Qpr 8 - Integrated Management System

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QPR 8 - Integrated Management System

QPR 8 - Integrated Management System

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  • ” What are you doing to achieve your business objectives effectively?” This is a key question that the stakeholders of your organization will be asking you. Whether this is a customer, an employee, a government agency seeking to make sure you coply with regulations and so on. So lets have a look at what needs and requirements different stakeholders typically have...
  • All organizations exists to satisfy a customer need and if we look at things from the point of view of the customer then the key question they will be asking is: ”what value does this organization provide me with?” This may be a product that satisfies their needs completemented with pre- and after-sales services, as all of it influences the amount of value that a customer perceives he or she is getting from interacting with the organization. Suppliers and distributors form another group of stakeholders. They will be interested in how well your organization is performing in support of their operations, just as your organization is interested in how well your supply chain partners provide support for more effectively executing your operations. Employees are yet another group. They will be interested in things like career opportunities, the work environment, some form of long term reassurance about their reward for working for your organization ansd so on... Investors form yet anotyher group. These people will be mostly concerned with your ability to achieve your financial objectives: What are you doing to ensure you will meet your business goals and be profitable. Insurers then will be interested in how well your organization is prepared for events that affect your business. What are you doing to ensure you are prepared for things that can go wrong? And finally government will be interested in what you are doing to ensure your organization plays by the rules: What are you doing to combat fraud, or reporting of incorrect financial information, do your products comply with regulations, are your production processes following the rules to protect the environment and so on. So satisfying your stakeholders quickly turns into a multitude of objectives for your organization other than merely providing value to customers...
  • And achieving those objectives involves many battlefronts, and this is what we see in almost any organization today with varying degrees of maturity: Most organizations will have some sort of strategy management process in place, maybe based on the Balanced Scorecard methodology. There may be performance management processes in place to measure a multitude of performance areas, in order to improve decision making. Very often seeing poor areas of performance has lead many organizations to take a detailed look at their processes with process management processes. A growing number of organizations has also realized that it makes sense financially to be prepared for events that influence the achievement of goals and try to prevent those events rather than dealing with their consequences. They will have adopted risk management processes in order to be better prepared for events that have a negative or positive effect on objectives. The same holds true for regulatory compliance. Finally we see organizations adopting quality management processes in order to strenghten their competitive position or maybe because business partners require they become certified for example for ISO compliance. So we see a growing number of management practices covering a large number of areas, and at the same time a rapidly growing number of tools to support those processes. And this situation is probably not the optimal solution for being successful in all those areas and ...in the end...being successful in achieving your business objectives.
  • Achieving your business objectives effectivly not only involves many battlefronts...it also requires a coordinated effort! Very often we see organizations using a multitude of IT systems and tools for executing their management practices. Strategy may be managed among the executives using plain Microsoft Office tools. Business performance may be managed on lower levels of the organization using a performance management tool, like QPR ScoreCard. Here it is important that your projects and business targets remain aligned with the strategy of your organization. This becomes difficult when there is no link beween the two areas. Process managment is there to continuously improve processes but if there is no direct link between processes and performance management or strategy, which is often the case when process management is done using process drawing tools like Microsoft Visio, then it becomes difficult to keep processes aligned with strategy and to be able to identify what processes or parts thereof are underperforming. Also risk and compliance management benefit from insight in strategy and processes as it helps in identifying risks: knowing what the objectives are of the organization helps to identify those events that affect achieving those objectives and knowing how things are done in your organization helps in identifying what practices in your organization may be non-compliant with regulations: This is why risk and compliance management need to be linked with strategy, performance and process management. Using separate systems makes executing risk and compliance managment in an effective way much more cumbersome and difficult to achieve. Then Quality management . Many organizations we see do quality management with Microsoft office tools and maybe a document management system in order to document policies, describe processes and task lists using Microsoft word...maybe because most process modeling tools are too technical for quality managers to use or maybe because they are so simplistic that they require a huge maintenance effort to keep everything up to date. Fact is that organizations may have the tools in house to do all this, but they simply are not focused at the business user. Business users therefore use Microsoft Office to do their work, which is unfortunate, because it results in a lot of duplication, a significant risk of data corruption and a lack of overview. Although this slide may look very clean don’t be mistaken....
