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1 | Titel| 24. Juni 20191 | © GBTEC Software + Consulting AG 2017
GBTEC Software + Consulting AG
Graphic Tools vs. Professional BPM-Software
2 | Titel| 24. Juni 20192 | © GBTEC Software + Consulting AG 2017
Sphere of Process Optimization
Business Process Management
Existing processes are subjected to the permanent pressure to
adapt due to influencing factors and requirements, e.g:
• New laws
• New technologies
• Pressure on budgets and costs
• Quality standards
• Faster reaction time
• Increased flexibility
• Etc.
→ Business processes need to be transparent, adaptable and
recorded company-wide to enable a countinuous improvement
process.
CORPORATE
STRATEGY
3 | Titel| 24. Juni 20193 | © GBTEC Software + Consulting AG 2017
Target triangle
of process
optimization
What Could Be Achieved? Possible Target Figures
Reduce Costs
• Focus on core processes
• Reduced effort of supporting processes
• Prevention of double work
• Prevention of mistakes/incompleteness
• Improved information access
Improve Quality
• Consistent adherence of compliance
• Control of processes
• Continuous improvement process
• Riskmanagement and early warning system for risks
Reduce process times
• Automation of routine tasks (e.g. document entry)
• Fast und parallel process edit
• High level of information prevents search times
• Short response time to requests
Basedonbusinessstrategy
Improve
Quality
Reduce
Costs
Reduce
process
times
4 | Titel| 24. Juni 20194 | © GBTEC Software + Consulting AG 2017
Problems of BPM-Initiatives without Tools & Governance-Engine
Missing Transparence,
Double work
Fragmentation
False Information,
diverse Systems
Complexity
Poor Integration
Organizational or
Functional Silos
High Costs
Wasted Ressources
5 | Titel| 24. Juni 20195 | © GBTEC Software + Consulting AG 2017
Competence Field of Professional BPM-Software
Business Process
Management
Governance, Risk &
Compliance
Quality Management Integrated
Managementsystem
Business IT AlignmentERP BlueprintingProcess AutomationDigital Transformation
6 | Titel| 24. Juni 20196 | © GBTEC Software + Consulting AG 2017
Limits of common Graphic Tools for Professional BPM (1/4)
No central management, control, analysis and automation of processes possible
Central Management:
• The BPM-Tool records all central business processes in one platform
• Context und information are combined
• Central administration and initiatives
Without use of a professional BPM-Tool the risk of Silo-Formation appears
• Single departments record processes on their own, so that no connected map
can be built up
• Therfore there is no flexible and central adjustment of processes possible
• Unnecessary use of ressources due to double work and inconsistent use of the
programm
Central Management
▬

7 | Titel| 24. Juni 20197 | © GBTEC Software + Consulting AG 2017
No central management, control, analysis and automation of processes possible
Limits of common Graphic Tools for Professional BPM (2/4)
Central Control:
• BPM-Tools define compliance-compatible guidelines
• Quality and risk management enables the adherance of Compliance and risk
warnings
• Management can access current information regarding status and
responsibilities of processes at any time
Without use of a professional BPM-Tool quality and risks cannot be overlooked
and managed
• Guidelines an be defined but Compliance is not guaranteed and hard to
inspect
• Internal mistakes occur fast
Governance, Risk &
Compliance
Quality Management
▬

8 | Titel| 24. Juni 20198 | © GBTEC Software + Consulting AG 2017
No central management, control, analysis and automation of processes possible
Limits of common Graphic Tools for Professional BPM (3/4)
Central analysis:
• BPM-Tools enable fast, flexible and coherent analyses
• Predefined reports and individual reports provide decision-relevant
information in real time as well as a target/actual-comparison
• Data from running systems like SAP or Sharepoint are integrated
• Simulation of processes possible
ERP Blueprinting
Business Process
Management
Without use of a professional BPM-Tool analyses are often non cross-
functional and information are incomplete
• Relevant processinformation are difficult to collect
• Real time Riskmanagement is not possible
▬

9 | Titel| 24. Juni 20199 | © GBTEC Software + Consulting AG 2017
No central management, control, analysis and automation of processes possible
Limits of common Graphic Tools for Professional BPM (4/4)
Central Automation:
• BPM-Tools enable automatic processes
• Therefore reduced process times, reduced error rate and standardized results
• Central controlled implementation of digital strategies
Without use of a professional BPM-Tool modeling of processes is limited
• Process automation is not possible
Digitalization
Process Automation
▬

