The document provides an overview of the ARPO software solution from Klug Solutions, including: - Klug Solutions company profile and the value proposition of their ARPO software for process mapping, reporting, and continuous improvement. - Examples of 100 main customers that use the ARPO software across government agencies and large private sector companies in Brazil. - An explanation of how the ARPO software allows for standardization, organization, and efficiency in business process mapping compared to other tools.

1. 1© KLUG SOLUTIONS
A R P O
BPMN++ MODELER
SOLUTION OVERVIEW
Highlight in the CEBIT
Hannover - Germany
ARPO = Advanced Repository of Process Oriented Information

2. 2© KLUG SOLUTIONS
 Company profile – Klug Solutions
 Value proposition of the ARPO Software
 100 main customers of reference (total of 241)
 Methodology for process mapping with ARPO
 Methodology for whole business modeling
 Integration of process with the other 11 ARPO dimensions
 Summary of main software features
 Configurations and system requirements
 Comparative analysis of BPM tools
 Invitation to know the free version
C O N T E N T S
1
2
3
4
5
6
7
8
9
10

3. 3© KLUG SOLUTIONS
COMPANY
PROFILE
1

4. 4© KLUG SOLUTIONS
Company profile – KLUG Solutions
The KLUG Solutions company is working with Business Processes since 1995.
Our major focus is the creation and application of technological solutions with the
objective of improve the business processes and efficiency of our customers.
Klug was established in 1994 and has developed several technological solutions.
Since 2005 it is engaged in the development and sales of the ARPO Software.
Currently the ARPO Software is recognized as a leading processes solution,
with customers of reference in Brazil, Latin America and Europe.
1
ARPO SOFTWARE RELATED SERVICES
● Software Licensing (more than 240 active customers).
● Software Maintenance.
● Operational Support.
● Training on BPM and Training on ARPO Process Mapping.
● Customizing of ARPO Methodological Filters.
● Migration of process flows to ARPO.
● Development of programs to integrate ARPO with legacy systems.
● Process mapping and Process improvement consulting.
www.klugsolutions.com

5. 5© KLUG SOLUTIONS
VALUE PROPOSITION
OF THE
ARPO SOFTWARE
2

6. 6© KLUG SOLUTIONS
Main issues faced by a world-class company
CREATE VALUE / INCREASE RESULTS
MISSION / VISION OF THE ORGANIZATION
WHICH MARKETS WILL BE SUPPLIED
WHICH PRODUCTS / SERVICES WILL BE OFFERED
HOW ARE OUR PRICING STRUCTURE AND COMPETITION
BUSINESS PROCESSES MANAGEMENT
SUPPLY CHAIN PLANNING (PRODUCTION)
IMPLEMENTATION OF AN ERP SYSTEM
PROCESSING OF BUSINESS NEEDS / EXECUTION
LOGISTICS OPTIMIZATION
TECHNOLOGICAL INFRASTRUCTURE
RFID TECHNOLOGY
INTRANET & INTERNETTECHNOLOGY
TACTICAL
OPERATIONAL
STRATEGIC
VALUE
2

7. 7© KLUG SOLUTIONS
What means Process for your company?2

8. 8© KLUG SOLUTIONS
BPM Roadmap: Maturity level of processes
IT IS A CHAOS
BUT
WORKS
CONTINUOUS IMPROVEMENT
P
DC
A
BPM = Business Process Management
WE VERIFIED THAT
Often we find distinct maturity levels of
processes in different business units
of the same company.
It is recommended to unify the mapping
methodology and obtain consensus
about what are the macroprocesses.
2
SCOPE OF AUTOMATION
Main metrics from Toyota’s True North:
● P Improvement of the Cost / productivity relationship
● D Improvement of delivery, lead time and added value
● Q Improvement of Quality (goal: zero defects)
● H Human development
EXCELLENCE
COMPETENCE
COMPREHENSION
INNOCENCE
CONSCIENCE
Processes
Mapping
(AS IS)
Processes
Redesign
(TO BE)
Implement
improvement
plans
Implement
Business Process
Management
SYNERGY
( 1 + 1 >> 2 )
AUTOMATE
PROCESSES
SIMPLIFY
PROCESSES
IMPLEMENT
CONTROLS
SCOPE OF THE ARPO SOFTWARE

9. 9© KLUG SOLUTIONS
Value proposition of the ARPO Software
Standardization, organization and efficiency for business mapping
● Reduction of at least 50% of the time and cost for professional process mapping.
● Support for most used standard notations for process mapping (BPMN, EPC and VAC).
● Best practices and methodologies for process mapping embedded on software.
● Accelerators for direct import (objects or complete models) from Visio or Excel.
● Competitive differential: Graphical and automatic representation of processes decomposition.
● Competitive differential: Automatic storage of all information in a relational database.
● Competitive differential: In addition to full process support, ARPO allows the mapping,
analysis and improvement of the organizational structure, systems, information, infrastructure,
sustainability, skills, products, strategies, indicators, risks and business improvements.
Easiness and quickness on analysis and proposition of improvements
● The database allows to extract analytical reports about the processes in seconds.
● Easiness of creating and changing reports, without any kind of programming.
● Automatic export of ARPO reports to Excel, allowing further analysis.
Effective communication of project results
● Dissemination of project results through a complete website generated by the system.
● Automatic export to Microsoft Office standards (Visio, Powerpoint and Word).
Period for return on investment of just two months
● ARPO is offered by a fair and reasonable price, with return of investment up to 2 months.
● Full Software in English, easy to use and which requires little training to start using.
2

10. 10© KLUG SOLUTIONS
ARPO is available in 4 languages
The first language of ARPO was English.
ARPO was developed in English.
The second language of ARPO was Portuguese.
To attend the customers in Brazil.
The third language of ARPO was Spanish.
To attend the customers in Latin America.
The fourth language of ARPO was Czech.
ARPO is an UNICODE compliant application.
The selection of the language of ARPO comprehends:
• The program (interface, functionalities, messages)
• The methodology (name of models, name of objects, properties)
2

11. 11© KLUG SOLUTIONS
Typical requirements addressed by ARPO
Project objectives Main benefits provided by ARPO
Current process mapping
Completion of the project in at least half of
the time, when compared with other similar
tools available in the global market.
Expand the process initiative
The processes will be stored in a database,
allowing the analysis for improvements and
quick generation of analytical reports.
Create a Process Office
ARPO provides an environment embedded
methodology and best practices for process
mapping in a simple and easy way to use.
Perform an ERP selection
Productivity in surveying and redesigning the
business processes, considering the
improvements offered by the ERP system.
Automation of critical tasks
ARPO: Process mapping.
BPMS: Automation of the workflow, normally
performed by IT (requires programming).
3

