Beruflich Dokumente
Kultur Dokumente
Intelligence Quarterly Q3 2008 Market insights based on the opinions and experiences of 354 AIIM members and industry associates
The research presented in this report is based on the collective opinions and perspectives of 354 AIIM members and industry associates, providing unparalleled and valuable insight. (For more details about the survey used and the audience demographics see Appendix A of this report.) As the non-prot association dedicated to nurturing, growing and supporting the Enterprise Content Management community, AIIM is proud to provide this research at no charge. In this way, the education, thought leadership and direction provided by our research can be leveraged by the entire community. Please feel free to share this research with a friend or colleague. Our ability to deliver this high quality research is partially made possible by the companies that underwrite our research. Without the support of these underwriters, we would have to return to a paid subscription model in distributing the research. For that, we hope you will join us in thanking our underwriters, including:
Risetime 547 West Jackson Blvd., 8th Floor Chicago, IL 60661 Phone: 312.362.9930 Fax: 312.362.9925 infor@risetime.com www.risetime.com
While we appreciate the support of our underwriters, we also greatly value our objectivity and independence as a trade association. The results of the survey and the market commentary made in this report are independent of any bias from the vendor community.
About AIIM
AIIM (www.aiim.org) is the community that provides education, research, and best practices to help organizations nd, control, and optimize their information. For over 60 years, AIIM has been the leading non-prot organization focused on helping users to understand the challenges associated with managing documents, content, records, and business processes. Today, AIIM is international in scope, independent, implementation-focused, and, as the representative of the entire ECM industryincluding users, suppliers, and the channelacts as the industrys intermediary. 2008 AIIMThe ECM Association 1100 Wayne Avenue, Suite 1100, Silver Spring, MD 20910 301.587.8202 www.aiim.org
2
Design by: Codesign, Boston
Table of Contents
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Dening Business Process Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
Figure 1. Which of the Following Is Closest to Your Denition of BPM? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Figure 2. How Well Is BPM Understood in Your Organization?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
MarketIQ
Business Process Management
3
Executive Summary
In developing this MarketIQ, AIIM found that sophisticated users grasp how EAI (Enterprise Application Integration), workow and other components have merged to form BPM, a practice that seeks to model, modularize, service-enable, monitor and ultimately optimize business processes. But a mere 25% of the survey takers said BPM was well-understood and addressed overall within their organization. Respondents identied this lack of knowledge as the number-one hurdle to BPM adoption. In addition, nearly half (45%) said there was little to no BPM strategy in place at their company. Only about one quarter (23%) indicated having mostly or exclusively strategic BPM deployments. Since BPM cuts across technological and intra-organizational boundaries, it is crucial that companies identify a clear leader to head a BPM strategy. Yet more often than not, respondents said their companies did not have a specic group in charge of BPM projects. Even with a proper team and strategy in place, BPM presents challengesit is, after all, about changing the way an organization works, albeit it for the better. Related pitfalls include derailment by internal political squabbles and scope creep. The latter factors severity can be tied to its success: As stakeholders see the positive impact of changes, they want more. It is crucial that organizations undergoing a BPM project effectively manage end-user expectations. Such factors are likely why 62% of respondents said business got disrupted while new processes were deployed. In addition to these more intangible factors, BPM implementation staff will need skills in process reengineering and a range of BPM tools. Yet despite these challenges, the data collected suggests that BPM makes a substantial and speedy impact on a companys bottom line: More than half of respondents who conducted a return on investment (ROI) study achieved a positive ROI in three years or less, and 70% of those same individuals cited direct cost savings as a benet.
BPM is a business management practice that encompasses process automation, process modeling and simulation, process modularization and service orientation, process monitoring, and process optimization.
MarketIQ
Business Process Management
Section 1
Figure 1. Which of the Following Is Closest to Your BPM? Which of the Denition following is of closest to your definition of BPM?