10 | Titel| 24. Juni 201910 | © GBTEC Software + Consulting AG 2017
Simple graphic tools do not offer various versions or mulituser modes
→ No connected overview
→ No significance of version
→ No automation of old versions
Simple graphic tools do not offer hierarchization of process models
→ Approach limitation
→ Detailed process descriptions not possible on lower levels
Simple graphic tools do not check diagrams syntactic correctness
→ Use of notification symbols like BPMN without any review if modelling rules are fullfilled
→ Tendence: no consistent diagrams
Details of database-supported Modelling (1/2)
11 | Titel| 24. Juni 201911 | © GBTEC Software + Consulting AG 2017
Simple graphic tools do not offer assistence in the administration of extensive process models
→ every process model is simply one diagram
→ High maintenance effort with high error rate: changing rolls, tasks,
documents need to be modified manually in every process
Simple graphic tools do not offer support with Business-IT-Alignment
→ No interconnection of business requirements with IT requirements
Simple graphic tools do not communicate process models
→ Central access of employees with clear navigation across all processes is nearly impossible
and leads to low acceptance
?
Details of database-supported Modelling (2/2)
12 | Titel| 24. Juni 201912 | © GBTEC Software + Consulting AG 2017
Process time is reduced and quality is improved significant through the application of professional BPM-Software.
Professional BPM-Software offers major Advantages
Days used for BPM
-60%
Saved Costs
-50%
Process Time
-60%
Good BPM-Software enables:
→ A connected overview of the sequence of processes as well as detail processes and sub processes
→ An integrated review to usage of notation symbols like Flowcharter and BPMN
→ A consistent presentation of diagrams (Consistency check and standardized methods)
→ An interconnection of business requirements with IT requirements
→ A central access of employees with intuitve navigation across all processes
→ An integrated full-text search with intuitive preparation of results for sharing with different stakeholders
*Data based on experience
Duration of process approvals
-73%
13 | Titel| 24. Juni 201913 | © GBTEC Software + Consulting AG 2017
Cost Reduction + Saving of Time = Increase of Productivity
Business Case Process Audit and Approval
Significant Reduction of costs and acceleration of process times
by automation of numerous manual tasks, e.g.:
• Resubmission of tasks
• Delegation of tasks
• Monitoring of approval processes
• Regulation of representatives
• Date driven process publication
• Versioning of processes and documents
• Archiving of old versions
14 | Titel| 24. Juni 201914 | © GBTEC Software + Consulting AG 2017
Gregor Greinke
Vorstand
Tel.: +49 234 97645-100 | Mobil: +49 171 3029 502
E-Mail: gregor.greinke@gbtec.de
GBTEC Software + Consulting AG
Gesundheitscampus-Süd 23
44801 Bochum
Sales +49 234 97645-110
Support +49 234 97645-200
Internet www.gbtec.de
E-Mail info@gbtec.de

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Graphic Tools vs. Professional BPM-Software