12. 12© KLUG SOLUTIONS
How to keep the processes always updated?3
Responsible for:
1. Perform the initial
process mapping.
2. Nominate the focal
points of each area
or process.
3. Manage the
updating of the
processes maps
by focal points.
4. Train and provide
support to focal
points on the
methodology.
5. Manage user
accounts on the
ARPO system.
PROCESSOFFICETEAMFOCALPOINTS
Responsible for:
1. Collaborate
with initial
process mapping.
2. Maintain their
process maps
always updated
over time. M A N A G E R S O F T H E P R O C E S S E S
The Process Office Team
manages the ARPO
database and the access
control of the focal points
to the process models.
The Focal Points can only
change the processes by
which they are directly
responsible.
Planning Production Distribution
The Process models are
kept updated and the
culture of continuous
improvement is enhanced
by the permanent action
of the Focal Points.

13. 13© KLUG SOLUTIONS
ARPO and Automation Tools are complementary
Activities
Tasks
DESIGN OF THE AUTOMATION FLOW
+ FORMS SPECIFICATION
+ PROGRAMMING (JAVA AND OTHERS)
Objective
Value Chain
Mapping
Processes
Mapping
Subprocesses
Detailing
Activities and
Business Rules
Detailing
Critical tasks detailing
(operational procedure)
Activities and/or tasks
automating
(programming required)
Subprocesses
CONSIDERING THE TASK FLOW AS REFERENCE, PREPARE NEW
PROJECT STARTING HERE
Top-Down
detailing
3
The typical work
of the Process Office
Team covers the
continuous business
improvement,
starting in the
value chain and
involving processes,
subprocesses,
and activities.
In some cases
the critical tasks
are also detailed.
The detailing of tasks
requires a lot of
additional effort and
is performed only in
some specific cases.
ARPOSOFTWAREBPMS
P
DC
A
Value
Chain
Processes
The automation is
carried out by
IT Analysts and
requires programming
knowledge.
For every need
there is
an appropriate
solution
Lipstick
Drunk
Delayed

14. 14© KLUG SOLUTIONS
100 MAIN CUSTOMERS
OF
REFERENCE
3

15. 15© KLUG SOLUTIONS
20 Customers of reference (Government companies)
Presidential Security
www.gsi.gov.br
Brazilian Army
www.exercito.gov.br
IMBEL
www.imbel.gov.br
Federal Coun. Justice
www.cjf.jus.br
IPT
www.ipt.br
FARMANGUINHOS
www2.far.fiocruz.br/farmanguinhos
Brazilian Navy
www.mar.mil.br
DATAPREV
www.dataprev.gov.br
Secretary Planning RJ
www.planejamento.rj.gov.br
Court of Justice GO
www.tjgo.jus.br
FINEP
www.finep.gov.br
Brazilian Air Force
www.fab.mil.br
National Observatory
www.on.br
SAEB (BA)
www.saeb.ba.gov.br
Court of accounts GO
www.tcm.go.gov.br
ANCINE
www.ancine.gov.br
CINDACTA III
www.decea.gov.br
ENAP
www.enap.gov.br
Secretary Planning SP
www.fundap.sp.gov.br
DAAE Araraquara
www.daaeararaquara.com.br
3

16. 16© KLUG SOLUTIONS
+ 20 Clientes de Referência ARPO (Empresas grandes)
PETROBRAS
www.brasilpch.com.br
VALE Fertilizers
www.valefertilizantes.com
PREVI
www.previ.com.br
CIELO
www.cielo.com.br
SEBRAE
www.sebrae.com.br
ELETROBRAS
www.eletrobras.com.br
Mitsubishi Motors
www.mitsubishimotors.com.br
BRASILPREV
www.brasilprev.com.br
FTD PUBLISHERS
www.ftd.com.br
UNIMED
www.unimed.com.br
FURNAS
www.furnas.com.br
Camargo Corrêa
www.camargocorrea.com.br
POUPEX
www.poupex.com.br
EPSON
www.epson.com.br
SANTANDER BANK
www.santander.com.br
CEMIG
www.cemig.com.br
PROMON
www.promon.com.br
AMERICANAS Stores
www.lasa.com.br
DELOITTE
www.deloitte.com.br
VR BANK
www.vr.com.br
3

17. 17© KLUG SOLUTIONS
+ 20 Clientes de Referência ARPO (Empresas grandes)
ADM
www.admworld.com
WTORRE Construct.
www.wtorre.com.br
CERTISIGN
www.certisign.com.br
RACCO Cosmetics
www.racco.com.br
METRUS
www.metrus.org.br
COCAMAR
www.cocamar.com.br
AES Brasil
www.aesbrasil.com.br
MONGERAL AEGON
www.mongeralAegon.com.br
RIACHUELO STORES
www.riachuelo.com.br
CAPEF
www.capef.com.br
SOTREQ
www.sotreq.com.br
TONON Bioenergy
www.tononbioenergia.com.br
CAPEMISA
www.capemisa.com.br
GLAXO SmithKline
www.gsk.com.br
PROTEGE
www.protege.com.br
BEACH PARK
www.beachpark.com.br
TERMOMECANICA
www.termomecanica.com.br
PETRA BANK
www.bancopetra.com.br
TELECHEQUE
www.telecheque.com.br
GP GROUP
www.grupogp.com
3

18. 18© KLUG SOLUTIONS
+ 20 Clientes de Referência ARPO (Grandes e médias)
Company of Jesus
www.jesuita.org.br
PUC Campinas
www.puc-campinas.edu.br
AERIS ENERGY
www.aerisenergy.com.br
FACILITY
www.facilitynet.com.br
RIO POLYMERS
www.riopol.com.br
Biblical Society BR
www.sbb.org.br
NOBLE GROUP
www.thisisnoble.com
ETAPA GROUP
www.etapa.com.br
JACTO GROUP
www.jacto.com.br
BOM JESUS AGRO
www.sementesbomjesus.com.br
SANTA CASA Assis
www.santacasadeassis.org.br
RM Infrastructure
www.rminfraestrutura.com.br
SIFRA GROUP
www.sifrasa.com.br
MARIA FILÓ
www.mariafilo.com.br
YAMANA GOLD
www.yamana.com
EUROFARMA
www.segmenta.com.br
STEFANINI
www.stefanini.com.br
FGV-IBRE
www.fgv.br
ACSC
www.acsc.org.br
McLANE
www.mclane.com.br
3