Methods, policies, metrics, management practices and software tools to manage and continuously optimize an organization's activities and processes A systematic approach to improving an organization's business processes A management practice that provides for governance of a business's process environment toward the goal of improving agility and operational performance Software for building integrated process-based applications
5% 20% 50%
17%
Just a buzzword
2%
Re-branding of Workflow
2%
1%
Don't Know
But while our survey respondents had a broad, comprehensive understanding of BPM, the majority of them were AIIM members and/or subscribers to the Web site Transformation + Innovation, a consulting, education, and advisory rm that guides business strategy and transformation through the optimization of technology, knowledge management, and process redesign. Survey respondents can therefore be characterized as having greater than average knowledge of BPM than the average business person. We point this out because AIIM members degree of understanding and appreciation for BPM is not shared across the enterprises where they work. Only 25% of the survey respondents felt that BPM was well understood and addressed within their organization. Some 40% felt their organization has no clear understanding of BPM, or could not see how it differed from workow. The remaining 34% felt their organization was only vaguely familiar with BPM. Indeed, survey respondents pointed to lack of understanding as the number one biggest obstacle to BPM in their organization.
Figure 2. How Well Is BPM Understood in Your HowOrganization? Well Is BPM Understood in Your Organization?
Well Understood and Addressed Vaguely Familiar Not Sure How This is Different from Workflow No Clear Understanding
0% 10% 14% 25%
34%
MarketIQ
Business Process Management
Section 2
Most of the survey respondents said their respective department and organization as a whole are in the early stages of the AIIM BPM maturity model. (See Figure 5 for a denition of the ve levels of BPM Maturity.)
Figureof 4. Identify the Maturity Level of Your Department/Business and of Your Organization Overall. overall, and of yo Based on the descriptions the five stages of the Business Process Maturity Model (BPMM) below, Unit identify the maturity level of your organization
Level 1: Initial
29% 35% 14% 16% 6% 7% 3% 5% 0% 10% 20% 30% 40% 50% 48% 37%
Level 2: Managed
Level 3: Standardized
Level 4: Predictable
Level 5: Optimizing
Level 3: Standardized
Level 4: Predictable
Level 5: Optimizing
For most organizations, adoption of BPM is not strategic or positioned across the organization.
16%
10%
20%
30%
40%
50%
When respondents were asked to identify the sponsor of the BPM initiative within their company, no clear trend emerged. And more organizations than not reported they do not have a specic group responsible for BPM projects.
Figure 7. Who Is the Sponsor of the BPM Who is the Sponsor of the Initiative? BPM initiative?
President Managing Director CIO/CTO Chief Operating Officer LOB Manager Finance Director or CFO Chief Process Officer Compliance Officer Other
0% 2% 5% 10% 18%
MarketIQ
17%
17%
9%
2%
It stands to reason then, that the majority of organizations do not have a Process Governance document, or a Chief Process Ofcer.
Figure 9. Does Your Organization Have a Process Governance Document? Figure 10. Does Your Organization Have a CPO (Chief Process Ofcer)?
Finally, the relatively immature state of BPM is reected by the fact that most organizations are using it for applications inside the rewall, despite market press fueling the idea of BPM simplifying processes across multiple partners, suppliers, and customers. Forty percent of survey respondents indicated that BPM is used exclusively inside the rewall, and another 37% (77% total) indicated that BPM is used predominately inside the rewall.
Figure 11. Where Is/Will BPM be Leveraged? Where is/will BPM be leveraged?
Exclusively inside the firewall Predominately inside the firewall Balanced Predominately outside the firewall Exclusively outside the firewall
1% 22% 40%
37%
This is in stark contrast to AIIM Market Intelligence ROI ndings concerning functionality like Security, Enterprise 2.0, and Findability. While such technologies have their upsides, they are often soft benets, difcult to measure in hard dollars. In the case of BPM, the benets can be far more tangible, and directly impact the heart of an organizationthe process. A full 70% of those who reported executing an ROI indicated direct cost savings as an achieved benet. It is no surprise then that 65% of survey respondents indicated that BPM was imperative or signicant to the success of their organization.