  • 1. 1 | Titel| 24. Juni 20191 | © GBTEC Software + Consulting AG 2017 GBTEC Software + Consulting AG Graphic Tools vs. Professional BPM-Software
  • 2. 2 | Titel| 24. Juni 20192 | © GBTEC Software + Consulting AG 2017 Sphere of Process Optimization Business Process Management Existing processes are subjected to the permanent pressure to adapt due to influencing factors and requirements, e.g: • New laws • New technologies • Pressure on budgets and costs • Quality standards • Faster reaction time • Increased flexibility • Etc. → Business processes need to be transparent, adaptable and recorded company-wide to enable a countinuous improvement process. CORPORATE STRATEGY
  • 3. 3 | Titel| 24. Juni 20193 | © GBTEC Software + Consulting AG 2017 Target triangle of process optimization What Could Be Achieved? Possible Target Figures Reduce Costs • Focus on core processes • Reduced effort of supporting processes • Prevention of double work • Prevention of mistakes/incompleteness • Improved information access Improve Quality • Consistent adherence of compliance • Control of processes • Continuous improvement process • Riskmanagement and early warning system for risks Reduce process times • Automation of routine tasks (e.g. document entry) • Fast und parallel process edit • High level of information prevents search times • Short response time to requests Basedonbusinessstrategy Improve Quality Reduce Costs Reduce process times
  • 4. 4 | Titel| 24. Juni 20194 | © GBTEC Software + Consulting AG 2017 Problems of BPM-Initiatives without Tools & Governance-Engine Missing Transparence, Double work Fragmentation False Information, diverse Systems Complexity Poor Integration Organizational or Functional Silos High Costs Wasted Ressources
  • 5. 5 | Titel| 24. Juni 20195 | © GBTEC Software + Consulting AG 2017 Competence Field of Professional BPM-Software Business Process Management Governance, Risk & Compliance Quality Management Integrated Managementsystem Business IT AlignmentERP BlueprintingProcess AutomationDigital Transformation
  • 6. 6 | Titel| 24. Juni 20196 | © GBTEC Software + Consulting AG 2017 Limits of common Graphic Tools for Professional BPM (1/4) No central management, control, analysis and automation of processes possible Central Management: • The BPM-Tool records all central business processes in one platform • Context und information are combined • Central administration and initiatives Without use of a professional BPM-Tool the risk of Silo-Formation appears • Single departments record processes on their own, so that no connected map can be built up • Therfore there is no flexible and central adjustment of processes possible • Unnecessary use of ressources due to double work and inconsistent use of the programm Central Management ▬ 
  • 7. 7 | Titel| 24. Juni 20197 | © GBTEC Software + Consulting AG 2017 No central management, control, analysis and automation of processes possible Limits of common Graphic Tools for Professional BPM (2/4) Central Control: • BPM-Tools define compliance-compatible guidelines • Quality and risk management enables the adherance of Compliance and risk warnings • Management can access current information regarding status and responsibilities of processes at any time Without use of a professional BPM-Tool quality and risks cannot be overlooked and managed • Guidelines an be defined but Compliance is not guaranteed and hard to inspect • Internal mistakes occur fast Governance, Risk & Compliance Quality Management ▬ 
  • 8. 8 | Titel| 24. Juni 20198 | © GBTEC Software + Consulting AG 2017 No central management, control, analysis and automation of processes possible Limits of common Graphic Tools for Professional BPM (3/4) Central analysis: • BPM-Tools enable fast, flexible and coherent analyses • Predefined reports and individual reports provide decision-relevant information in real time as well as a target/actual-comparison • Data from running systems like SAP or Sharepoint are integrated • Simulation of processes possible ERP Blueprinting Business Process Management Without use of a professional BPM-Tool analyses are often non cross- functional and information are incomplete • Relevant processinformation are difficult to collect • Real time Riskmanagement is not possible ▬ 
  • 9. 9 | Titel| 24. Juni 20199 | © GBTEC Software + Consulting AG 2017 No central management, control, analysis and automation of processes possible Limits of common Graphic Tools for Professional BPM (4/4) Central Automation: • BPM-Tools enable automatic processes • Therefore reduced process times, reduced error rate and standardized results • Central controlled implementation of digital strategies Without use of a professional BPM-Tool modeling of processes is limited • Process automation is not possible Digitalization Process Automation ▬ 
  • 10. 10 | Titel| 24. Juni 201910 | © GBTEC Software + Consulting AG 2017 Simple graphic tools do not offer various versions or mulituser modes → No connected overview → No significance of version → No automation of old versions Simple graphic tools do not offer hierarchization of process models → Approach limitation → Detailed process descriptions not possible on lower levels Simple graphic tools do not check diagrams syntactic correctness → Use of notification symbols like BPMN without any review if modelling rules are fullfilled → Tendence: no consistent diagrams Details of database-supported Modelling (1/2)
  • 11. 11 | Titel| 24. Juni 201911 | © GBTEC Software + Consulting AG 2017 Simple graphic tools do not offer assistence in the administration of extensive process models → every process model is simply one diagram → High maintenance effort with high error rate: changing rolls, tasks, documents need to be modified manually in every process Simple graphic tools do not offer support with Business-IT-Alignment → No interconnection of business requirements with IT requirements Simple graphic tools do not communicate process models → Central access of employees with clear navigation across all processes is nearly impossible and leads to low acceptance ? Details of database-supported Modelling (2/2)
  • 12. 12 | Titel| 24. Juni 201912 | © GBTEC Software + Consulting AG 2017 Process time is reduced and quality is improved significant through the application of professional BPM-Software. Professional BPM-Software offers major Advantages Days used for BPM -60% Saved Costs -50% Process Time -60% Good BPM-Software enables: → A connected overview of the sequence of processes as well as detail processes and sub processes → An integrated review to usage of notation symbols like Flowcharter and BPMN → A consistent presentation of diagrams (Consistency check and standardized methods) → An interconnection of business requirements with IT requirements → A central access of employees with intuitve navigation across all processes → An integrated full-text search with intuitive preparation of results for sharing with different stakeholders *Data based on experience Duration of process approvals -73%
  • 13. 13 | Titel| 24. Juni 201913 | © GBTEC Software + Consulting AG 2017 Cost Reduction + Saving of Time = Increase of Productivity Business Case Process Audit and Approval Significant Reduction of costs and acceleration of process times by automation of numerous manual tasks, e.g.: • Resubmission of tasks • Delegation of tasks • Monitoring of approval processes • Regulation of representatives • Date driven process publication • Versioning of processes and documents • Archiving of old versions
  • 14. 14 | Titel| 24. Juni 201914 | © GBTEC Software + Consulting AG 2017 Gregor Greinke Vorstand Tel.: +49 234 97645-100 | Mobil: +49 171 3029 502 E-Mail: gregor.greinke@gbtec.de GBTEC Software + Consulting AG Gesundheitscampus-Süd 23 44801 Bochum Sales +49 234 97645-110 Support +49 234 97645-200 Internet www.gbtec.de E-Mail info@gbtec.de