19. 19© KLUG SOLUTIONS
+ 20 Clientes de Referência ARPO (Empresas médias)
PC Informatics
www.pcinformatica.com.br
JARAGUÁ
www.jaraguaequipamentos.com
FLÁVIO’S Shoes
www.flavios.com.br
VOICE BRAZIL
www.voicebrazil.com.br
YAZAKI
www.yazaki-na.com
EADI AURORA
www.eadiaurora.com.br
TGM Transmissões
www.tgmtransmissoes.com.br
REGIONAL Tiles
www.regionatelhas.com,br
SINDIÔNIBUS
www.sindionibus.com.br
ZAIMELLA
www.zaimella.com
SERLARES
www.serlares.com.br
NILPEL
www.nilpel.com.br
FRIALTO Fridges
www.frialto.com.br
IMEDIATO GROUP
www.grupoimediato.com.br
TANIA
www.tania.com.co
O POVO Journal
www.opovo.com.br
BRALYX
www.bralyx.com.br
PROXIS
www.proxis.com.br
WTB GROUP
www.grupowtb.com.br
IMPERIAL HOTEL
www.spa-hotel-imperial.cz/en
3
Ecuador
Colombia
Czech Republic
Mexico

20. 20© KLUG SOLUTIONS
METHODOLOGY
FOR
PROCESS MAPPING
WITH ARPO
4

21. 21© KLUG SOLUTIONS
Phases of the project for process improvement
● Define rules for execution of the project for process mapping
● Define the methodology for process mapping and the scope of the project
● Create a document with the specification of methodology for process mapping
● Detailing processes, subprocesses and activities (tasks), according to the scope
● Determine the processes leaders and specify their responsibilities
● Determine the business requirements supplied by each process
● Identify improvements that influence the “True North”, that means, Improvements in
quality, delivery & lead time, cost/productivity relationship and human development
● Determine and validate rapid improvement (Quick-Wins)
● Prioritize subprocesses and improvements. Determine improvement plan
● Prioritize the actions of the improvement and determine implementation phases
● Validate the improvement plan with top management and start its execution
● Redesign of processes, subprocesses and activities
● Redesign of organizational structure and systems
● Validate the redesigned processes and publish them in the intranet (website)
4
Prepare
project
execution
Understand
current
processes
Perform
processes
analysis
Redesign
future
processes
Elaborate
improvement
plan
P
DC
A

22. 22© KLUG SOLUTIONS
MyCompany
Process 01
Process 02
Process 03
Process 07
Process 04
Process 08
Process 05 Process 06
Process 09 Process 10
Process decomposition into four levels
Decomposition level 1: Processes
They represent the major processes of a company.
Some authors call it “value chain”, while others call it "macroprocesses".
For the first level of decomposition we will adopt the term "process".
Example: Manage human resources.
Decomposition level 2: Subprocesses
They represent the decomposition of a single process into its
main components. The aggregation level is still high and normally
the business rules between the subprocesses are not represented.
Example: Manage training and development.
Decomposition level 3: Activities
Level of detail in which most projects of mapping is performed.
The activities, their dependencies and business rules are represented,
but without operational details.
Example: Identify training requirements.
Decomposition level 4: Tasks
Tasks are the detailed steps required to complete an activity and
they represent operational actions, also known as “work instructions”.
Example: Fill employee enrollment field and check ID.
Total amount of objects Full project duration
More levels: In ARPO there is no limit for the number of decomposition levels.
4
10 obj
1 day
VAC / BPMN
110 obj
15 days
VAC / BPMN
1.110 obj
3 months
BPMN / eEPC
11.110 obj
12 months
BPMN / eEPC
ARPO model type
Human
Resources
SubProcess 01
SubProcess 02
SubProcess 04
SubProcess 03
SubProcess 05
SubProcess 06
SubProcess 07 SubProcess 08 SubProcess 09 SubProcess 10
Human
Resources
Information
Technology
Activity 01 Activity 02 Activity 03
Activity 04
Activity 05
Activity 09
Activity 06
Activity 10
Activity 07
Activity 08
Information
Technology
Human
Resources
Task 01
Task 02
Task 03
Task 04
Task 05
Task 06
Task 07
Task 08
Task 09
Task 10
A process decomposed into 10 subprocesses
A subprocess decomposed into 10 activities
An activity decomposed into 10 tasks

23. 23© KLUG SOLUTIONS
Main notations for Business Process Mapping
Meanings of the word NOTATION
● Action of represent a subject in a model, using sign conventions.
● Any system of symbols and abbreviations that help people work on a particular subject.
Notations more adopted for process mapping
● Flowchart: It arose in the 1960’s with the main goal of
assisting programmers in understanding the processes.
● EPC (Event-driven Process Chain): It arose in the 1990’s and is an evolution
of the flowchart. It was widespread to be used by ARIS within the “SAP world”.
The notation uses a sequence of events, activities and logical operators.
● BPMN (Business Process Modeling Notation): It arose in 2005 as a result of an initiative
to define a standard notation for process mapping, with special emphasis on the process
detailing to help on its automation (workflow implementation).
4

24. 24© KLUG SOLUTIONS
Notation options for processes with ARPO4

25. 25© KLUG SOLUTIONS
The basic components of a process: SIPOC4
PIS O C
SUPPLIERS INPUTS PROCESS OUTPUTS CUSTOMERS
SUPPLIERS
Individuals, functions, systems and entities that provide inputs to the process.
INPUTS
Materials, information, equipment, energy and other items required to the process.
PROCESS
The transformation of Inputs into outputs.
OUTPUTS
Materials, information, equipment, energy and other outputs from the process.
CUSTOMERS
Individuals, functions, systems and entities that require the outputs of the process.