  • The typical situation often looks a bit like this: A multitude of systems, file formats and approaches where we see a lot of duplication going on, where it is hard to execute all management practices in line with strategy and where overview of the complete situation is difficult to obtain.
  • And this often leads to this: you will see people doing a lot of things that are not in line with strategy, simply because strategy is not clear or poorly communicated. People are not aware of their role in strategy. You will also see teams and people aiming for the wrong targets, again because projects may not be serving the achievement of strategy. You will also see process documentation not being maintained – maybe because its so hard to keep it up to date and get people to follow processes: they are therefore doing thing not in the way they are supposed to, sometimes with disastrous consequences. You will also see organizations not being well prepared for things that can go wrong, often this is becuse a lack of insight in strategy and processes inevitably results in poor risk identification, or simply because only a small group of people were involved in risk identification and management. And finally you will see organizations not being able to keep their promises to customers because organization-wide quality management can be so difficult to execute in a proper way.
  • To summarize the situation: Many systems that support many management practices will dilute the focus of the people that are involved and have a negative effect on the efficiency in which the organization executes those practices. As a result of this: Management will lack a complete and up to date overview of the situation as information needs to be gathered and prepared from many systems and files. Secondly it is hard for the organization to maintain focus on achieving business goals, because operations and strategy are subject to constant change. Many systems also lead to a lack of consistency and a systematic approach, this will mostly hamper the ability to communicate on issues related to processes, risk, compliance and quality in the organization, and therefore hamper the execution of processes to manage those areas. Very often you will see management practices being executed in functional silos, while things like risk, quality and compliance relate to organizational processes. And organizational processes typically are cross-functional things: Think of order fulfillment, think of reporting financial information, think of purchasing of raw materiald for production and research and development processes: all cross functional processes. And of course finally, doing all these things using multiple systems always results in a duplication of effort as the same information needs to be maintained in multiple locations.
  • Management practices like strategy, process, business performance, risk, compliance and quality management all influence each other., this is what OI have been trying to make clear so far. I’d like to compare this to flying an airplane where each management practice can be seen as a control surface. In an airplane the control surfaces combined provide the airplane with direction and speed in order to help it go where you want it to go. In business the control surfaces like strategy, performance, process, risk, compliance and quality are there to help you meet the challenges imposed by the external forces on your organization. These external forces include your competition, customer expectations, regulations (the rules of doing business), trends in the economy and all the risks that the business environment provides the organization with. All your control surfaces need to work together in order to steer your organization to where you want it to go. So its important to be able to synchronize all these management practices – to have some form of control over how all of them are executed.
  • The integratred management system provides a solution for steering your organization, for improving control over how your management practices are executed. (read definition) It addresses many management concerns (read note). Essentially an IMS is about optimizing control over the achievement of business goals, as combining all the internal management practices into one system provide better control over how they are executed and therefore their outcome.
  • QPR 8 provides such an integrated management system as it combines the execution of strategy ”your plan of action”, process management ”how you do things”, business performance management ”how well you do things”, risk and regulatory compliance management ”How you make sure you are prepared and play by the rules” and quality management ”How you intend to continue to deliver the best value to your customers” all on one single platform. Lets take a brief look at each of these areas and what QPR 8 has to offer there...
