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Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
Global awards 2010
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Global awards 2010

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Global Awards for Excellence in BPM and Workflow 2010

Global Awards for Excellence in BPM and Workflow 2010

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  • 1. 18th Annual Awards Global Awards for Excellence in BPM & Workflow Judges: Nathaniel Palmer, Cor Visser, Ken Mei, Francesco Battista Lead Judge: Keith Swenson Awards Director: Layna Fischer Future Strategies IncMedia support by
  • 2. Recognizing Excellence in BPM & Workflow Europe North America Middle East/Africa Impact Pacific Rim Innovation South and Central America Implementation 2
  • 3. Assessment Criteria Innovation • Innovative use of BPM technology to solve unique problems • Creative and successful implementation of advanced BPM concepts • Level of integration with other technologies and legacy systems • Degree of complexity in the business process and underlying IT architecture Implementation • Successful BPM and/or workflow implementation methodology • Size, scope and quality of change management process • Scope and scale of the implementation (e.g. size, geography, inter-company processes) Impact • Extent and quantifiable impact of productivity improvements • Significance of cost savings • Level of increased revenues, product enhancements, customer service or quality improvements • Impact of the system on competitive positioning in the marketplace • Proven strategic importance to the organizations mission • Degree to which the system enabled a culture change within the organization and methodology for achieving that change 3
  • 4. Finalists 2010 Europe • impuls Systems GmbH, Germany nominated by Adobe Systems Inc., USA • Instituto de Crédito Oficial (ICO), Spain nominated by BizAgi, United Kingdom • LSC Group, United Kingdom nominated by TIBCO Software Inc., USA Middle-East Africa • Nokia Siemens Networks, United Arab Emirates nominated by Appian, USA North America • Department of Energy, USA nominated by HandySoft, USA • Farmers Insurance Group, USA nominated by Pegasystems Inc., USA • Global Combat Support System Marine Corps, USA nominated by Oracle Corp, USA • Dreyers Ice Cream Company, USA, nominated by Assetlink, USA, • Lincoln Trust Company, USA nominated by Lincoln Trust Company, USA • Nationwide Insurance, United States nominated by Pegasystems Inc., USA • Salt River Project, USA nominated by Metastorm, USA • UPS, USA nominated by Appian, USA Pacific Rim • IndusInd Bank, India nominated by Newgen Software Technologies Limited, India • ‘us’ --Utility, Australia nominated by Interfacing Technologies Corporation, Canada South and Central America • ArcelorMittal Foundation, Brazil nominated by AuraPortal, USA • Telecarrier, Panama nominated by Pectra Technolgy, USA • Unimed Porto Alegre Medical Co-operative Ltd, Brazil nominated by BPM Soluções (BPM Solutions), Brazil 4
  • 5. Industry Trends Overlapping Maturity Curves Case Management and Goal-Driven or Data-Driven Use Cases ―Dynamic BPM‖ and Support of Unstructured Processes Greater Rules and Process Integration ―Social BPM‖ Leveraging Facebook Style Collaboration More Formalized Programs and Greater Leverage of COEs Continued and Growing Emphasis on BPMN 5
  • 6. Trends Seen From the Entries Multiple, complex processes automated in rigid, highly regulated industries Greater reuse of BPMS in new projects as a result of previous implementations with quantifiable success in process-centric cultures BPM COE plays more significant role in start-up and success than in previous years of awards Scope of implementations has increased to more non-financial case studies, healthcare, greater government adoption, social and environmental issues. Financial case studies increased in sophistication and scope In many case studies, still too much emphasis on technology rather than the business issues • Important to communicate the real business benefits (not the technology) • Many submissions still lacking meaningful baseline metrics Greater complexity in South America; significantly better quality of entries in North America resulting in more case studies qualifying as Finalists. 6
  • 7. Awards Ceremony Presented by Lead Judge, Keith Swenson VP of Research & Development, Fujitsu America USA, and Vice Chair, Workflow Management Coalition 7
  • 8. Europe Silver Award LSC Group, Babcock & Ministry of Defence, UK nominated byTIBCO Software Inc., USA 8
  • 9. LSC Group, Babcock & Ministry of Defence United Kingdom Situation • UK Ministry of Defence (MoD) Submarine Support Integrated Project Team (SubIPT) faced with the issue of reducing the total cost of submarine ownership • Established joint initiative between Babcock, SubIPT (MoD) and technology partner, LSC Group, developed Collaborative Working Environment (CWE). Implementation & Innovation • Scalable: initial deployment was 80 CWE seats and increased to 3500 users as part of a wider deployment across MoD Maritime • Collaboration : all stakeholders have access to the same information • Adaptable: process is adapted for use on other types of submarine, or for different types of maintenance Benefits • 70-80% improvement in turnaround timescales. • Quantitative benefits amounting to £7.8M over a 5 year period • Specification change enquiry cycle time reduced from 125 days to 28 days 9