Editor's Notes

  1. Word/ Visio bietet keine Versionierung oder Mehrbenutzerfähigkeit Wenn man Prozessmodelle überarbeitet, evtl. mit unterschiedlichen Modellierern, verliert man mit Visio-Dateien sehr schnell den Überblick. Wer hat wann welche Version des Prozessmodells erstellt? Wenn man ältere Versionen archivieren möchte, um evtl. darauf zurück zu greifen, muss man das alles von Hand machen, und auch hier entsteht sehr schnell ein großer Wildwuchs. Mit Word/ Visio ist eine Hierarchisierung von Prozessmodellen nicht möglich Visio kennt immer nur eine Betrachtungsebene, nämlich das aktuelle Diagramm. Dass manche Prozess-Schritte in eigenen Prozessen genauer beschrieben werden, ist mit Visio nicht möglich. Auch nicht die Arbeit mit Prozesslandkarten, aus denen auf konkrete Abläufe referenziert wird etc. Word/ Visio prüft nicht, ob Diagramme (syntaktisch) korrekt sind Mit Visio kann man Prozessdiagramme malen. Man kann zwar die Symbole einer Notation wie BPMN verwenden, aber Visio prüft nicht, ob die Regeln bei der Modellierung eingehalten werden. Die Gefahr, dass man nicht-konforme Diagramme macht ist dadurch sehr groß, sodass man keine Einheitlichkeit bei den Diagrammen hat und der ganze Vorteil des Standards dahin ist.
  2. Word/Visio bietet keine Hilfe bei der Verwaltung umfangreicher Prozessmodelle Für Word/ Visio ist jedes Prozessmodell einfach ein Diagramm, nichts weiter. Wenn Sie z.B. eine Rolle anlegen, und diese Rolle in verschiedenen Prozessen vorkommt, würden Sie in Visio in jedem Diagramm ein Objekt für die Rolle anlegen. Wenn Sie die Rolle mal umbenennen (neuer Name für die Stelle o.ä.), müssen Sie jedes Diagramm von Hand öffnen und die Bezeichnung für die Rolle ändern. Dasselbe gilt für Aufgaben, die in unterschiedlichen Prozessen vorkommen, für Formulare und alles Mögliche. Ein solches System kann auf Dauer schwerlich gepflegt werden. Word/ Visio bietet keinerlei Unterstützung beim Business-IT-Alignment Die ganze Frage, wie man jetzt fachliche Prozessmodelle mit technisch umgesetzten Prozessen koppeln könnte (z.B. im Rahmen der Konzeption, für die Dokumentation oder Aufbereitung von Kennzahlen, das Monitoring etc.) ist mit Visio vollständig überflüssig. Mit Visio können Sie in dieser Hinsicht ÜBERHAUPT nichts machen. Mit Word/ Visio können Prozessmodelle nicht kommuniziert werden. Natürlich können Sie jedem Mitarbeiter eine Visio Lizenz geben bzw. das Visio Diagramm in Word importieren und die Dateien rumschicken. Sie könnten auch das Diagramm als Bild exportieren, und auf den Intranet-Server legen. Aber beides ist ziemlich aufwendig uns muss jedes Mal händisch wiederholt werden, wenn sich ein Prozessmodell ändert. Und eine Navigation für den Anwender, oder gar eine Suchfunktion, über die diversen Prozessmodelle hinweg, ist nicht möglich. Das ist ein absoluter Killer für die Akzeptanz in der Belegschaft.