  • Where it comes to strategy management this relates to turning strategy into objectives ”What do we need to do in order to be successful with our strategy” in multiple areas of management: objectives for your operations, for your risk management, for quality and for compliance. Very often organizations do this by implementing a methodology like Balanced Scorecard that allows them to translate these strategic objectives into tasks for each business unit and department of the organization. QPR 8 provides you with all the tools to do strategy management. From translating strategy into objectives to cascading objectives on every level of your organization and monitoring your progress, for example by using interactive and dynamic strategy maps and dashboards that get their strategic performance information directly from your business systems and your employees. QPR 8 also provides intitiative management tools, like alerting, assigning tasks and action plans in order to collaboratively manage deviations from the plan.
  • For Process Management QPR 8 provides you with an effective process modeling environment that will help you obtain insight into how things are done in your organization, improve this and communicate this to all employees, thus helping them become aware of how things should be done. Unlike any flowchart drawing tool, QPR 8 allows you to create an end to end hierarchical process model of how all the things in your organization are done. This basically means that your are not creating a collection of flowcharts but through the creation of process maps you are actually building a complete model of connected processes, roles, available resources and so on. QPR 8 furthermore allows you to link defined processes with performance metrics in order to measure process performance and continuously drive process improvement. It also allows you to communicate process models via a portal to all your employees AND to link processes with external information like documented policies, task lists, Internet content, workflow applications and so on. QPR 8 mixes that with a collaboration environment which allows your employees to work together in improving processes and to log process-contextual information like what is being done right now to improve processes, what did you do in the past, people can assign tasks and launching action plans...all in one system.
  • Business performance management with QPR 8 focuses on improving how well things are done in your organization and this can related to a multitude of areas including strategy, operations, risk management, your compliance with regulations and quality. (provide examples as listed in outer ring). It provides you with insight in how you are doing things in relation to the targets you have set, how are you doing overall and what you can do to improve performance and who to involve in that.
  • QPR 8 also supports risk and regulatory compliance management practices. We see a growing number of customers using QPR for exactly those purposes. QPR 8 supports the full risk management cycle: From risk awareness where it supports risk identification, classification, risk assessments, ranking and your risk treatment decision making, to risk preparedness by allowing you to document and communicate risks, cascading them from top to departmental level, launching of risk mitigating control activities and the loggin of these activities. It allows you to document risk mitigating controls as part of your process documentation and to communicate of risks and controls in a role-based manner. This means that for example a production manager gets complete information of all the processes, risks and controls that apply this his/her role in the organization as well as when he is required to re-assess risks and when controls are scheduled for testing. Finally then QPR 8 also supports the monitoring and reporting of accurate and up-to-date risk information, which involves the scheduling and carrying out of risk assessments, doing the control checks and capturing all results in a convenient manner for managers, executives and auditors. What this slide also shows is the links with strategy and process management, where on one side the activities of risk management in improving preparedness by implementing controls result in changes to your processes: You can see this as risk management-related process improvements and secondly where strategy and performance management benefit from the availability of up-to-date and accurate information on risks and how these are mitigated in order to improve strategic and operational decision making. And that is really what risk management is all about: To allow managers to make decisions that are based on a healthy dose of risk and to avoid decisions that carry too much risk. QPR 8 allows you to do risk and regulatory compliance management across the organization in one single system, supporting online risk assessments, centralized documentation of risks and controls and their status as part of process documentation and providing a complete overview of the status of risks and controls in heat maps, risk dashboards and risk analysis views.
  • Finally then quality management. QPR 8 allows you to do quality management in a very effectie way as it allows you to document your processes, and if you have already done this as part of your provess improvement initiatives use that same process documentation for the purpose of quality management. It allows you to link process documentation with policies, task lists and other quality-related documentation you have. QPR 8 now also directly integrates with Microsoft SharePoint server, which places all you quality documentation under document management: So clicking on a document in the process map will provide the user with direct access to that document and - if applicable to his/her user rights - allow them to just view or maybe edit the document with version control support. It will allows you to set quality related targets for the delivery of products and services to customers and link those performance targets with your process documentation so that your process documentation will show you what is working and what is not. For example subprocess that colors red in the portal shows that the process is not meeting the quality standards that you seek. Just clicking on that subprocess element in the flowchart will then bring you to a complete historical overview of performance, but also it will provide you with a complete overview of all reported non-conformancies, near misses as well as any corrective or preventive actions that have been launched in relation to that process.