  • 10. Europe Gold AwardInstituto de Crédito Oficial (ICO), Spain nominated by BizAgi, United Kingdom 10
  • 11. Instituto de Crédito Oficial (ICO), Spain Situation • ICO is a public entity that works for the development and improvement of national wealth, controlled by Spanish government • Devastating effects of the recent global financial crisis resulted in freezing of corporate credit for SMBs and Self-employed. • ICO created the Financial Facilitator (a tool to facilitate access to sources of finance) by modeling and automating their credit application process • After risk /credit analysis, ICO presents applications to major Spanish financial entities (Santander, BBVA, Banesto, etc) for processing and fulfillment. Implementation & Innovation • Technological infrastructure implemented very quickly (less than 7 weeks) • Spanish government able to expand, control and support the lines of credit, helping to reactivate the financial sector • Received and processed hundreds of credit applications at the same time, helping to unblock the flow of credit Benefits • The activities supported by ICO cannot be measured in terms of revenue as with any other company or enterprise — o More than 65000 credit requests received in the first 9 months of production o The system has been able to receive more than 5000 credit requests in 1 day 11
  • 12. Instituto de Crédito Oficial (ICO), SpainOlga Garcia FreyDirectora General de Operaciones y RecursosPhoto 12
  • 13. Middle East-Africa Silver Award NO SILVER AWARDED THIS YEAR 13
  • 14. Middle East-Africa Gold AwardNokia Siemens Networks, UAE nominated by Appian, USA 14
  • 15. Nokia Siemens Networks, UAE Situation • NSN — telecommunications company more than 60,000 people in over 150 countries and over 600 Communications Service Providers • Award-winning ―Zeus‖ BPM project transformed Consulting & Systems Integration division and delivered €6 million annual productivity savings. • New system ―Cronos focuses on automation, management of deployment, maintenance and upgrading of roughly 150,000 of NSN’s network sites around the world Implementation and Innovation • BPM COE re-used most ZEUS functionality — o ―Apollo‖ Project Management, Global Delivery and Sales support delivered €1.5 million in annual productivity savings. o ―Cronos‖ original quote for a similar solution was 1.1 M Euros and a delivery time of 9-12 months. The BPM CoE delivered solution in 3 months for 60K Euros. o LinkedIn/MySpace-like collaborative portal ―Hermes‖ features personalized home- pages, communities of interest, messaging and more Benefits • Significant competitive advantage over its competition; lean, agile, strong governance. • Positive customer perception associated with its core deliverables. 15
  • 16. Nokia Siemens Networks, UAE Nick Deacon, Global Head of Business Process Management Nokia Siemens Networks, Dubai. Presented on his behalf by Ben Farrell, Director, Appian 16
  • 17. North America Silver Award (tie)Global Combat Support System Marine Corps, USA nominated by Oracle Corp, USA and Lincoln Trust Company, USA nominated by LTC, USA 17
  • 18. Global Combat Support System Marine Corps, USA Situation • Marine Corps Global Combat Support System (GCSS-MC)—―The Burning Platform‖ had lack of actionable logistics and broken processes for non-garrison operations. • Systems developed in 1970-80s to support a specific functional area were stove-piped. • Since 2005, multi-year >$400 million project rolled out to support of over 40,000 end-users in Marine Air-Ground Task Force (MAGTF) operations. Implementation and Innovation • Near-real time GCSS-MC provides Marines vastly improved asset visibility, reduced wait time, and a lighter, more mobile fighting force. • Deployment at ―tip of the spear‖ — defining element for the entire system; team conceptualized five-zone model within which logistics IT system functions. • GCSS-Marine Corps COE transformed USMC logistics processes and systems with, reengineered logistics environment supported by upgraded IT infrastructure. Benefits • BPM/SOA based Federated Private Cloud Architecture — comprehensive, standards-based platform for the building, deployment, and management. • Single source of integrated information up and down the logistics chain • Commanders have accurate, instant info for new kind of warfare of speed, agility, and mobility • Massive savings in finance, maintenance, inventory, and more 18
  • 19. Lincoln Trust Company, USA Situation • Award-winning BPM project in 2007contributed to Company’s survival in the face of the global financial crisis. • New partner channel resulted in a 100% increase in sales from last year, anticipating 1000% increases in new plan establishment. Managing growth is new concern. Implementation and Innovation • Leveraged BPM competencies to achieve a vision to provide ―white glove‖ treatment to new customers • Introduced legal document solution in the cloud, and system to system "straight through processing" into the new business process running in the BPMS • ―Distributed model of COE‖ proved so effective on so many levels that the BPM program’s entire non-technology focus is solely targeted on enabling employees as much as possible. Benefits • Overall BPM Program costs savings increased to between $3M and $4M. • CRS New Business Process solution enables the Company to quickly and effectively establish new business allowing us to be extremely competitive in this industry. 19
