The document discusses the challenges of business processes across various departments like sales, finance, and HR, highlighting common issues such as lack of visibility and inefficiencies. It introduces Business Process Management (BPM) and Business Process Management Software (BPMS) as solutions to enhance process visibility, automate workflows, and improve operational effectiveness. The document outlines the benefits of implementing BPM and BPMS, including significant reductions in operational costs and cycle times, leading to improved service quality and customer satisfaction.

1. More material like this can be found at:
http://www.bpmresourcecenter.com
1

2. Agenda
 Business Process Challenges
 What is BPM ?
 BPM and BPMS
2

3. Business Processes – Every Business Has Them
Sales Finance Marketing Operations
• Quotes / Pricing • Invoice Admin • Advertising • Inventory Management
• Underwriting • Procurement • Events Management • Order Fulfillment
• Contract Approval • Project/ Budget Approval • Packaging & Pricing • Client Management
• New Client Onboard • Expense Management • Communications • Events Management
• Compensation • Charge backs • Creative Development • Facilities Management
• Meeting Planning • Budget Planning • Award Distribution
• RFP Admin
Information Customer Service
Technology • Case Management
• IT Request • Client Feedback
Management • Inquiry Management
• Portfolio Management • Escalation
• App / System Support Management
• Incident & Bug Fix • SLA Management
• Change Control • Support Services
• Certifications Renewals
Legal Human Resources
• Contract Management • Recruitment
• Investigation • New Hire On-boarding
• New File / Case • Compensation Plan &
Management Admin
• Regulatory Filing • Benefits Administration
• Legal Doc • Performance Management
Management • Training & Career Dev
• Employee Status Change
• Transfer / Relocation
• Leave Management
Tasks/activities and the systems we use to get things done.
- An order processed, a new hire on-boarded, etc.

4. Typical Process Issues
1. Lack of visibility Process Chaos
2. Lost requests/information
3. Duplicate work efforts
4. Mistakes
5. Understanding/knowledge transfer
6. Training/onboarding new employees
7. Lack of adherence to policy/compliance
8. Long cycle times to process
9. No measurements or metrics
10. …
Workforce and System inefficiencies that lead to poor quality of service,
higher costs, customer and employee satisfaction issues.

5. What is Business Process Management?
- Align Management Six Sigma - The tools and
processes to Approach Flow Voice of the methods to
strategic goals Charts Customer
document,
Philosophy Methodology analyze, redesign
-Measure, and monitor
Corporate Lean Office
monitor and processes
continuously Culture BPM Value Stream
improve Mapping
Process
Workflow Mapping
Technology - Various software to help
SOA capture process
BPMS
information, automate
Process Automation workflow, integrate
systems, enforce deadlines
and process rules, track
and report on business
processes

6. BEFORE BPM
Status
?
AFTER BPM
BPM HR Facilities Manager Employee
Methodology
Facilitates
Formalizing and Status
?
Improving the
Process HRMS CRM

7. BEFORE BPM
Status
?
AFTER BPM
BPM HR Facilities Manager Employee
Methodology
Facilitates
Formalizing and Status
?
Improving the
Process HRMS CRM
AFTER BPMS
BPMS HR Facilities Manager Employee
Technology
Enforces
Known
Process, Provides status, enf
Visibility BPMS Software orce
deadlines,
and Metrics process
metrics, et
HRMS CRM c.

8. BEFORE BPM
Status
? Methods and Tools to
1) Capture and document
the current process flow
2) Analyze the process for
inefficiencies and
3) Design or map out the future
to-be process.
Also central library of
knowledge.
AFTER BPM
BPM HR Facilities Manager Employee
Methodology
Facilitates
Formalizing and Status
?
Improving the
Process HRMS CRM
AFTER BPMS
BPMS HR Facilities Manager Employee
Technology
Enforces
Known
Process, Provides status,
Visibility BPMS Software enforce
deadlines,
and Metrics process
metrics,
HRMS CRM etc.

9. BEFORE BPM
Status
? Methods and Tools to
1) Capture and document
the current process flow
2) Analyze the process for
inefficiencies and
3) Design or map out the future
to-be process.
Also central library of
knowledge.
AFTER BPM
BPM HR Facilities Manager Employee
Methodology
Facilitates
Formalizing and Status
?
Improving the
Process HRMS CRM
AFTER BPMS
BPMS HR Facilities Manager Employee
Technology
Enforces
Known
Process, Provides status,
Visibility BPMS Software enforce
deadlines,
and Metrics process
metrics,
HRMS CRM etc.

10. BEFORE BPM
Status
? Methods and Tools to help
perform the tasks and activities
AFTER BPM
BPM HR Facilities Manager Employee
Methodology
Facilitates
Formalizing and Status
?
Improving the
Process HRMS CRM
AFTER BPMS
BPMS HR Facilities Manager Employee
Technology
Enforces
Known
Process, Provides status, enf
Visibility BPMS Software orce
deadlines,
and Metrics process
metrics, et
HRMS CRM c.