26. 26© KLUG SOLUTIONS
Objects for mapping with BPMN Notation
Gateways
Start events
Intermediate events
End events
Basic TimerMessage Error Cancel Compensation Rule Link Multiple Terminate
Complex
gateway
4
POOL
LANE
Task
Loop
task
Multiple
instance
task
Compensation
task
Ad-hoc
task
LANE
Task
Loop
task
Compensation
task
Ad-hoc
task
Group
Data
Message
Basic
gateway
XOR
gateway
AND
gateway
OR
gateway
XOR Event
gateway
Multiple
instance
task

27. 27© KLUG SOLUTIONS
Processes and Subprocesses (process macro view)
Activities and Tasks (process detailed view)
Objects for mapping with EPC NotationAREA
Process
Process
Start
External
Process
AREAAREA
Event
Process
Interface
Manual
Activity
Semi
Automated
Activity
Automated
Activity
Decision
Logical
Operator
AND
Logical
Operator
XOR
Logical
Operator
OR
4

28. 28© KLUG SOLUTIONS
TECHNICAL
DEPARTMENT
HUMANRESOURCES
Example of a process model with BPMN Notation4
PROCESSES
Request
open
vacancy
Analyze
vacancy
requirements
Post
open
vacancy
Communicate
non-approval
of vacancy
Close
vacancy
Analyze
resumés
Perform
technical
evaluation
Perform
psychological
evaluation
Perform
medical
evaluation
Specify
requirements
of the vacancy
Schedule
evaluation
interviews
Contract
new
employee
Vacancy
approved
Vacancy
not-approved
New employee
required
Information expressed in this model:
• Representation of detailed view of a process
• What activities and tasks are performed in the process
• What business rules are involved in the execution of the activities
• What are the dependency between the activities and the events
• Detailing of other dimensions attached to each activity (with FAD)

29. 29© KLUG SOLUTIONS
TECHNICAL
DEPARTMENT
HUMANRESOURCES
Example of a process model with EPC Notation4
PROCESSES
Request
open
vacancy
Analyze
vacancy
requirements
Post
open
vacancy
Communicate
non-approval
of vacancy
Close
vacancy
Analyze
resumés
Perform
technical
evaluation
Perform
psychological
evaluation
Perform
medical
evaluation
Specify
requirements
of the vacancy
Schedule
evaluation
interviews
Contract
new
employee
END
Vacancy
not
approved
Vacancy
approved
END
New
employee
required
Evaluation
interviews
scheduled
Evaluation
interviews
performed
Information expressed in this model:
• Representation of detailed view of a process
• What activities and tasks are performed in the process
• What business rules are involved in the execution of the activities
• What are the dependency between the activities and the events
• Detailing of other dimensions attached to each activity (with FAD)

30. 30© KLUG SOLUTIONS
METHODOLOGY
FOR WHOLE
BUSINESS MODELING
5

31. 31© KLUG SOLUTIONS
Only BPMN allows mapping the entire business?5
BPMN is constrained to support only the concepts of modeling that are applicable to
Business Processes. This means that other types of modeling done by organizations for
business purposes is out of scope for BPMN.
Therefore, the following are aspects that are out of the scope of this specification:
● Definition of organizational models and resources
● Modeling of functional breakdowns
● Data and information models
● Modeling of strategy
● Business rules models
SOURCE:OMG website (www.omg.org)
FILE: Business Process Model and Notation, v2.0
PAGE: 22
ACCORDING TO BPMN 2.0 SPECIFICATION:
The modeling of business with ARPO covers 11 other dimensions beyond Processes.
Allow an integrated view of all dimensions of the business is an important ARPO differential.

32. 32© KLUG SOLUTIONS
SYSTEM
INFRA
STRUCTURE
SUSTAINA
BILITY
RISK
&
AUDIT
PROCESSES
OPERATIONAL
CONTROL
STRATEGY
PRODUCTS
&
SERVICES
BUSINESS
IMPROVEMENT
INFORMATION
KNOWLEDGE
POOL
LANE
Horizontal
&
Vertical
Process
Process
start
Activity
(many types)
Event
Process
interface
Decision
System Module Transaction Screen
Field
Knowl.
category
Knowledge Skill Atitude
ProductService
PERSPECTIVE
ESTRATEGY
Tactics
Strategic
objective
Risk
category
Risk Control Test
Improve
ment
WeaknessProject
Impact
category
Environm.
impact
Social
impact
Positive
impact
Economic
impact
ARPO
COVERS ALL
BUSINESS
DIMENSIONS,
NOT ONLY
PROCESSES!
Objects for Business Improvement with ARPO5
Commu
nication
media
File
Document Email
Spread
sheet
Standard
Hardware
Equip
ment
Infra
structure
SoftwareLocality
ORGANIZATION
&
PEOPLE
ObjectiveIndicator
SLA
Responsi
bility
BPMN + EPC + VAC
Position Person
Organization.
Unit
Responsib. External
organization
External
person
RoleWorkgroup

33. 33© KLUG SOLUTIONS
01 – Process 02 – Organization & People
Model types for whole business modeling (1 / 2)5
03 – System
04 – Information 05 – Infrastructure 06 – Sustainability
Recursos
Humanos
Analista
de RH
Pleno
Diretor
de RH
Supervisor
de RH
Vitor
Almeida
Laura
Castro
Analista
de RH
Júnior
Lúcia
Silva
Daniel
Cunha
Pedro
Pereira
Estagiário
de RH
Henrique
Almeida
Mariana
Barbosa
Bruno
Santos
Larissa
Rodrigues
General
Ledger
OBD4
OBD4
Main
Account
Group
OB53
Account
Name
FB01
OBD4
Auxiliary
Account
position
Account
group
max value
FB01
Main
Account
group
min value
Basileia II
Resolução
CMN 3.398
de 29/8/2006
Políticas
da
Empresa
Circular
BCB 3.360,
de 12/9/2007
Carta-Circular
BCB 3.316
de 30/4/2008
Resolução
CMN 3.380
de 29/6/2006
Políticas
de RH
Documentos
Eletrônicos
Informais
Resolução
CMN 3.464,
de 26/6/2007
Política
ambiental
Basileia II
FAQ
Portuguese
Normas
de
conduta
Código
de
Ética
Planilha
para Cálculo
Estrutural
Planilha
para Cálculo
de Comissões
Arquivo
padrão
para importação
de dados XML
2
1
1
2
10
1
1
3
1
Base de dados
ORACLE
Windows
Server
2008
Servidor
HP Proliant
DL 380
Windows
7
Sala de
backoffice
Média
MS-Office 2010
Escritório
comercial
São Paulo
Desktop
DELL
OptiPlex 790
Windows
7
Mesa
de
Reunião
MS-Office
2007
Sala de
comunições
São Paulo
Cadeira
executiva
Desktop
HP
Pavilion MS220
Projetor
3D Mitsubishi
HC 9000
Acesso
à internet
100 Mbps
Televisor
SAMSUNG
40EH5300
Sistema
de telefonia
200 ramais
Impactos
Ambientais
Mudanças
climáticas
Desmatamento
Acidentes
ambientais
Análise
de
sustentabilidade
Aumento
da
consciência
ecológica
Impactos
Sociais
Programa
de redução
de acidentes
ambientais
Recuperação
de
áreas degradadas
Sistema de
Gestão Ambiental
(SGA)
Aumento
do
desemprego
Utilização de
madeira de
reflorestamento
Impactos
Econômicos
Destruição
de
patrimônio
cultural
Tributação
ambiental
Normas
ambientais
Eliminação
de tradições
regionais
Realocação
de
pessoas
Produção
sustentável
Elevada
taxa de refugos
de produção
Produtos
retornados
por falta
de qualidade
Redução
de refugos
produtivos
Remanufatura
ecológica
Organizational map System map
Information map Infrastructure map Sustainability map
SIPOC, VAC, BPMN, EPC, eEPC e FAD
Departamento
Técnico
Recursos
Humanos
Vaga
Reprovada
Vaga
Aprovada
Novo
funcionário
requerido
Especificar
requisitos
da vaga
Requerer
abertura
de vaga
Analisar
requisitos
da vaga
Comunicar
não aprovação
da vaga
Fechar
vaga
Publicar
vaga
em aberto
Realizar
avaliação
técnica
Analisar
curriculos
Realizar
avaliação
psicológica
Agendar
entrevistas
de avaliação
Realizar
avaliação
médica
Contratar
candidato
selecionado

