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APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
APPIAN - IBANK
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APPIAN - IBANK

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IBANK, DUE DILIGENCE, OFSAA, EPM, HYPERION

IBANK, DUE DILIGENCE, OFSAA, EPM, HYPERION

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  • 1. Copyright © 2010 Appian Corporation. All rights reserved. BPM And ROI: Can Process Improvement Really Deliver a Return on Investment? Malcolm Ross Director Product Management
  • 2. Copyright © 2010 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 2 Agenda  Identifying the Right Process for your first BPM project  Rolling-Out a BPM Project  Centers of Excellence  Continuous Process Improvement  The BPM Maturity Model  ROI Case-Study
  • 3. Copyright © 2010 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 3 Identifying the Right Process for BPM Order to Cash Inventory Management Employee On-boarding IT Help Desk Claim Processing Ordering Business Cards Customer Service Purchase Requests
  • 4. Copyright © 2010 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 4 Measuring Value 0 2 4 6 8 Rating Measuring Value Current Performance Breadth of User Base Frequency of Use Executive Sponsorship Financial Value Strategic Value Rating Value  Current Performance  Breadth of User Base  Frequency of Use  Executive Sponsorship  Financial Value  Strategic Value
  • 5. Copyright © 2010 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 5 Measuring Complexity Rating Complexity  Integrations  Breadth of User Base  Size of Process  Complexity of Rules  Number of Exceptions  Maturity 0 2 4 6 8 Rating Measuring Complexity Integrations Breadth of User Base Size of Process Complexity of Rules Number of Exceptions Maturity
  • 6. Copyright © 2010 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 6 Preparing – Creating a Center of Excellence for BPM Business Process Director Change Management Coordinator BPM Knowledge Manager Consultant Business Process Architect Chief Operating Officer Process Project Manager The COE helps facilitate BPM initiatives and disciplines around the organization rather than actual delivery on projects. COE Responsibilities  Prioritize Processes  Definition of Process Development Lifecycle (PDLC)  Definition of BPM Implementation Methodology  Establishment of BPM Standards  Establishment of BPM Best Practices  Maintenance of Process Library and BPM Knowledge Base  Evaluation of Process Performance  Review of Architecture / Sizing Parameters
  • 7. Copyright © 2010 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 7 Roll-Out and Continuous Process Improvement
  • 8. Copyright © 2010 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 8 ServiceOffering Copyright © 2009 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 8 Appian BPM Maturity Model Level 1 Level 2 Level 3 Level 4 Enablement Enhancement Excellence AppianBPMPerformance Individual Project Program Enterprise • Enterprise BPM Roadmap - Planning & Vision • BPM Center of Excellence • Solution Architecture & Best Practices • Dedicated Services • On-Demand Services • Health Check • Benefit Analysis • Quick Start • Turnkey • Expert Staffing • Live in 20/40/60 • Product & Skills Training • Knowledge Transfer Appian Service Offerings Drive Value Skilled individuals on the AE software
  • 9. Copyright © 2007 Appian Corporation. All rights reserved. Enterprise Rent-A-Car, Southern CA David Belt I.S. Manager / Senior Analyst Business Development
  • 10. Copyright © 2007 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 10 Company Background  Founded in 1957, Family owned, Headquartered in St. Louis, MO  Largest rental car company in North America with offices in UK, Ireland and Germany  Ranked highest in customer satisfaction by J.D. Power and Associates eight out of the last nine years  Ranked 18 – Forbes “500 largest Private Companies in America”  Fiscal 2007 revenue $9.5 Billion  7,900+ rental branches with 800,000 cars in fleet  65,000+ employees  Acquired Vanguard Car Rental, August 2007 – National and Alamo
  • 11. Copyright © 2007 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 11 Focus of Implementation  Southern California (Group 32) is the largest operating group with ~85,000 vehicles in fleet across 4 lines of business.  Focus on improving back office processes to increase efficiency.  Vehicle Maintenance and Vehicle Repair (Body Shop) payables represents largest volume of payables activity.