11. BEFORE BPM
Status
? Methods and Tools to help
perform the tasks and activities
AFTER BPM
BPM HR Facilities Manager Employee
Methodology
Facilitates
Formalizing and
Electronic Forms/Screens to
capture, route and present data.
Status
?
(Data from users or existing
Improving the systems) – route based on flow
Process diagramCRM
HRMS
AFTER BPMS
BPMS HR Facilities Manager Employee
Technology
Enforces
Known
Process, Provides status, enf
Visibility BPMS Software orce
deadlines,
and Metrics process
metrics, et
HRMS CRM c.

12. BEFORE BPM
Status
? Methods and Tools to help
perform the tasks and activities
AFTER BPM
BPM Definition of deadlines and HR Facilities Manager Employee
Methodologyeach to enforce
rules for
flow/processes
step in a
Facilitates followed as designed
process is
Formalizing and Status
?
Improving the
Process HRMS CRM
AFTER BPMS
BPMS HR Facilities Manager Employee
Technology
Enforces
Known
Process, Provides status,
Visibility BPMS Software enforce
deadlines,
and Metrics process
metrics,
HRMS CRM etc.

13. BEFORE BPM
Status
? Methods and Tools to help
perform the tasks and activities
AFTER BPM
BPM HR Facilities Manager Employee
Methodology
Facilitates
Formalizing and Status
?
Access to worklist (inbox)
Improving the deadlines/alerts through email,
on mobile devices or accessible
Process HRMS CRM on the web.
AFTER BPMS
BPMS HR Facilities Manager Employee
Technology
Enforces
Known
Process, Provides status, enf
Visibility BPMS Software orce
deadlines,
and Metrics process
metrics, et
HRMS CRM c.

14. BEFORE BPM
Status
? Reports, Dashboards,
Auditing, Real-Time Flow
Progression (status) of individual
workflows and aggregate data
across all workflows
AFTER BPM
BPM HR Facilities Manager Employee
Methodology
Facilitates
Formalizing and Status
?
Improving the
Process HRMS CRM
AFTER BPMS
BPMS HR Facilities Manager Employee
Technology
Enforces
Known
Process, Provides status,
Visibility BPMS Software enforce
deadlines,
and Metrics process
metrics,
HRMS CRM etc.

15. BEFORE BPM
Status
? Reports, Dashboards,
Auditing, Real-Time Flow
Progression (status) of individual
workflows and aggregate data
across all workflows
AFTER BPM
BPM HR Facilities Manager Employee
Methodology
Facilitates
Formalizing and
How many items were processed
in a period, how long on average Status ?
does it take, are we within service
Improving the levels, trends and more
Process HRMS CRM
AFTER BPMS
BPMS HR Facilities Manager Employee
Technology
Enforces
Known
Process, Provides status,
Visibility BPMS Software enforce
deadlines,
and Metrics process
metrics,
HRMS CRM etc.

16. BEFORE BPM
Status
?
Now that we have metrics, can we
do it betters still ?
AFTER BPM
BPM HR Facilities Manager Employee
Methodology
Facilitates
Formalizing and Status
?
Improving the
Process HRMS CRM
AFTER BPMS
BPMS HR Facilities Manager Employee
Technology
Enforces
Known
Process, Provides status,
Visibility BPMS Software enforce
deadlines,
and Metrics process
metrics,
HRMS CRM etc.

17. Implementing BPM and BPMS
All Business Processes
Align Process to Strategic Business Goals
Select or Define a Methodology
Workshops, As-Is Process Mapping/Analysis
BPM
To-Be Process and Improvement
Process Recommendations
Improvement
Candidates Holistic
for BPMS?
Approach to
Yes Business
Process
Management
Determine Return on Investment
BPMS Business Case/Select BPMS Tool
Prioritize Projects
BPMS Select Pilot
Process To-Be Design
Automation/Optimization for
Automation
Implement

18. Benefits of BPMS
 *Significant Top/Bottom Line Results
 18% y/y operation cost
reduction
 43% cycle time reduction
 17% increase in output
* Project $5.5 Billion spending
The fastest growing segments in application development
* IDC Report

19. Benefits In Every Industry
 Financial Services
 Client On-boarding
 80% reduction in cycle time. 60% of manually steps eliminated
 Telecommunications
 Billing disputes
 Enforce payout policies, reduce duplicates, lower payouts by 10% ($3
million quarterly)
 Engineering
 Technical proposal turn-around
 80% reduction time in proposal generation leading to a 10% increase in
revenue
 Manufacturing
 Logistics/Distressed Shipments
 Percentage of Shipments saved increased from 5% to 70%
 $ 2Million savings per quarter
 Numerous Other Examples