10
Figure 13. Which of the Following Are Benets Associated with BPM?
MarketIQ
Business Process Management Section 2 State of the BPM Market
How Important is BPM Your Organizations Business Goals and Figure 14. How Important Is BPM to Yourto Organizations Business Goals andSuccess? Success?
19%
46%
19%
10%
2%
5%
0%
25%
50%
75%
100%
Imperative
Significant
Average
Minimal
Not at All
Dont Know
11
29%
23%
22%
21%
18%
15%
15%
12
Figure 16. Did Youdisruptions Experience Disruptions to Your While New Processes Were Deployed? Did you experience to your business while newBusiness processes were deployed?
No Yes, to a small degree Yes, to a moderate degree Yes, to a significant degree Yes, and we never got over it
0% 3% 10% 20% 30% 40% 8% 19% 31% 38%
MarketIQ
Business Process Management Section 2 State of the BPM Market
This analysis ends with one of the strongest ndings of the study. A full 87% of survey respondents indicated that having a process owner for each targeted process is a best practice. Process owners are responsible for the management of processes within the organization. They are the people who receive the solutions created by an improvement team and end up being responsible for managing the improved process. The role of process owner does not yet exist for many organizations that have yet to establish a process-centric approach to managing business. Many individuals participate and perhaps provide management within a process, but no one person owns it. Process owners often have to transcend departmental barriers (as processes do), and maintain a vigilant inspection of the process itself, continuously looking for improvements and opportunities. This level of scrutiny is fundamental in the early stages of BPM, when the process must be analyzed, modeled, and reengineered. It is also important over time to ensure the ROI on the BPM-ed process is maximized through ongoing analysis, renement, and improvements. This is a key strength and benet of BPM that goes underutilized if a process owner is not in place. While 61% of the organizations surveyed have owners for their core processes, evidence suggests that this role is still somewhat immature (like the market it is associated with). Only 8% of the organizations are leveraging the process audit trail data provided by BPM solutions (a powerful form of Business Intelligence and insight into processes) to any signicant degree. For most, this represents a new form of intelligence with a learning curve not yet mastered.
Figure 17. In Your Opinion, Is a Process Owner Necessary to Effectively BPM-enable a Process? Figure 18. Do Each of the Core Processes in Your Organization Have a Process Owner?
13
Figure 19. Do You Use Process Audit Trails as a Source of Business Intelligence?
Do you use process audit trails as a source of Business Intelligence?
45%
No Yes, to a small degree Yes, to a moderate degree Yes, to a significant degree Dont know Dont know what this is
22%
11%
8%
12%
14
MarketIQ
Business Process Management
Survey Demographics
Organizational Size Survey respondents represented organizations of all sizes. The largest portion (47%) of the survey population came from medium-sized organizations (1015,000 employees. Another 30% was comprised of large-sized organizations (5,000+ employees). The remaining 23% of respondents were from small organizations (1100 employees.)
Figure 20. How Many Employees Are in Your Organization?
15
Vertical Industry Afliation The survey population was comprised of individuals from across a broad swath of vertical industries. Overall, no single vertical comprised more than 14% of the total population, providing a broad perspective across industries.
Which Industry Vertical Industry do you Work Figure 21. Which Vertical Do You Work In? in? Professional services Financial Local government Manufacturing Federal government Insurance Utilities/Energy Education Construction/Engineering Healthcare Telecommunications & Media Pharmaceutical Retail Transportation & Distribution Legal Entertainment Publishing Other
0% 2% 4% 7% 11% 14%
10%
6%
6%
6%
5%
4%
4%
2%
1%
1%
1%
1%
Role Survey ndings are reective of multiple roles and departments within an organization. IT-related personnel accounted for 36% of the survey population, while senior-level management (including CxOs) constituted 18%. The entire breakdown by role is provided in Figure 22.