  • 20. North America Gold Award (tie)Department of Energy, USA nominated by HandySoft, USA and Farmers Insurance, USA nominated by Pegasystems Inc., USA 20
  • 21. US Department of Energy, USA Situation  DOE’s Loan Programs Office (LPO) created to accelerate the domestic commercial deployment of innovative and advanced clean energy technologies  LPO guarantees loans to clean energy projects rigorously evaluated across multiple disciplines, including technical, financial, environmental, legal and regulatory. Implementation and Innovation  DOE required new functionality in two months. SI procured infrastructure and software, created a prototype within three weeks, completed development /proper hosting on time  DOE transformed current cumbersome loan guarantee application/approval process to 100% Web‐based, automated format.  Developed online application portal comprising BPM and Document Management.  applications now submitted less than one business day vs several weeks previously  submissions are accessible online for collaboration and colleague review. Benefits  LPO loan reviews reduced from 30‐45 days to less than 10 days  Sponsors have faster means to commercial success; DOE reviewers reduced evaluation time by <65%.  Increased flexibility enables project sponsors justify the application investment. 21
  • 22. US Department of Energy, USAMorgan Wright Director, Strategic Initiatives for the Loan Programs Office 22
  • 23. Farmers Insurance USA Situation  Top 3 Insurer in both Personal Lines and Small Commercial categories in the property and casualty insurance market.  24,000 employees, 15,000 dedicated agents and 25,000 Independent agents.  Challenge to integrate and assimilate multiple legacy customer services systems from acquired companies to ensure a unified standard of customer service  Needed to create a universal front-end for CSRs that would integrate and work with all existing software systems Implementation and Innovation  Farmers created an overarching BPM solution that leveraged complex legacy application assets and provided CSRs with a single easy-to-use front end called ―HERO.‖  Developed ―intent-led‖ processing with content-aware processes.  Claims cases are routed and tracked through all involved parties (e.g., medical, body repair, glass replacement, towing, auto rental etc.) quickly and efficiently.  All processes are standardized with metrics and measurement across the board. Benefits  Drastic improvements in both productivity and customer satisfaction:  Improved quality, accuracy, consistency and speed in processing claims.  Application facilitates rapid ramp-up in staff to respond to catastrophes.  Significant reduction in training of new CSRs and adoption of the new methods.  Overall costs to adjudicate a claim have been significantly lowered  Service and capacity have been greatly improved in a highly competitive and price-sensitive marketplace. 23
  • 24. Farmers Insurance USAShohreh AbediChief Information OfficerFarmers Insurance 24
  • 25. Pacific Rim Silver Award IndusInd Bank, India nominated by Newgen SoftwareTechnologies Limited, India 25
  • 26. IndusInd Bank, India Situation • Large new-generation private-sector bank granted license in the mid-nineties, driven by the process of reform in the banking sector in India. • Customer on-boarding environment complicated due to changing market environment and regulatory mandates such as KYC (Know Your Customer) • Cumbersome manual, error-prone processes, few system metrics, wide geographic zone across 250 branches Implementation and Innovation • Created scalable process platform with capabilities of rapid expansion, visibility into operations and ability for continuous improvement. • Focused on technological initiatives for meeting its business objectives • Recognized as Green Bank with various initiatives such as Solar ATMs, Save Electricity Campaign, Plantation, Environmental awareness amongst employees and society Benefits  Scaling up of operational activities enables the bank to keep pace with business growth and demands  Compliance and Audit enabled easy KYC process, increased customer satisfaction  Incorporation of banking norms in a very short duration due to flexibility and improvisation of processes 26
  • 27. Pacific Rim Gold Award‘us’ - Utility Services, Australia nominated byInterfacing Technologies Corporation, Canada 27
  • 28. ‘us’ - Utility Services, Australia Situation  ‘us’ - Utility Services alliance works across departments/multiple companies between South East Water, Thiess Services and Siemens in Melbourne area  Alliance delivers design, engineering, construction, operations and maintenance services to South East Water’s infrastructure in complex regulatory and business environment.  Water, sewer networks, pump stations and treatment plants serve over 1.3 million people or 600,000 residential, business and industrial customers.  Strategic review of ‘us’ - Utility Services IT projects identified an opportunity to increase value of projects by taking more holistic approach. Implementation and Innovation  Established an innovative BPM COE — initiated Job Costing Improvement project.  Modelled processes from both enterprise-wide, value stream perspective and from day-to- day task perspective. Benefits  Unified the Alliance by standardising business and work processes, resulting in increased customer satisfaction, higher profitability  reduction of 50% to 80% in labour and operational costs through informed strategic management decisions, productivity improvements, innovative service 28
