BPM Market IQ

6,332 views

Published on

Overview of BPM Technology and current state of the market, based on recent study done by AIIM Market INtelligence

Published in: Technology, Business
0 Comments
6 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
6,332
On SlideShare
0
From Embeds
0
Number of Embeds
722
Actions
Shares
0
Downloads
330
Comments
0
Likes
6
Embeds 0
No embeds

No notes for slide

BPM Market IQ

  1. 1. Market IQ on Business Process Management Leveraging Competencies and Streamlining Processes to Achieve Operational Excellence Thank You to Our Underwriters © AIIM | All rights reserved
  2. 2. How Important is BPM to Your Organization's Success? Imperative Significant Thank You to Our Underwriters © AIIM | All rights reserved
  3. 3. How Well is BPM understood in Your Organization? Vague No Clear Understanding Thank You to Our Underwriters © AIIM | All rights reserved
  4. 4. 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 Thank You to Our Underwriters © AIIM | All rights reserved
  5. 5. Thank You to Our Underwriters © AIIM | All rights reserved
  6. 6. ECM BPM Thank You to Our Underwriters © AIIM | All rights reserved
  7. 7. BPM ≠ Application Integration Customer Sales Accounting Marketing Service Graphical User Interface Directory File App Server RDBMS Services Server Network Infrastructure Operating System Thank You to Our Underwriters © AIIM | All rights reserved
  8. 8. 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 Thank You to Our Underwriters © AIIM | All rights reserved
  9. 9. 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) Thank You to Our Underwriters © AIIM | All rights reserved
  10. 10. 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. Thank You to Our Underwriters © AIIM | All rights reserved
  11. 11. Level 1 Level 2 Level 3 Organization Department/Business Unit Level 4 Level 5 Thank You to Our Underwriters © AIIM | All rights reserved
  12. 12. 64% Accomplished their BPM initiative in 2 years or less Thank You to Our Underwriters © AIIM | All rights reserved
  13. 13. 51% Achieved ROI in 3 Years or Less Thank You to Our Underwriters © AIIM | All rights reserved
  14. 14. At What Level Do Your BPM-enabled Processes Operate? 53% Within Individual Departments 35% Multi-departmental 13% Cross-enterprises Thank You to Our Underwriters © AIIM | All rights reserved
  15. 15. Is a Process Owner Necessary to Effectively BPM- enable a Process? Thank You to Our Underwriters © AIIM | All rights reserved
  16. 16. Does Your Organization Have a Chief Process Officer? (CPO) Thank You to Our Underwriters © AIIM | All rights reserved
  17. 17. Do You Have a Specific Group in Your Organization Responsible for BPM Initiatives? Thank You to Our Underwriters © AIIM | All rights reserved
  18. 18. To Whom Does This Group Report? Thank You to Our Underwriters © AIIM | All rights reserved
  19. 19. 45% Do NOT Use Process Audit Trails as Business Intelligence 22% Use Them Minimally Thank You to Our Underwriters © AIIM | All rights reserved
  20. 20. Top 4 Issues During Implementation 45% Underestimated Process/Org. Issues 41% Lack of Staff Knowledge/Training 30% Derailed by Internal Politics 29% Excessive quot;Scope Creepquot; Thank You to Our Underwriters © AIIM | All rights reserved
  21. 21. Thank You Carl Frappaolo Cfrappaolo@aiim.org www.TakingAIIM.com Dan Keldsen Dkeldsen@aiim.org www.BizTechTalk.com Thank You to Our Underwriters © AIIM | All rights reserved

×