34. 34© KLUG SOLUTIONS
07 – Knowledge 08 – Products & Services
Model types for whole business modeling (2 / 2)5
09 – Strategy & BSC
10 – Operational control 11 – Risks & Audit 12 – Business improvement
as e
mentos
presa
Mercado
Financeiro
o de
mento
presa
mento
nico
lhas
cel
Melhores
práticas
de gestão
de riscos
ffice
Basileia II
amento
e
oal
Gerenciamento
financeiro
Planilha de
controle
Basileia II
Comunicação
escrita
Responsabilidade
Foco
em
Resultados
Comunicação
escrita
Martin Wilson
Trabalho
em
equipe
Negociação
Gerenciamento
financeiro
Planilhas
Excel
Flexibilidade
Proatividade
1
2
1
Cadeira
executiva
Assento
de cadeira
executiva
Braços
de cadeira
executiva
Suporte
ao
cliente
Mecanismo
de cadeira
executiva
Embalagem
de cadeira
executiva
Manuais
de cadeira
executiva
Hotsite
do produto
(com perguntas
mais frequentes)
Acompanhamento
pós-vendas
Atendimento
aos clientes
(chat)
Atendimento
aos clientes
(telefone)
Acompanhamento
pós-vendas
Perspectiva
Financeira
Perspectiva
doclienteinterno
Perspectiva
interna
Perspectivade
Aprendizadoe
crescimento
Contribuição
Liderença em soluções
Credibilidade
Sinergia entre unidades de negócio
Competência
Excelência operacional
Maximizar
habilidade das
unidades de negócio
em adicionar valor
Oferecer inovações
que adicionem
valor ao negócio
Aumentar
EBITDA
Antecipar
aplicações de tecnologia
na indústria de
serviços financeiros
Maximizar
performance
de fundos
Elaborar
soluções de TI
que se tornem
business cases
Demonstrar
um preço
competitivo
Contratar,
desenvolver
e reter sólidos
colaboradores
Prover
serviço ao cliente
de classe mundial
Entender
estratégia e
operação das
unidades de negócio
Gerenciar
despesas de
tecnologia
da informação
Implementar
soluções
rapidamente
Entregar
de acordo
com o planejado
Manter
todos os
sistemas
funcionando
Criar ambiente
que incentiva
e reconhece
contribuições
Prover
sistemas
confiáveis e
funcionais
Gerenciar
efetivamente
relações com
fornecedores
Integrar
soluções através
de arquiteturas,
plataformas e
processos
Comunicar
e liderar em
todos os níveis
Percentual de
retenção de novos
funcionários
após 2 anos
Indicadores
de
recrutamento
Percentual de
vagas
preenchidas
por trimestre
Proporção entre
recrutamento
interno x
externo
Grau de satisfação
com o processo
de seleção
Tempo
médio de
recrutamento
Percentual
de requisições
de abertura
de vagas aceitas
Custo médio
de recrutamento
por posição
Número médio
de entrevistas
por curriculos
recebidos
Consumo de
eletricidade médio
por funcionário
Indicadores
ambientais
Taxa de
recrutamento
com relação ao
salário anual
Emissão de gás
carbônico por
funcionário
Percentual
de resíduos
operacionais
poluentes
Quantidade
de energia
economizada
em ações de
melhoria
Quantidade
de energia
economizada
em ações de
conservação
Quantidade de
páginas de papel
mensal
por funcionário
Melhorar
qualidade
total dos
produtos
Desenvolver
produtos
inovadores
Implementar
melhorias
de produção
Reduzir
retrabalho
Aumentar
EBITDA
Aplicar
novas tecnologias
na produção
Reduzir
complexidade
do supply chain
Reduzir
custos
de estoque
Reduzir
custos de
produção
Reduzir
obsolescência
de peças
Reduzir
custos de
transporte
Tempo para
completar
ordem de
produção
Controlar
níveis
de estoque
Reduzir
custos
administrativos
Indicadores
de
logística
Reduzir
retrabalho
Riscos
de
projeto
Risco
de
orçamento
Risco
do
negócio
Reunião
semanal
de
planejamento
Risco
de
segurança da
informação
Risco
de
infraestrutura
Cronograma
de
pagamentos
Política
de segurança
da informação
Risco
operacional
Riscos
de
crédito
pessoal
Simulador
de fluxo
de caixa
Risco
de
programação
Risco
de
qualidade
e controle
Risco
país
Normas
internas
de qualidade
Comportamento
de
transação
Risco
regulatório
Pessoa
com
exposição
pública
Suporte
do Depto
Jurídico
Risco
da
ocupação
Perfil
de crédito
ocupacional
Maximizar
habilidade das
unidades de negócio
em adicionar valor
Implementar
melhorias
de produção
Melhorar
taxas de
produção
Reduzir
custos de
produção
Reduzir
tempo de
preparação
Reduzir
custos de
logística
Automatizar
linha de
produção 12
Sequencia
de produção
fixa
Linha de
produção 12
é um gargalo
crítico
Implementar
sistema para
picking
automático
Reorganizar
endereços
do armazém
Picking
para ordem
muito lento
Imprimir
Ordem de picking
diretamente
no armazém
Product or service map Strategy map
Indicators and objectives map Risk map Improvement map
Knowledge map