Figure 22. What Is Your Role in Your Organization?
16
Geographic Region and Global Reach Most respondents (48%) came from the United States. Another 7% came from Canada. European respondents comprised 18% of the survey group. Asia-Pacic respondents comprised 12% of the survey population. The remaining 15% were from Africa, the Middle East, and South America.
What Geographic Region do You you Work in? Figure 23. In Which Geographic Region Are Located? Africa
5%
MarketIQ
Business Process Management
Asia Pacific
12%
Canada
7%
Europe
18%
Middle East
2%
South/Central America
9%
USA
0% 10% 20%
The surveyed organizations, on the other hand, were nearly evenly split between those that are global organizations and those that are physically located in only one region.
Is Your Organization a Global Organization (i.e., Has Physical Offices in Multiple Countries)?
Figure 24. Is Your Organization a Global Organization (i.e., Has Physical Ofces in Multiple Countries/Regions)?
56% 44%
Yes
No
17
Appendix B
18
Process analysis tool Process Simulation Business Process Analytics (BPA) Complex Event Processing (CEP) Process modeling tool (GUI) Integrated online negotiation Process audit trails Directory Services (Dene and manage users, roles, teams, etc.) Document/content repository Enterprise Application Integration (EAI) Enterprise Service Bus (ESB) Exception handling Usage metering and billing Rules engine
Where Would You Want To Target Security Controls Within A BPM Initiative?
Content/Data Audit trails/executed processes Work queues Reports Process models Performance metrics/reports Overall system control Dont Know
MarketIQ
Why Do You Use SharePoint As A BPM Solution? How Long Did Your BPM Initiative ACTUALLY Take From Start To Finish? How Many BPM Tools Do You Use in Order to Do Your Job? How Long Has Your Organization Been Using Workow/BPM Tools? At What Level Do Your BPM-Enabled Processes Operate? Who Is Responsible for Dening the Business Process (Rules And Logic)? What Percentage of the Processes in YOUR Organization Have Been BPM-Enabled? How Important Is It in Your Organization to Justify BPM Initiatives With Hard Dollar Savings? Which of the Following Are Goals for BPM within YOUR Organization?
Rank Your Satisfaction With Each of the Products Your Organization has Implemented. How Would You Characterize Your Organizations EXPERIENCE with BPM? Why Hasnt Your Organization Deployed BPM? In Which of the Following Areas Has Your Organization Implemented BPM? What Percentage of Your Process That Have Been/Will Be BPM-enabled Are Transaction-Oriented / Content Oriented? Do You Use A Separate BPM Tool for Transactional Processes Versus Document-centric Processes? Are The Transactional-based and Document-centric Bpm Solutions Sponsored by the Same Individual? Do You Use SharePoint in Any of the Following Ways?
Automated decision making Improved process quality/consistency/compliance Cost-effective integration inside the rewall Accelerate deployment of new applications Better reporting of process performance/Executive dashboards Ability to reuse processes (sub-routines) Increased security (e.g., access only available through process interface) Automated reporting on worker performance Process simulation (e.g., pre-emptive bottleneck prevention) Increased customer satisfaction Shared work queues Cost-effective integration outside the rewall In support of ISO 9000 certication Adding State to stateless applications Increased process efciency/productivity Improved organizational agility and exibility Support outsourcing Continuous process improvement Keep work following the sun Expanded customer and partner involvement Staff reduction Cost reduction Bridge geographically dispersed workers None
How Much Time Did You (or Will You) Budget for Your BPM Initiative to Take from Start to Finish? At What Level Does Your BPM Strategy Apply? For Processes that have been BPM-enabled, How Often Do You Re-evaluate the Need to Re-engineer/Optimize? 19
What is/was Your Budget to Implement BPM? Roughly what Percentage of your Budget was/will be Allocated to Professional Services? Where Do You Feel Overall INDUSTRY (Market) Adoption is with Regards to the Following?
