Thank You to Our Underwriters © AIIM | All rights reserved Leveraging Competencies and Streamlining Processes to Achieve Operational Excellence Market IQ on Business Process Management
Nov 22, 2014
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Leveraging Competencies and Streamlining Processesto Achieve Operational Excellence
Market IQ on Business ProcessManagement
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How Important is BPM to YourOrganization's Success?
Imperative Significant
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How Well is BPM understood in Your Organization?
Vague No ClearUnderstanding
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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
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ECM BPM
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BPM ≠Application Integration
Sales Accounting CustomerService Marketing
Operating System
Graphical User Interface
Directory ServicesRDBMSApp Server File
ServerNetwork Infrastructure
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Sales Accounting CustomerService Marketing
Operating System
Graphical User Interface
Directory ServicesRDBMSApp Server File
Server
Network Infrastructure
Integrate Work, Not Applications
Business Process Management Layer
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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)
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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.
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Organization
Department/Business Unit
Level 2
Level 3
Level 4
Level 1
Level 5
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64% Accomplishedtheir BPM initiative in 2
years or less
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51% Achieved ROIin 3 Years or Less
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At What Level Do Your BPM-enabledProcesses Operate?
53% Within Individual Departments
35% Multi-departmental
13% Cross-enterprises
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Is a Process OwnerNecessary toEffectively BPM-enable a Process?
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Does YourOrganization Havea Chief ProcessOfficer? (CPO)
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Do You Have aSpecific Group inYour OrganizationResponsible forBPM Initiatives?
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To Whom Does This Group Report?
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45% Do NOT Use Process AuditTrails as Business Intelligence
22% Use Them Minimally
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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"
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Thank YouThank YouCarl Frappaolo
www.BizTechTalk.com