Post on 17-Nov-2014
description
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
10+ employees non-Trade , (379)
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
10+ employees non-Trade , (379)
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?
10+ employees non-Trade , (310)
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?
10+ employees non-Trade (260)
Ease of use How would you rate your main BPM product?
10+ employees non-Trade (186)
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…
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Why get AIIM’s BPM Toolkit?
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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.
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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…
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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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Are you an AIIM Professional Member?You get it free! Download your copy today at…..
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