  • 29. ‘us’ - Utility Services, Australia Kevin Hutchings, General Manager ‘us’ – Utility Services 29
  • 30. South & Central America Silver Award (tie) ArcelorMittal Foundation, Brazil nominated by AuraPortal, USA and Telecarrier, Panama nominated by Pectra Technology, USA 30
  • 31. ArcelorMittal Foundation, Brazil Situation • AMF manages and sponsors cultural projects for local social organizations. • Foundation invested approximately $30 million in cultural initiatives (sponsorships, events, grants, etc.) during 2004 to 2007. • Systems were not integrated and required use of paper submissions and manual labor. Implementation and Innovation  Created a cultural management system of all automated processes using BPMS technology, including:  Sponsorship via tax incentives; development of artistic events that stimulate support of new values; developing programs in the different cultural areas, implemented cultural policies and strategies  Full integration of all AMF applications including automation of tasks performed by different systems and people, were orchestrated by the BPMS engine Benefits  Project analysis execution time reduced by 50%  100% of proposals generated in electronic format; the evaluation and response times reduced significantly.  Increased number proposals analyzed with no increase in number of employees. 31
  • 32. Telecarrier, Panama Situation  Leading telecommunications company in LATAM region rendering, data / voice transmission, basic telephone and long distance, wholesale and Internet  Fiber optic network infrastructure; thousands of domestic, multinational, corporate, and large customers including National Government.  Following merger with Medcom Holdings (owners of Cable Onda) optimized core processes due to high market growth. Implementation and Innovation  Identified value loss in three areas: convey the company’s strategy in business processes; achieve process implementation through technology, restructure of processes which add value. Benefits  60% improvement in management metrics related to commercial presentations.  28% increase in commercial effectiveness (closing rate) and 0% error in contract-making.  75% improvement in ratios measuring performance of administrative processing.  22% optimization at the Human Resources level from improvement in efficiency and task reallocation.  Telecarrier now defines, measures, and manages fulfillment of its strategic goals. 32
  • 33. South & Central America Gold Award Unimed Porto Alegre Medical Co-operative Ltd, Brazil nominated by BPM Soluções, Brazil 33
  • 34. Unimed Porto Alegre Medical Co-operative Ltd, Brazil Situation • Medical co-operative offering healthcare services to 496,000 users throughout 46 municipalities (including State Capital, Porte Alegre) in Rio Grande do Sul. • Approximately 1,000 employees and annual revenue of US$ 502 million (2009). • 400 active contracts worth US$12 million decentralized across multiple departments; lack of standardization, monitoring in contract processes, risk of lost payments, missed deadlines, lost documents. Implementation and Innovation • Centralized task management in standardized contracts system — maintains archive of all documents and authorizations, opinions and other records. • Created new department—Legal Contract Management, responsible for centralizing and managing all processes, coordinating with all affected departments Benefits • Efficient contracts management is directly reflected by lower expenses, plus achieving highest levels of management governance in complex and rigid regulatory environment • Extremely high potential for expansion into market of 163 million people on public health service with re-use of BPMS initiative with new projects already underway 34
  • 35. Unimed Porto Alegre Medical Co-operative Ltd, BrazilDr. Marcio PizzatoCEO, Unimed Porto Alegre Medical Cooperative Ltd and the Project Team 35
  • 36. 2010 Winners RecapEurope North America (cont’d) Gold  Silver (tie) • Instituto de Crédito Oficial (ICO), Spain • Global Combat Support System Marine Corps, USA nominated by BizAgi, United Kingdom nominated by Oracle Corp, USA • Lincoln Trust Company, USA nominated by Lincoln Silver Trust Company, USA • LSC Group, United Kingdom nominated Pacific Rim by TIBCO Software Inc., USA  GoldMiddle-East Africa • ‘us’ - Utility, Australia nominated by Interfacing Technologies Corporation, Canada Gold  Silver • Nokia Siemens Networks, United Arab • IndusInd Bank, India nominated by Newgen Software Emirates nominated by Appian, USA Technologies Limited, IndiaNorth America South and Central America Gold (tie)  Gold • Department of Energy, USA nominated  Unimed Porto Alegre Medical Co-operative Ltd, Brazil by HandySoft, USA nominated by BPM Soluções (BPM Solutions), Brazil • Farmers Insurance Group, USA  Silver (tie) nominated by Pegasystems Inc., USA • ArcelorMittal Foundation, Brazil nominated by AuraPortal, USA • Telecarrier, Panama nominated by Pectra Technology, USA 36
  • 37. Thank you!Our congratulations again to theFinalists and Winners.Keith Swenson, WfMC Technical CommitteeChair, Lead JudgeNathaniel Palmer, Executive Director, WfMCLayna Fischer, Awards Director and PublisherFuture Strategies Inc.The recording and slides will be posted towww.BPMF.org within a few days. 37

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