Business Process Analytics (BPA) Business Activity Monitoring (BAM) Workow (WF) Enterprise Application Integration (EAI) Process simulation Process modeling Enterprise Service Bus (ESB) Service-Oriented Architecture (SOA) Web Services Complex Event Processing (CEP)
Where Do You feel YOUR ORGANIZATIONS Adoption Is with Regards to the Following?
[Same list as above]
What in Your Opinion is Missing from BPM Products? How Important are the Following Standards/Frameworks to Your BPM Strategy/Needs?
SysML (Systems Modeling Language) BPEL (Business Process Execution Language) UML (Unied Modeling Language) Electronic Business using XML (ebXML) SOA (Service-Oriented Architecture) Wf-XML/ASAP (Asynchronous Service Access Protocol) WSDL (Web Services Description Language) IDEF (Integrated Denition) SOAP BPMN (Business Process Modeling Notation) WfMC Workow Reference Model UDDI (Universal Description, Discovery and Integration) JMS (Java Message Service) CORBA (Common Object Resource Broker Architecture) ISO 9000 XPDL (XML Process Denition Language) YAWL (Yet Another Workow Language)
What Is Your Organizations Level of Involvement with Service Oriented Architecture (SOA)? How Many BPM Tools Does Your Organization Use? How Many of These BPM Tools Came Bundled as Part of a Larger System (e.g., ECM, ERP)? Would You be Likely to Implement BPM Using Open Source? Why Wouldnt You Implement BPM via Open Source? Would You be Likely to Implement BPM Using SaaS (Software as a Service) Model? Why Wouldnt You Implement BPM via SaaS?
20
Underwritten in part by
Bringing people and processes together through technology is the mission of Risetime
Risetime delivers Business Process Management (BPM) solutions that improve our clients core business processes and provide an integrated view across the organization to accomplish the needs of the business efficiently and effectively. Risetime has been providing business focused IT solutions for the last 24 years. Our greatest strength is solving real-world business problems with the most appropriate and elegant technology solution and/or products.
The AIIM Market Intelligence Quarterly has provided a view of the current landscape of BPM discussing both education levels and adoption levels. BPM is the latest evolution of methodologies, tools and techniques that have been around for many years. At Risetime, we believe the greatest benefit of implementing BPM methodologies and products is that it provides a common language between the business and IT staff. This significantly reduces rework and increases the percentage of projects delivered right the first time.
Risetime is delivering high-value business solutions by enabling existing client systems and applications to work with the Captaris product line - Doug Anderson, Senior V.P. of Global Field Operations, Captaris
At Risetime, we believe the greatest benefit of implementing BPM methodologies and products is that it provides a common language between the business and IT staff. This significantly reduces rework and increases the percentage of projects delivered right the first time. - Chris Youngren, Vice President, Risetime
Since 1984, Risetime has been serving the needs of organizations looking for a strong partner to provide business and technology solutions and services. Headquartered in Chicago and a Microsoft Gold Certified Partner, Risetime focuses on a wide range of IT consulting services as well as business process management, content management, and web solutions.
547 West Jackson Blvd. 8th Floor Chicago, IL 60661 P 312.362.9930 F 312. 362.9925 info@risetime.com
www.risetime.com
AIIM (www.aiim.org) is the community that provides education, research, and best practices to help organizations nd, control, and optimize their information. For over 60 years, AIIM has been the leading non-prot organization focused on helping users to understand the challenges associated with managing documents, content, records, and business processes. Today, AIIM is international in scope, independent, implementation-focused, and, as the representative of the entire ECM industryincluding users, suppliers, and the channelacts as the industrys intermediary. 2008 AIIM 1100 Wayne Avenue, Suite 1100 Silver Spring, MD 20910 301.587.8202 www.aiim.org