  • The QPR 8 Integrated Management System consists of three components: QPR ProcessGuide 8, a comprehensive process modeling and mangement environment. It focuses on allowing you to effectively improve how things are done in your organization and supports multiple purposes for the process documentation: Be it improving them from a performance perspective, risk, compliance or quality perspective. It allows you to integrate process documentation with external information so as to provide your employees with all the information they need that is related to the task at hand. And very importantly, it is focused at the business user, so you get a professional process modeling tool that is just as easy to use as a process drawing tool like Microsoft Visio or Magic Draw but goes a lot further than just drawing pretty pictures of flolwcharts. The second component is QPR ScoreCard, which is a flexible performance measurement and management tool, where the word flexible has several meanings. Flexible in that is can be used for many purposes: business performance, strategy performance, risk assessment and moniting, control testing and quality management. Flexible also in that is allows you to decide what, how and when to measure and finally flexible in allowing you to decide where you get your data from: Whether that is from your business systems, your files or your people. The system is highly scalable and very quick to deploy. The third component then is QPR portal, which is essentially the user front end to QPR ProcessGuide and QPR ScoreCard. It provides your employees with role based access to process and performance information, the ability to customize and share views, initiative management allwing them to work together in improving things, browser based reporting and the capability to drill down into processes of performance information and doing analysis. So essentially with QPR we provide a process, measurement and collaboration focused approach to doing strategy, performance, risk, compliance and quality management.
  • This slide shows a functionality matrix of QPR 8, showing in each table cell what kind of support each component provides for each management practice. (highlight a few).
  • Finally then we get to our point on why an integrated system is not the same as separate systems and why the integrated approach is a better one, in terms of helping your organization in achieving that you seek to achieve. The first bullet is a no brainer: It allows you to better align each management practive with your strategy – and too often do we see that this is not the case where separate systems are used. The flipside of the coin here means that management is able to get a much better, complete and accurate overview in terms of where you are with the execution of strategy. Our second argument is that integrated will allow you to improve the execution of management practices such as risk management, regulatory compliance and quality management as it allows you to set objectives for each areas and assign accountability: See it as setting targets for the execution of each management proactice: Just like any other performance management objective also here the act of setting objectives and measuring performance will help you improve execution. Thirdly, it improves the capability of your organization to identify risks: Indentifying risks effectively requires involving everybody in your organization and providing them with context in terms of what objectives need to be achieved and how things are currently done in your organization: This are the things that strategy, performance and quality management provide. Four: We also argument that it provides you with multiple drivers for process improvement. Traditionally organizations have looked at this area from one point of view only: performance management, meaning that process improvement is driven by things like cycle times and cost. The QPR IMS complements that with improving processes from a risk, regulatory compliance and quality point of view. Finally having all management proctices using the same system compared to a multitude of systems also improves communication and insight as now there is one system that everyone uses in a systematic approach.


  • 1. Integrated Management System
  • 2. Agenda
    • Satisfying your stakeholders: Are you in control of this?
    • How QPR 8 Integrated Management System can help
    • QPR 8 components
    • QPR 8 key benefits
    • QPR Customers
  • 3. What are you doing to achieve your business objectives effectively?
  • 4. Satisfying your stakeholders... What value does this organzation provide me with? How well does this organization support our operations? Do I want to be a part of this organization? Is this organization successful in achieving its financial objectives? How well prepared is this organization in dealing with risk? Does this organization play by the rules? Customers Supply chain partners Employees Investors Insurers Government Satisfying all stakeholders results in a multitude of objectives...
