bpm market iq

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Leveraging Competencies and Streamlining Processesto Achieve Operational Excellence

Market IQ on Business ProcessManagement


How Important is BPM to YourOrganization's Success?

Imperative Significant


How Well is BPM understood in Your Organization?

Vague No ClearUnderstanding


50% Define BPM as methods, policies,metrics, management practices andsoftware tools to manage and continuouslyoptimize an organization's activities and processes

37% define it as practices and systematicapproaches to improving businessprocesses and achieving agility


ECM BPM


BPM ≠Application Integration

Sales Accounting CustomerService Marketing

Operating System

Graphical User Interface

Directory ServicesRDBMSApp Server File

ServerNetwork Infrastructure


Sales Accounting CustomerService Marketing

Operating System

Graphical User Interface

Directory ServicesRDBMSApp Server File

Server

Network Infrastructure

Integrate Work, Not Applications

Business Process Management Layer


Which Benefits are Associated with BPM in YourOrganization? (answers above 50%)82% Increased Process Efficiency/Productivity81% Continuous Process Improvement78% Improved Process Quality/Consistency/Quality70% Improved Organizational Agility & Flexibility70% Cost Reduction68% Increased Customer Satisfaction61% Better Reporting/Executive Dashboards55% Reuse of Sub-Processes (Consistency)


Business Process Maturity Model

Level 2: Managed Stabilization of local work through department-level expertise,control, and metrics. Processes are repeatable and documented.

Level 3: StandardizedEnterprise-wide process improvement competencies with productand service orientation. Best practices are standardized anddocumented.

Level 4: PredictableThe enterprise has established common, integrated assets andprocesses with measurement and predictability. Variations ofprocess performance are minimal, and processes are stable.

Level 1: Initial Enterprise lacks consistent practices / management is reactive.Little to no BPM strategy, process redesign is ad-hoc at best.

Level 5: Optimizing Process excellence and re-engineering is fully integrated into theorganization. Emphasis on continuous improvement.


Organization

Department/Business Unit

Level 2

Level 3

Level 4

Level 1

Level 5


64% Accomplishedtheir BPM initiative in 2

years or less


51% Achieved ROIin 3 Years or Less


At What Level Do Your BPM-enabledProcesses Operate?

53% Within Individual Departments

35% Multi-departmental

13% Cross-enterprises


Is a Process OwnerNecessary toEffectively BPM-enable a Process?


Does YourOrganization Havea Chief ProcessOfficer? (CPO)


Do You Have aSpecific Group inYour OrganizationResponsible forBPM Initiatives?


To Whom Does This Group Report?


45% Do NOT Use Process AuditTrails as Business Intelligence

22% Use Them Minimally


Top 4 Issues During Implementation 45% Underestimated Process/Org. Issues

41% Lack of Staff Knowledge/Training

30% Derailed by Internal Politics

29% Excessive "Scope Creep"


Thank YouThank YouCarl Frappaolo

[email protected]

Dan [email protected]

www.BizTechTalk.com

bpm market iq

Technology