35. 35© KLUG SOLUTIONS
INTEGRATION OF PROCESS
WITH OTHER
11 ARPO DIMENSIONS
6

36. 36© KLUG SOLUTIONS
Exclusiveness: Extended EPC Notation (eEPC)6
EPC Process Flow
Accounting
analyst
Fiscal
system
Printed
Invoice
Sale
confirmed
Ship
product
Product
shipped
Executes Supports
Provide input for
Creates output to
OccursIs consumed by
Precedes
Precedes
Precedes
Risk
of
loss
Sold
Product
Prepare
Invoice
Customer
data
The figure aside highlights the process flow,
which is composed by two activities
(Prepare invoice and Ship Product)
ant two events of the EPC notation
(Sale confirmed and Product shipped).
Considering the activity Prepare Invoice,
please note the objects attached to it that
are not part of the process flow:
● Accounting analyst is a Position object,
which Executes the activity.
● Fiscal system is a System object ,
which Supports the activity.
● Customer data is an Information object,
which provide input for the activity.
● Printed invoice is a Document object,
which is created as output of the activity.
Considering the activity Ship product:
● Risk of loss is a Risk object,
which occurs in the activity.
● Product Sold is a Product object,
which is consumed by the activity.
The eEPC notation allows detailing all the other business dimensions related to the process.

37. 37© KLUG SOLUTIONS
Exclusiveness: FAD integrated with EPC & BPMN
Consider a process flow with the standard EPC (or BPMN) notation.
For each activity in the process flow the user can create an associated FAD model.
In a FAD model there is only one activity, and this activity can have a relationship
with all other objects types available in the ARPO methodology (11 dimensions).
FAD model detailing the activity “Prepare Invoice”
Accounting
analyst
Fiscal
system
Printed
invoice
Executes Supports
Provide input for
Create output to
Prepare
Invoice
Customer
data
Sale
confirmed
Ship
product
Product
shipped
Precedes
Precedes
Precedes
Prepare
Invoice
EPC Process Flow
FAD model detailing the activity “Ship product”
Ship
product
OccursIs consumed by
Risk
of
loss
Sold
product
6
BPMN WITH FAD
FAD was designed
to work together
with EPC models.
ARPO = EPC with FAD.
The original BPMN
notation supports only
process objects.
Any other dimension
is out of its scope.
ONLY ARPO
Allows integrate the
FAD detailing power
with BPMN notation.
ARPO = BPMN with FAD.

38. 38© KLUG SOLUTIONS
FAD Model
EPC ModelVAC Model BPMN Model eEPC Model
Model types for Process Mapping with ARPO
PROCESSOS FINALÍSTICOS
PROCESSOS DE
SUPORTE
Planejar
Comprar
Vender
Suprir
Prover
serviços
Controlar
finanças
Produzir Distribuir
Administração
Recursos
Humanos
Tecnologia
da
Informação
Pesquisa
e
Desenvolvimento
Desenvolvimento
de
produtos
Melhoria
de
processos
Unidade de
negócios
específica
Recursos
Humanos
Novo
funcionário
requerido
Especificar
requisitos
da vaga
Requerer
abertura
de vaga
Analisar
requisitos
da vaga
Vaga
reprovada
Comunicar
não aprovação
da vaga
Fechar
vaga
Vaga
aprovada
FIM
Publicar
vaga
em aberto
Receber
curriculos
de candidatos
Realizar
avaliação
técnica
Analisar
curriculos
Agendar
entrevistas
de avaliação
Entrevistas
de avaliação
agendadas
Realiza
avaliação
psicológica
Realizar
avaliação
médica
Entrevistas
de avaliação
realizadas
Selecionar
candidato
a contratar
Negociar
condições
de contratação
Negociação
encerrada
sem sucesso
Negociação
encerrada
com sucesso
Contratar
novo
funcionário
Novo
funcionário
contratado
Base de dados
de cargos
está
desatualizada
Novo
funcionário
requerido
Unidade de
negócios
específica
Especificar
requisitos
da vaga
Base de dados
de
cargos
Unidade de
negócios
específica
Recursos
Humanos
SAP HR
Recursos
Humanos
Vaga
reprovada
Requerer
abertura
de vaga
Recursos
Humanos
Requisitos
da
vaga
Comunicar
não aprovação
da vaga
Analisar
requisitos
da vaga
SAP HR
Fechar
vaga
Vaga
não
aprovada
Requisitos
da
vaga
FIM
SAP HR
Recursos
Humanos
Vaga
aprovada
Empresa
de RH
terceirizada
Publicar
vaga
em aberto
SAP HR
Empresa
de RH
terceirizada
Unidade de
negócios
específica
Receber
curriculos
de candidatos
Publicação
de
vaga em aberto
Recursos
Humanos
Recursos
Humanos
Analisar
curriculos
Realizar
avaliação
técnica
Recursos
Humanos
Candidato
a novo
funcionário
Lista
de candidatos
selecionados
Perfil
do
candidato
Agendar
entrevistas
de avaliação
Entrevistas
de avaliação
realizadas
Recursos
Humanos
SAP HR
Candidato
a novo
funcionário
Realiza
avaliação
psicológica
Perfil
do
candidato
Empresa
médica
terceirizada
Entrevistas
de avaliação
realizadas
Recursos
Humanos
Recursos
Humanos
Realizar
avaliação
médica
Candidato
a novo
funcionário
Unidade de
negócios
específica
Selecionar
candidato
a contratar
Políticas
da
Empresa
Perfil
do
candidato
Recursos
Humanos
Requisitos
da
vaga
Candidato
a novo
funcionário
Negociar
condições
de contratação
Perfil
do
candidato
Negociação
encerrada
sem sucesso
Habilidades
de negociação
da equipe de RH
pode ser
melhorada
Recursos
Humanos
Negociação
encerrada
com sucesso
Grau de satisfação
do novo
funcionário
com o processo
de seleção
Contratar
novo
funcionário
SAP HR
Novo
funcionário
contratado
Contrato
de
trabalho
Unidade de
negócios
específica
Recursos
Humanos
Novo
funcionário
requerido
Specify
Job
requirements
Requerer
abertura
de vaga
Analisar
requisitos
da vaga
Comunicar
não aprovação
da vaga
Fechar
vaga
Realizar
avaliação
técnica
Publish
position
vancacy
Analisar
curriculos
Agendar
entrevistas
de avaliação
Realiza
avaliação
psicológica
Realizar
avaliação
médica
Selecionar
candidato
a contratar
Negociação
encerrada
sem sucesso
Negociar
condições
de contratação
Contratar
novo
funcionário
Base de dados
de cargos
está
desatualizada
Unidade de
negócios
específica
Specify
Job
requirements
Base de dados
de
cargos
SAP HR
Requisitos
da
vaga
Model
for Processes
and Subprocesses
decomposition
(high level view) Models for Activities and Tasks decomposition (detailed view)
6