  • 5. Achieving business objectives involves many battlefronts... ...and that focusing on our long-term customer needs with quality management systems helps us meet and exceed customer expectations... Balanced Scorecard strategy managemen t allows us to focus on strategic objectives... ...and we use performance management tools to measure day-to-day achievement of project goals etc. ... ...both often point to weaknesses in how we do things...that is why we adopted process management ... ...we also discovered that being prepared for risks and regulations that affect our business allows us to be more efficient... The problem we have now...is the multitude of management systems. Having many systems focused at achieving business objectives may not be the optimal solution...
  • 6. ...and a coordinated effort Here’s our new strategy, now make it happen! How do we make sure we measure the right things? We need to improve processes but which ? What are the implications to our business? How do we ensure we keep on doing things correct? Microsoft Office Lack of overview hampers strategic decision making Performance Management System Aligning unit, department and team targets with strategy requires insight in strategy File-based flow charts Missing link with performance metrics does not provide insight in process performance Microsoft Excel Lack of insight in strategy, targets and processes results in poor risk identification Microsoft Word, Excel & document management Why not integrate our effort with what we already are doing? duplication, misalignment, data corruption and a lack of overview strategy management performance management process management risk/compliance management quality management
  • 7. The typical situation however... STRATEGY!! FOCUS!! duplication, misalignment, data corruption and a lack of overview DON’T FORGET!! What are the implications to our business? How do we make sure we measure the right things? We need to improve processes but which ? How do we ensure we keep on doing things correct? ? Strategy management Risk / Compliance management Performance management Process management Quality management IMPORTANT!!
  • 8. ...easily results in: strategy People doing anything but following strategy... Teams aiming for the wrong targets... Not doing things as they’re supposed to... Not being well prepared for things that could go wrong... Not providing the quality you promise... strategy management performance management process management risk/compliance management quality management
  • 9. Many systems dilute focus and efficiency
    • Inability to provide management with a complete overview
      • As information needs to be gathered and prepared from many systems
    • Hard to maintain focus on achieving business goals
      • As operations and strategy are subject to constant change
    • Lack of consistency and a systematic approach
      • Making communication about the state of things cumbersome
    • Risk of execution in functional silos
      • While strategy, performance, risk, compliance and quality require a cross-functional approach
    • Risk of duplication of effort
      • As execution on many systems often lead to a project-by-project approach and the need to maintain the same information in multiple locations
  • 10. All surfaces of business control influence the achievement of goals! competition customer expectations regulations Strategy management Performance management Process management Quality management Risk & Compliance management External forces Internal practices But how to ensure that all internal management practices are and remain in synch with each other? economy trends environment risk
  • 11. Integrated Management Systems address many management concerns
    • Strategy execution and alignment
    • Improving the bottom line by making the right decisions
    • Comply with a growing number of regulations
    • Meeting customer expectations, now and in the future
    An Integrated Management System (IMS) is a management system, which integrates all relevant components of a business into one coherent system so as to enable the optimal achievement of its business objectives. It’s about optimizing control over the achievement of business goals! Combining all the internal business management practices into one system provides better control over their outcome!
  • 12. One system for improving control! Strategy Management Risk and Regulatory Compliance Management Quality Management Business Process Management How well we do things Business Performance Management How we do things How we make sure we are prepared Our plan of action How we deviver value to our customers
  • 13. Strategy Management monitoring performance context objectives strategic operational risk quality compliance tasks tasks tasks tasks One system for transforming strategy into objectives and tasks for each control surface, cascading it from corporate to individual team level, monitoring progress, and collaboratively manage deviations. Interactive, dynamic strategy maps Custom, dynamic dashboards strategy
  • 14. Business Process Management Integrate your process model with external information Collaborate and initiate improvement! Link processes with performance metrics Create an end-to-end process model of connected process maps strategy operations compliance quality risk Drive continuous improvement and make sure employees are aware of how things should be done! process modeling and management analysis and asset management Log process-contextual information
  • 15. Business Performance Management strategy operations quality risk compliance outsourcing partnerships business development supplier performance process cycle time time-to-market ISO EFQM CAPA’s risk assessments risk analysis control activities controls testing Flexible metric framework Customized analisys and drill-down Collaboration and initiative management Flexible performance management to improve decision making in a multitude of areas! Status reporting incident reporting Near misses rerporting How are we doing in relation to target? What does our overall performance look like? What can we do to improve and who do we involve?
