BPM findings based on AIIM report

BPM:

IS
- not a single software product or even as a suite of related software tools. It is management practice which might utilize a number of dedicated software mechanisms.
Involves
- an intrusive technology changing and re-shaping BP for higher performance.

MAY INVOLVE
- integrating applications, taking in electronic forms and edocuments, populating transactional databases and providing a single point of interface for users.
- process modelling and simulation, reusable process modules, and process monitoring and optimization.

DRIVERS AND RETURNS
- most important drivers are: cost savings from improving process throughput and reducing process steps; followed by Improving accuracy and repeatability
- accounts payable and accounts receivable processes showed the strongest success factors, followed by customer support cases, proposals and contracts, and claims processing.
- approx 1/2 of organisations achieved payback of their investment in BPM tools in 18 months, and 3/4 with 24 months.

LEADERSHIP
- 1/3 of the time BPM projects are lead Line of Business managers and in 1/3 IT take the lead.
- The strongest indicator for successful BPM processes is the presence of an existing process owner.

CHALLENGES
- integration with other systems is the biggest technical challenge

USAGE based on organisations surveyed
- 1/3 apply BPM to scanning all incoming mail.
- few currently extending managed processes across the supply chain, but many plans to.
- few are currently outsourcing BPM-enabled processes but many plan to
- 11% use BPM functions in SharePoint, but 3 times as many plan to.
- Spending on BPM SW should increase, and spending on BPM services should increase significantly.
- 1/3 look to buy their BPM tools from their existing ECM supplier, with 1/4 go for best-of-breed tools, and 1/4 preferring dedicated BPM suites.

Source
http://www.ebizq.net/blogs/bpm_insights/2009/12/-pdrtjs-settings-159850-post-1700-id.php