY
BUILT ON WEBMETHODS INTEGRATION PLATFORM
Partners Cloud Apps Things Portals Mobile Social
API MANAGEMENT
Low-Code Robotic
Task & Case
AI & Machine
App Dev Automation
Operational
Intelligence
MICROSERVICES
BUSINESS BUSINESS
Learning
USERS ANALYST
DEVOPS
HYBRID CLOUD
CITIZEN PROFESSIONAL
DEVELOPER DEVELOPER
INTEGRATION
Packaged Apps Content Databases Mainframe Big Data

FOR BETTER CUSTOMER EXPERIENCE AND EFFICIENCY
IMPROVE CUSTOMER INCREASE OPERATIONAL

EXPERIENCE EFFICIENCY
• Create applications to better engage with your • Effectively support any work scenario – from fully
customers automated to dynamic work – with one platform
• Simplify and speed up your customer facing • Reduce manual tasks that are time consuming, error
processes to get them onboard faster and provide prone and costly
better service • Consistently apply business rules and processes
INCREASE AGILITY AND IMPROVE VISIBILITY AND

FOSTER INNOVATION QUALITY
• Quickly respond to changing business requirements • Get real-time visibility into your processes
and technology trends • Take action based on real-time analytics to manage
• Enable business users to easily change forms, rules exceptions before they impact your customers
and workflow. • Continuously optimize your processes

INTEGRATED PROCESS, CASE & ROBOTIC AUTOMATION
RPA
MANAGEMENT
Virtual workforce Hybrid workforce Human workforce
WORK
LOW-CODE DEVELOPMENT
WORK AUTOMATION
ORCHESTRATION
DYNAMIC PROCESS Task/Case
ORCHESTRATION
Start Task/Case End
PREDICTIVE, CLOSED-LOOP
ANALYTICS
INTEGRATION
API Service Service API

MARKET LEADING
INTEGRATION
Adapter Adapter Adapter Connector
DATA SOURCES ERP CRM DATABASES CLOUD


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ARIS

Dr. Julian Krumeich

INNOVATION TOUR 2018

© 2018 Software AG. All rights reserved.

Designed Implemented Executed

YOU CAN ONLY IMPROVE WHAT YOU CAN MEASURE!

Integrated Process Mining with ARIS

Create Assign Ship Create Check

Order Assignment Shipping Invoice Payment

3 | © 2018 Software AG. All rights reserved.

DESIGN PROCESS IMPLEMENT PROCESS EXECUTE PROCESS

4 | © 2018 Software AG. All rights reserved.

6 | © 2018 Software AG. All rights reserved.

FULL VISIBILITY ON PROCESS EXECUTION

VISIBILITY ON KPIS IN PROCESS DIAGRAMS

9 | © 2018 Software AG. All rights reserved.

10 | © 2018 Software AG. All rights reserved.

PROCESS PERFORMANCE AT A GLANCE

BENCHMARK END-TO-END PROCESSES

PROCESS CONFORMANCE CHECKING

“What are the

15 | © 2018 Software AG. All rights reserved.

DESIGN PROCESS IMPLEMENT PROCESS EXECUTE PROCESS

16 | © 2018 Software AG. All rights reserved.

DESIGN PROCESS IMPLEMENT PROCESS EXECUTE PROCESS

SIMULATE CHANGES PROCESS MINING & ANALYSIS

ANALYZE IMPACT OF CHANGES APPROVE PROCESS CHANGES

ONGOING PROCESS MINING IMPLEMENT CHANGES

17 | © 2018 Software AG. All rights reserved.

“How can we identify potential

18 | © 2018 Software AG. All rights reserved.

19 | © 2018 Software AG. All rights reserved.

20 | © 2018 Software AG. All rights reserved.

BRING YOUR PROCESS REPOSITORY TO LIFE

»Software AG focuses on the depth of process mining

23 | © 2018 Software AG. All rights reserved.

Special topics: +49 681 210 1230

Ambition Curiosity Collaboration Accountability

Birkeland’s Attracting Royal Extending Going Going public — Knowledge grows

Ammonia Urea SSP Nitric Acid Nitrates NPK CN TAN

More than Sales to about Revenue

17,000 160 NOK 93.8

300 million 9000 800 20 million

*Ammonia trade not included

• Rapid expansion through various mergers and acquisitions in Europe

Order-to-Cash process was identified as a strong candidate for

• Supported by highly skilled Software AG consultants in configuring

• Successfully delivered on time and within budget. Well received by the

• Initiated Yara’s Process Orientation journey

INNOVATION TOUR 2018

Design and analyse way of working

Easy, fast access to work instructions

43 | © 2018 Software AG. All rights reserved.

Design and analyse way of working

Easy, fast access to work instructions

44 | © 2018 Software AG. All rights reserved.

Vision to Strategy to Implementation to Adoption to

Operating model design Service architecture Process automation Conformance tracking

Resource alignment Customer journey analysis Paperless work instructions Alerting

Prioritisation and planning Performance analysis Adoption tracking Performance tracking

Process design & simulation Attestation and feedback Compliance assurance

ONE Cross-functional, Multi-disciplinary, Connected Collaboration PLATFORM

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