  • 16. Risk/Regulatory Compliance Management Risk Awareness Identify  classify  assess  rank  treat Risk Preparedness Document risks  launch control activities  track progress  implement and document controls  communicate Monitor and report schedule assessments & checks  capture results  monitor & report measure Strategy and performance: Our plan and state Processes: How things are done Improve decision making Process improvement Online managed risk assessments and control activities Effective documenting and communicating of risks and controls A single, enterprise-wide platform for managing risk and regulatory compliance risks & regulations Obtain a complete overview: Risk dashboards, heat maps
  • 17. Quality Management Document and communicate processes, policies and work instructions Monitor and continuously improve quality Set quality targets for product and service delivery Report and log non-conformities and launch corrective and preventive actions Procedures, policies, templates, task lists, quality documentation... Linked! Linked! Linked! Linked! Linked! One system that provides and links all the necessary components for effectively managing, improving and certifying quality! A single point of access to all quality management related information
  • 18. QPR 8 - IMS Components A process, measurement and collaboration-focused approach to strategy, performance, risk, compliance and quality management QPR ProcessGuide QPR ScoreCard QPR Portal Comprehensive process modeling and management Improve how things are done Multi-purpose process modeling Integration with external information Focused on the business user Flexible performance measurement and management Measure performance your way Powerful scorecard management Easy integration with business systems Scalable and fast to deploy Collaboration focused montoring, reporting and analysis Role-based and personalized information Initiative management and collaboration Browser-based reporting Drill-down and information analysis
  • 19. QPR 8 Functionality Matrix QPR ProcessGuide QPR ScoreCard QPR Portal Stategy Management Process alignment Transforming strategy to objectives and cascading from top to bottom Monitoring and reporting Business Performance Management Business activity monitoring Target setting and assigning accountability Monitoring, analysis and initiative management Business Process Management Process development and maintenance Measuring process performance Process analysis and collaboration Risk and Regulatory Compliance Risk identification and risk/control documentation Risk appetite setting and assigning accountability Assessments, control activities, monitoring, reporting and auditing Quality Management Policy, process, procedure and task list documentation Target setting and assigning accountability Monitoring, incident reporting, CAPA’s, reporting and audits
  • 20. Integrated makes things easier than separated
    • Align all management practices with strategic objectives
      • Strategy management obtains a complete and accurate overview
    • Improve execution of management practices
      • Ability to provide and manage performance objectives for each management area
    • Facilitate better risk identification
      • Your business objectives and the way you do things define what risk and regulatory compliance mandates affect you
    • Provide multiple drivers for process improvement
      • No longer process improvement from just a performance point of view: also risk, compliance and quality drive process improvement
    • Improve communication and insight
      • Once system, one systematic approach
    strategy Business performance Risk & compliance Quality Business process
  • 21. QPR 8 Key Benefits
    • Optimize your ability to achieve objectives
      • By integrating and aligning all relevant components of managing your business into one coherent system
      • By ensuring a cross-functional execution of business management practices
      • By providing a systematic and consistent approach for managing strategy, performance, process, risk, compliance and quality
      • By providing decision makers with easy access to all the information they need to improve the decisions they make
    • Reduce duplicative work and therefore cost
    • Reduce time and cost related to audits
      • By providing auditors (risk, regulatory and quality compliance) with a single point of access to all the information they need
    • Involve your employees
      • By providing them with one, easy to use system that identifies their role in achieving the objectives of the organization and allows them to take part in the process
  • 22. About IYCON
    • Leading Consulting & Technology Solution Company in the Middle East, India and Oceania (Australia / New Zealand)
    • Provide High Quality Business & Technology Solutions across Middle East & India
    • Based out of Dubai Internet City, Dubai, United Arab Emirates (Middle East Operations)
    • Based out of Mumbai, India (Indian Operations)
    • Based out of Melbourne, Australia (Oceania Operations)
  • 23. The IYCON Mission
    • While today's markets belong to companies with a competitive advantage
    • The future belongs to companies with an Adaptive Advantage
    • We help companies discover and maintain their Adaptive Advantage
    Sustaining Your Adaptive Advantage ™
  • 24. Why IYCON?
