Overview of BPM Technology and current state of the market, based on recent study done by AIIM Market INtelligence

1. Market IQ on Business Process
Management
Leveraging Competencies and Streamlining Processes
to Achieve Operational Excellence
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2. How Important is BPM to Your
Organization's Success?
Imperative Significant
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3. How Well is BPM understood in Your Organization?
Vague No Clear
Understanding
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4. 50% Define BPM as methods, policies,
metrics, management practices and
software tools to manage and continuously
optimize an organization's activities and processes
37% define it as practices and systematic
approaches to improving
business
processes and achieving agility
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6. ECM BPM
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7. BPM ≠ Application Integration
Customer
Sales Accounting Marketing
Service
Graphical User Interface
Directory File
App Server RDBMS
Services Server
Network Infrastructure
Operating System
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8. Integrate Work, Not Applications
Business Process Management Layer
Customer
Sales Accounting Marketing
Service
Graphical User Interface
Directory File
App Server RDBMS
Services Server
Network Infrastructure
Operating System
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9. Which Benefits are Associated with BPM in Your
Organization? (answers above 50%)
82% Increased Process Efficiency/Productivity
81% Continuous Process Improvement
78% Improved Process Quality/Consistency/Quality
70% Improved Organizational Agility & Flexibility
70% Cost Reduction
68% Increased Customer Satisfaction
61% Better Reporting/Executive Dashboards
55% Reuse of Sub-Processes (Consistency)
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10. Business Process Maturity Model
Enterprise lacks consistent practices / management is reactive.
Level 1: Initial Little to no BPM strategy, process redesign is ad-hoc at best.
Stabilization of local work through department-level expertise,
Level 2: Managed control, and metrics. Processes are repeatable and documented.
Enterprise-wide process improvement competencies with product
Level 3: Standardized and service orientation. Best practices are standardized and
documented.
The enterprise has established common, integrated assets and
Level 4: Predictable processes with measurement and predictability. Variations of
process performance are minimal, and processes are stable.
Process excellence and re-engineering is fully integrated into the
Level 5: Optimizing organization. Emphasis on continuous improvement.
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11. Level 1
Level 2
Level 3
Organization
Department/Business Unit
Level 4
Level 5
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12. 64% Accomplished
their BPM initiative in 2
years or less
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13. 51% Achieved ROI
in 3 Years or Less
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14. At What Level Do Your BPM-enabled
Processes Operate?
53% Within Individual Departments
35% Multi-departmental
13% Cross-enterprises
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15. Is a Process Owner
Necessary to
Effectively BPM-
enable a Process?
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16. Does Your
Organization Have
a Chief Process
Officer? (CPO)
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17. Do You Have a
Specific Group in
Your Organization
Responsible for
BPM Initiatives?
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18. To Whom Does This Group Report?
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19. 45% Do NOT Use Process Audit
Trails as Business Intelligence
22% Use Them Minimally
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20. Top 4 Issues During Implementation
45% Underestimated Process/Org. Issues
41% Lack of Staff Knowledge/Training
30% Derailed by Internal Politics
29% Excessive quot;Scope Creepquot;
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21. Thank You
Carl Frappaolo
Cfrappaolo@aiim.org
www.TakingAIIM.com
Dan Keldsen
Dkeldsen@aiim.org
www.BizTechTalk.com
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