  • 12. Copyright © 2007 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 12 Business Challenges – Vehicle Maintenance Payables  Challenges  High Volume - 18,000+ invoices/month  Highly manual process  Paper intensive “In-box” system  Cross-functional  Geographically dispersed workforce  Complex business rules inconsistently applied  Manual process hampered our ability to support a consolidated AP initiative. Transaction Volume 180 185 190 195 200 205 210 215 220 225 230 FY04 FY05 FY06 FY07 (000's) Touchpoints 1.5 2.0 2.5 3.0 3.5 4.0 4.5 FY04 FY05 FY06 FY07 (mils)
  • 13. Copyright © 2007 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 13 Why BPM as a Solution  Goals  Automate non-value added tasks.  Expedite workflow between functional areas.  Centralized processing / Distributed decisions.  Reduce errors through consistent application of complex business rules.  Increase controls through process consistency.  Increase productivity through process visibility.  Expected Benefits  Consolidation of the AP function  Reduction of human touch points
  • 14. Copyright © 2007 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 14 Vehicle Maintenance Payables Implementation  Overview  Available to ~60 employees in 2 departments.  Regional Vehicle Repair and Group Accounts Payable.  Development and deployment  Ground up re-design of the Vehicle Maintenance Payables process.  ~6 months from start of development to 1st go-live.  1 Enterprise Developer and a 6 week quick start with an Appian resource.  Ongoing enhancements post-release.  Rollout schedule  8 week Pilot with 1 Region.  Rolled out remaining 12 Regions over 12 weeks.  100% of Maintenance Payables now processed through Appian.  2nd application of Appian (Body Shop Payables) took only 6 weeks from start of development to pilot.
  • 15. Copyright © 2007 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 15 Measurable Benefits  Process Efficiency Gains  Human Steps to Process an Invoice  Pre-Appian: 9 – 19  Post-Appian: 0 – 7  40% Auto-Approval rate  Process Visibility  Pre-Appian  No actionable measure of productivity  No visibility to invoices in process  Post-Appian  Real-time productivity reporting allows supervisors to actively manage their staff  Able to easily identify where “missing” invoices are held up
  • 16. Copyright © 2007 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 16 Vehicle Maintenance Payables – AP Home Page
  • 17. Copyright © 2007 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 17 Vehicle Maintenance Payables – AP Dashboard
  • 18. Copyright © 2007 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 18 Vehicle Maintenance Payables – AP Dashboard (cont.)
  • 19. Copyright © 2007 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 19 VM Payables – Regional VR Task
  • 20. Copyright © 2007 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 20 VM Payables – Regional VR Task (cont.)
  • 21. Copyright © 2007 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 21 VM Payables – Regional VR Task (cont.)
  • 22. Copyright © 2007 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 22 VM Payables – Productivity Reporting
  • 23. Copyright © 2007 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 23 VM Payables – Process Visibility to Users
  • 24. Copyright © 2007 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 24 VM Payables – Process Visibility to Users (cont.)
  • 25. Copyright © 2009 Appian Corporation (Appian). All rights reserved. Appian proprietary and confidential. 25 Appian Quick Facts COMPANY Corporate HQ: Reston, VA (near Washington, DC) EMEA HQ: London, England Founded: 1999 (11 years of profitable growth) PRODUCTS Appian Enterprise Rated a Leader in Enterprise BPM Suites by Forrester and Gartner The world’s most innovative BPM suite Appian Anywhere Only Complete BPM Suite Available in an On-Demand SaaS Offering BPM Applications, Templates and Collaboration Appian for IT Services, Project Mgmt, Marketing Requests, Compliance, Procurement, HR Recruiting, SharePoint and more CUSTOMERS Customers: Financial Services, Mfg, Retail, Telco, Services and Government Deployed Seats: > 3 million

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