    • One of only six global QPR Strategic VAR’s (out of a total worldwide partner network of 72 partners)
    • Has Techno-Commercial Consultants conversant with management methodology as well as QPR Tools
    • Has dedicated Certified Technical Consultants on QPR Products – first line of local support
    • Only QPR Partner worldwide to host dedicated QPR Self Serve Helpdesk (IYCON Helpdesk) for IYCON’s QPR Customers.
  • 25. Our Ongoing Value Proposition to Customers Understand customer requirements Offer a complete Solution - Technology - Training - Consulting Quality Support Timely Response Timely Resolution Regular Health Checks to Sustain the Adaptive Advantage
  • 26. Our International Delivery & Support Model
    • Deployment Onsite
    • Training onsite on train the trainer basis
    • Self Serve Helpdesk for support tickets (technical & business support issues)
    • Contracted response and resolution times
    • Remote support capabilities with 100% resolution guarantee
    • Currently supporting organisations across 9 countries (Middle East, Indian Subcontinent & Oceania)
  • 27. IYCON Help Desk
    • IYCON provides all IYCON-QPR Customers in the region access to the IYCON Help Desk.
  • 28. Self Serve Interface Track Response and Resolution times for support calls logged
  • 29. Customers in Middle East & Asia
  • 30. About QPR Quality. Processes. Results
    • Founded 1991, QPR Software Plc is an international specialist providing software and solutions for
      • Process management
      • Performance management
      • Risk management & Compliance to Quality and Regulation
    • QPR´s and its resellers combined sales of QPR products and services totaling over EUR 20 million
    • QPR Software is listed on NASDAQ OMX Helsinki Ltd. (ticker: QPR1V).
  • 31. Globally recognized as best-of-the-breed products: ANALYSIS PROCESS AUTOMATION PROCESS DESIGN PERFORMANCE MONITORING QPR ScoreCard Performance Management QPR ProcessGuide Process Management
    • Product Launch
    • First recognition from Gartner Group in Leaders position in BPM/A tools
    • 2003 Launch of QPR 7.0 with Collaborative Management System portal
    • Launch of QPR WorkFlow tool for Process automation
      • Product Launch
      • Balanced Scorecard Collaboration Certification
      • First recognition from Gartner Group as a CPM Suite
      • Launch of QPR FactView tool for data analysis
    2008 Launch of QPR 8.0 with MS SharePoint and MS Office integration 2008 QPR 8.0 translated to more than 20 languages
  • 32. Customers
  • 33. What our customers say... QPR-based reporting has reduced our work volumes by a significant degree, especially in data acquisition and summary reporting. There was a danger that a quality standard system could have turned into a very bureaucratic paper system when most of our time would have been spent in just maintaining the system. It is essential, that the system supports our work and not the other way round. Therefore we chose QPR. QPR has made our management processes very efficient resulting in quality planning, target setting and follow-up. QPR’s systems save 40-50% of top and middle management time. An extreme increase in value for PostParcels. QPR Scorecard and QPR ProcessGuide combined is the best software toolset I know for putting a strategy into action. Over 1500 organizations rely on QPR!
  • 34. Private Sector Customers Worldwide
  • 35. Public Sector Customers Worldwide                                                                                            THE FINNISH DEFENCE FORCES Social Investment Fund for Local Development
  • 36. Thank You www.qpr.com www.iycon.com