Market IQ on Business Process
Management
Leveraging Competencies and Streamlining Processes
to Achieve Operational Excellence
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How Important is BPM to Your
Organization's Success?
Imperative Significant
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How Well is BPM understood in Your Organization?
Vague No Clear
Understanding
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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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ECM BPM
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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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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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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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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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Level 1
Level 2
Level 3
Organization
Department/Business Unit
Level 4
Level 5
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64% Accomplished
their BPM initiative in 2
years or less
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51% Achieved ROI
in 3 Years or Less
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At What Level Do Your BPM-enabled
Processes Operate?
53% Within Individual Departments
35% Multi-departmental
13% Cross-enterprises
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Is a Process Owner
Necessary to
Effectively BPM-
enable a Process?
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Does Your
Organization Have
a Chief Process
Officer? (CPO)
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Do You Have a
Specific Group in
Your Organization
Responsible for
BPM Initiatives?
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To Whom Does This Group Report?
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45% Do NOT Use Process Audit
Trails 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 You
Carl Frappaolo
Cfrappaolo@aiim.org
www.TakingAIIM.com
Dan Keldsen
Dkeldsen@aiim.org
www.BizTechTalk.com
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