39. 39© KLUG SOLUTIONS
SUMMARY
OF MAIN
SOFTWARE FEATURES
7

40. 40© KLUG SOLUTIONS
Main screen of the ARPO Software (with example)7

41. 41© KLUG SOLUTIONS
Main properties available for each ARPO object7
Each ARPO object has
specific properties,
designed for the specific
needs of process mapping
and improvement.
Property groups are
organized by tabs
for ease of location
and smart data input.
The properties provided by users are automatically saved in the system database and can be analyzed through reports.

42. 42© KLUG SOLUTIONS
7 All properties available for each ARPO object
MAIN TAB
Name, Identifier, Description
Image assigned to the object
Color and Size (occurrence)
INDICATORS TAB
Associated indicators
Execution frequency
Execution volume
TIMES TAB
Times (3 categories)
Total duration of the process
COSTS TAB
Costs (8 categories)
Total cost of the process
LINKS TAB
Links to external files
Bibliography and Keywords
Version of the object
TEXT TAB
10 custom text properties
Text properties with free input
Text properties with combo
NUMBER TAB
10 custom numeric properties
Numeric properties with free input
Numeric properties with combo
LOG TAB
Automatic registration by system
Data about objects’ creation
Data about objects’ last change

43. 43© KLUG SOLUTIONS
Summary of the main features of the software
ARPO LOCAL
TEXT / VISIO
ARPO MULTIUSER
PRODUCTIVITY
METHODOLOGY
BACKUP
Write Wizard
Wizard
INTEGRATOR
Wizard
Read
Wizard
REPORTS
Wizard
Wizard
Wizard
SURVEYS
ANALYSIS
E X P O R T T H E P R O C E S S E S T O O T H E R S T A N D A R D S
Write
MS-EXCEL
Export
to
backup file
Import
with
Rules
Process mapping in single-user
environment for further integration
with the database in multiuser
environment
System can import and
convert process flows made
with MS-VISIO or in Text
format directly into ARPO
compatible Models
Additional
Analysis and Surveys
powered by MS-EXCEL
PUBLISH WEBSITE
Enables disclosure of the
processes for the whole
organization using the web
EXPORT TO POWERPOINT
Creates presentations with
the processes in the ppt
standard, which is used to
validate the results of the
interview surveys during
process understanding
EXPORT TO MS-VISIO
Enables to export the
processes to the MS-Visio
standard to integrate with
other software tools
EXPORT TO MS-WORD
Automatic generation
of documentation in
MS-Word with the
process models
and its descriptions
Publication of the processes mapped
in different market standards
with a single click
WEBSITE POWERPOINT MS-WORD OTHER TOOLSMS-VISIO
7

44. 44© KLUG SOLUTIONS
Summary of the main ARPO differentials (1 / 2)
● Efficiency and Effectiveness in process mapping: ARPO is not a software for drawing adapted to
process mapping, but a specialized tool designed for this purpose, increasing the productivity and
effectiveness of the work. The same process model is documented in less than 50% of the time it would
take in other similar software. Additionally, the ARPO system ensures the quality of the models created
by the users and that they are compliant with the rules of the selected notation.
● Database: ARPO is a database with graphical representation. When the user creates a flow with ARPO,
the system stores automatically the data in a native relational database. This characteristic differentiates
ARPO from other tools that perform only the drawing of the processes. The user can then easily extract
from the database information and analyze to the elimination of bottlenecks and productivity improvement.
● Reports: Once realized the documentation in ARPO, the user can extract analytical reports about objects
and their properties in a simple and intuitive way, without the need for programming or customization.
Typical reports are “what are the existing risks in a specific process”, “which position executes what
activity", “which system supports what activity", "which risk occurs in what activity", and so on.
● Website: The system automatically generates a complete website with all the documented content.
The website can be published on the intranet for communication of the operational procedures.
Users browsing the processes in the website does not require a ARPO license to do this.
Website publishing has no additional cost and is already part of the standard solution offered.
In addition, the website can be customized (colors, fonts, logos) using CSS technology.
7

45. 45© KLUG SOLUTIONS
Summary of the main ARPO differentials (2 / 2)
● Stable, solid and easy to use solution: The ARPO Software was born in 2004 and since then has been
continuously improved. Most of the improvements implemented over the years were suggestions provided
by users of our installed base and had as main drivers the software’s easiness of use and the gain of
productivity in process mapping and analysis.
● Installed base of 240 customers: ARPO is the process mapping software with more customers of
reference in Brazil (small, medium and large companies), which ensure the continuity of the solution and
its constant improvement and evolution.
● Whole business modeling, not only process mapping: The process modeling is just one of the
dimensions available on ARPO, which enables the unified and integrated mapping the organizational
structure, systems, information, risks indicators, strategy, sustainability and infrastructure, to name just
the dimensions most commonly used by the customers. This key differentiator allows you to integrate the
initiatives of different areas of the company, ensuring the orchestration of efforts and solutions to better
achievement of business objectives.
7

46. 46© KLUG SOLUTIONS
CONFIGURATIONS
AND
SYSTEM REQUIREMENTS
8

47. 47© KLUG SOLUTIONS
Características das versões Mono e Multiusuário
F E A T U R E S I N G L E U S E R M U L T I U S E R
Typical quantity of users (modelers) 1 to 3 users 3 or more users
Users accessing the Same Project One user at a time 1 to 99 concurrent users
Collaborative workspace for mapping Managed by the users Managed by the system
Requires Application Server No No
Requires Database Server No, even Local MS-Access Yes (ORACLE or SQL-SERVER)
Requires Network Infrastructure No Yes (to link Modeler with Server)
Requires Software ARPO Server No Yes (1 Server License)
Requires Software ARPO Modeler Yes (1 hardkey per license) Yes (1 hardkey per license)
8
S C A L A B I L I T Y
Allows the company to start
with the single-user version
and later evolve to the multiuser
version with full re-use of the
processes modeled and exchange of
the licenses Access by SQL Server or
Oracle without any additional cost.
Data
base
A
Data
base
B
Central
Data
base
UPGRADE

