business process bpm_overview

Business ProcessKeeping Your Business Going

Betsy FanningDirector, AIIM

Every organization has business processes…

What is your strategy regarding Business Process Management?

Here is what other organizations are saying.

Strategy and DriversHow would you characterize your BPM strategy?

10+ employees non-Trade (425)

26% deploying BPM across

the enterpriseNo current plans; 18%

Plan to start in the next year; 22%

One or more projects at departmental level, 34%

Integrating projects across departments;

16%

Deploying and implementing enterprise scale BPM; 10%

BPM can have a significant impact on your organization…

Strategy and DriversHow Important is BPM to your organization’s business goals and success?

10+ employees non-Trade , 8% Don’t Know not inc. (425)

63% consider BPM to be of significant importance

Imperative

Significant

Average

Minimal

Not at all

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

What would drive your organization to implement BPM?

Improve process throughput (productivity)

Remove unnecessary process steps (efficiency)

Improve accuracy and repeatability (quality)

Improve visibility and progress-logging (customer service)

Improve monitoring and load-planning (operational flexibility)

More options for re-location, outsource, etc. (organizational flexibility)

0% 10% 20% 30% 40% 50% 60% 70%

Strategy and DriversWhat are the TWO strongest drivers for BPM in your organization?

Hard-dollar returns are strongest,

but quality improvement comes next

10+ employees non-Trade , (416)

A dedicated BPM suite

Workflow/BPM functions within your DM/ECM system

Workflow/BPM functions within SharePoint

Specific workflow/BPM functions within your enterprise applications

Custom systems or middleware

Open Source

None of these

0% 5% 10% 15% 20% 25% 30%

Adoption - currentWhich of the following systems do you most actively use or plan to use for process management and workflow? (Max 2)DM/ECM

followed by enterprise

apps.

Then Custom and

Middleware

Then dedicated

suites


Within individual departments

Multi-departmental

Multi-national

Supply-chain extended (partners, suppliers, customers)

Outsourced

None of these

0% 10% 20% 30% 40% 50% 60%

Adoption - CurrentAt what levels do your BPM-enabled processes operate? (Tick those that apply)

10+ employees non-Trade , 36% “None of These” not shown (416)

65% inside the firewall

A dedicated BPM suite

Workflow/BPM functions within your DM/ECM system

Workflow/BPM functions within SharePoint

Specific workflow/BPM functions within your enterprise applications

Custom systems or middleware

Open Source

None of these

0% 5% 10% 15% 20% 25% 30%

Planned

Now

Adoption - plannedWhich of the following systems do you most actively use or plan to use for process management and workflow? (Max 2)

Near doubling of interest in

SharePoint for the future

And similar move away from pure custom to

Open Source


0% 10% 20% 30% 40% 50% 60%

IT

Customer Support

Finance

Logistics and Procurement

Engineering/Product Development

Human Resources

Legal

Primary LOB

Marketing

Sales

Manufacturing

Adoption - departmentalWhat use is made of BPM across your departments?

IT leading the way

10+ employees non-Trade , excl. “None” “Big Users” +“Average Users” (345)

Processes - adoptionTo which of the following processes have you applied BPM?


0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Customer support casesOther customer-facing processes

Accounts payable (inbound invoices)Proposals and contracts

Expenses processingTime-off and sickness

Other staff/facility/HR processesRecruitment and new starters

Appraisements and reviewsComplaints processing

Mail - incoming formsOther LOB processes

Accounts receivable (payment collection)Order entry

Mail - all incomingOther case management

Litigation processesClaims processing

Engineering changeDelivery logistics

Warranty and returns processing

How would (or did) you implement BPM?

Already has an identified process owner

Current process is heavily forms driven

Has potential for continuous optimization over time

Process has many branches and routings

Has serial steps that could be made parallel

High penalty for errors or mistakes in processing

Geographically dispersed participants

Currently subject to load variations and log jams

Restricted to one department

Not mission critical

Has potential for outsourcing

0% 10% 20% 30% 40% 50% 60%

ImplementationIn your experience, which FOUR of the following factors would you say are the best indicators that a BPM project would be successful?

Process owner is

most important factor for success.

Then process

characteristics and

potential for optimization

over time10+ employees non-Trade Excl 24% “ None of these” (205)

Workflow

Document management

Audit trails

Forms processing

Rules engine

Activity/process monitoring (BAM)

Graphical process presentation

Re-usable process repository

Process modelling

SOA integration

Process simulation

Native SOA architecture

Web 2.0 (widgets, mash-ups, collaboration)

BPMN

BPEL

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Very useful Fairly useful Not particularly useful Not provided

Features and FunctionsHow useful would you rate the following features in your principle BPM solution?


Ease of use How would you rate your main BPM product?


Ease of changing

processes is biggest shortfall across all products.

Then customization

Ease of changing processes

Ease of customization

Ease of setting up processes

Ability to monitor processes

Level of support

Ease of integration

Depth of functionality

User acceptance

Breadth of applicability

Breadth of functionality

Software Quality

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Poor Average Good Excellent

Where would you implement BPM to gain the greatest success?

Engineering changeAccounts receivable (payment collection)

Customer support casesAccounts payable (inbound invoices)

Proposals and contractsClaims processing

Mail - incoming formsMail - all incoming

Other customer-facing processesComplaints processing

Order entryExpenses processing

Delivery logisticsOther LOB processes

Other case managementTime-off and sickness

Recruitment and new startersLitigation processes

Other staff/facility/HR processesAppraisements and reviews

Warranty and returns processing

0% 10% 20% 30% 40% 50% 60%

Processes - ROIHow would you rate the success (ROI, throughput, accuracy, etc) that you have achieved from BPM application to the following processes?

10+ employees non-Trade , “Excellent” + “Good” normalised against “N/A” (310)

45% achieving

“Excellent” or “Good” in

AP/AR

Then proposals, claims and customer-

facing

Then HR

Less than 1 year

1 year to 18 months

18 months to 2 years

2-3 years

3-5 years

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

ROI - overallAs regards live projects, what would you say has been, or is projected to be, the payback period for your investment in BPM tools?

50% achieving payback in under 18 months

Further 23% within 2 years

10+ employees non-Trade , excl. 12% “Not Targeted” and 31% “Don’t know - yet” (218)

Tips for success To be successful takes a committed business user and an IT

driver. BPM is a business and technology collaboration: when

collaboration doesn't happen well, the project will fail. Our several projects to this point have been excellent in

increasing productivity and decreasing errors with the processes.

IT must recognise that the LOB is the driver and IT is the enabler. The tools must fit the business and not the other way around.

If a process can be graphically represented and rebuilt as such within the application, then it is generally accepted by users and is subsequently

Obtaining CLEAR and understandable requirements is the single biggest challenge. A lot of time is wasted in chasing down unexpected exceptions that should have been mapped during the design phase.

AIIM is here to help you with your Business Process Management initiatives…

http://www.aiim.org/premium


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AIIM has done all the work for you. We have researched and gathered the best articles, studies, and information into one document.



What will you find in this toolkit?Definitions for BPMECM and SOA and what they mean for BPM Implementing Business Process ManagementManaging Change Improving Operational Efficiencies…and more…




Other resourcesAIIM Research on

◦Business Process Management (BPM): Leveraging Competencies and Streamlining Processes to Achieve Operational Excellence

◦BPM: Not Just Workflow AnymoreBPM Blog postsLinks to webinars on BPM



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