48. 48© KLUG SOLUTIONS
Licensing per concurrent access
The ARPO license is floating (can be installed on multiple machines) and requires the USB hardkey to work.
This form of licensing has the following implications:
● A single license can be installed on more than one computer.
● Given license can be used only when a hardkey is attached to the computer.
● The quantity of ARPO licenses may be less than the number of users served.
● Both Single-user and multiuser versions require hardkey.
In the example below we consider four computers sharing two ARPO licenses:
The ARPO software was installed on four computers and all installations are legal.
Only two computers can use ARPO simultaneously (there are two hardkeys).
The users must organize themselves for a better usage of the two shared licenses.
In comparison with another software, it would be necessary to buy four licenses (one per machine).
8

49. 49© KLUG SOLUTIONS
System Requirements for Workstations
Hardware requirements:
● Processor: Pentium III (or superior).
● RAM memory: 512 MB (or superior).
● Disk space: 300 MB.
Software requirements – Microsoft Windows:
● Minimum version : Windows 98 SE (We recommend Windows 7, XP or Vista).
● Screen resolution: 1024 per 768 pixels (or superior).
● RDBMS client: Required only when using Oracle or SQL Server.
● Win User rights: User with Administrator Profile (Only for installation).
User with Access to write to the installation directory of ARPO.
Software requirements – Microsoft Office:
● Minimum version: Office 2003 (compatible with Office 2007 and Office 2010).
● MS Powerpoint: Only for functionality “Create Powerpoint Presentation”.
● MS Word: Only for functionality “Create Word Documentation”.
● MS Visio: Only for functionality “Create Visio Draw” and “Import from VISIO”.
8

50. 50© KLUG SOLUTIONS
System Requirements for Multiuser version
Infrastructure requirements:
● Network Architecture : Client-Server (ARPO is Multi-tier, not Web).
● Database Server: Mandatory, but does not need to be dedicated.
● Application Server: Not required (Server software is emulated by the Clients).
● Access to the database: Client workstations with access to the Database Server.
● Bandwidth consumption: Low (do not store images, only data).
● Client workstations: Must meet the requirements of the previous page.
Database Server requirements:
● Processor: Pentium IV Dual Core (or superior).
● RAM memory: 2 GB (or superior).
● Disk space : 1 GB (Average value for the first year).
● RDBMS software: Oracle 9i or superior / SQL Server 2000 or superior.
Compatible with Oracle Express & SQL Server Express Edition.
ARPO Database:
● A new Database with the name ARPO must be created on the Database Server
or alternatively as a schema in a previously existing Database.
● Client stations must have access to the ARPO Database through the network using ODBC.
8

51. 51© KLUG SOLUTIONS
COMPARATIVE
ANALYSIS
OF BPM TOOLS
9

52. 52© KLUG SOLUTIONS
The reasons because companies are using ARPO
Tools for Drawing do not meet the needs of Professional Process Mapping
● Tools like Visio and Powerpoint are designed to produce drawings and do not meet the basic
requirements for mapping the processes of a real company.
● Small page size limit, system doesn't represent the processes hierarchy and doesn't have native
integration with a database, lack of reports and large waste of time to prepare the processes designs
were the main weaknesses of the drawing tools highlighted by our clients.
Tools for BPMN have a limited notation and generates organizational resistance
● Most of the BPMN tools are drawing tools, adapted to the BPMN methodology.
● The scope of the BPMN Notation doesn't foresee the mapping of Organizational Structure,
System, Risks, Knowledge and other dimensions available on ARPO.
● Lack of operational Support for the software in Native Language, difficulty of interpretation of
the BPMN diagrams and resistance to change from the users are other relevant facts.
● There are some BPMN tools that are free. Even in this case ARPO has a best cost-benefit relationship,
because the time required for document the processes is dramatically lower when using ARPO,
besides ARPO be more agile and easy to use.
Traditional Process Mapping Tools are very expensive and complex
● License very expensive and complexity of use are the most known and relevant weaknesses.
● The focus of the initiative becomes the use of software and not the mapping and process improvement.
● Complex tools are rejected by end users and may compromise the entire project.
● High investment of time and expensive training are required for the tool be used successfully.
● ARPO meets the needs of mapping, it is easy to use and has low total cost of ownership.
9

53. 53© KLUG SOLUTIONS
We work with VISIO. Why change to ARPO ?
● With ARPO you can organize your process diagrams in a hierarchical tree structure and
will not have diagrams without a parent as in Visio.
● Visio objects have, by default, only the property Name. Only with ARPO you have a
complete set of properties dedicated to Process Mapping, such as descriptions, times,
costs, links and so on. With ARPO the user can create custom properties for each object.
● While the user is drawing the processes with ARPO, the system is feeding automatically a
Relational Database. With the data organized in a database you can easily extract reports,
perform analysis and identify opportunities for business process improvement.
For professional process mapping, have a database is a mandatory requirement for any
system. How could you manage and maintain updated 3,000 Visio files?
● You will have more agility and productivity for execute the process mapping. With ARPO
you can, during the interviews with the process owners, generate and validate the process
flows in a single meeting, reducing the time to obtain the approved flow.
● Even if you already own VISIO licenses, the acquisition of ARPO will result in cost
reduction due to the drastic reduction of working time required to obtain the business
processes correctly modeled and validated by the users.
● You can import existing Visio models directly into ARPO database, without rework.
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54. 54© KLUG SOLUTIONS
INVITATION
TO KNOW
THE FREE VERSION
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55. 55© KLUG SOLUTIONS
Invitation to know the ARPO Software
You are welcome to visit our website in English www.klugsolutions.com/ENG
and get to know the free evaluation version of ARPO BPMN++ Modeler Software.
Direct download: http://www.klugsolutions.com/Download/ARPO-Disk-Freeware-ENU.zip
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To install the software, please consider the simple procedure below:
● Unzip the downloaded file into a directory of your machine.
● Start the installation by running the SETUP.EXE file.
● Follow the dialogs (Next / Next / Finish) to complete the software installation.
● To start ARPO, please use the icon created on the desktop of your computer.
● We invite you to visit our website and get free training material for BPM and ARPO.
To clarify any question concerning the installation or use of the ARPO Software, best practices
for BPM and process mapping, please contact us:
● Contact: Wagner Bianchini
● Mobile: +55-11-98187-7199
● Skype: wagner.klug.solutions
● E-mail: wagner@klugsolutions.com