MarketIQ

Intelligence Quarterly Q3 2008 Market insights based on the opinions and experiences of 354 AIIM members and industry associates

Business Process Management (BPM)

Leveraging Competencies and Streamlining Processes to Achieve Operational Excellence

Underwritten in part by:

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MarketIQ About the Research

Intelligence Quarterly

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 the Authors

Carl Frappaolo Vice President, AIIM Market Intelligence
With over 25 years of experience working with a broad array of business solutions, including knowledge and content management, portals, search engines, document management, workow, business process management, records management, imaging, intranets and electronic document databases, Mr. Frappaolo is well-versed in the practical business and technical aspects of implementing large-scale e-applications. Valued for his technical, practical and market expertise, he has consulted with a variety of organizations spanning multiple industries. Prior to joining AIIM, Mr. Frappaolo founded Delphi Group, where he led the rms consulting and market research practice for nearly 20 years. He is the creator of several methodologies designed to address the needs of knowledge management, content management, business process management and portal design. Mr. Frappaolo has published four books as well as over 300 studies, articles, and whitepapers, and has lectured to audiences around the world.

Dan Keldsen Director, AIIM Market Intelligence

Mr. Keldsens experience is based broadly and deeply around innovation management and Enterprise 2.0/ Web 2.0 topics built on unstructured and semi-structured content-based enterprise concepts such as information architecture, taxonomy, search, semantics, navigation, enterprise content management, Web content management and portals. His 13 years of experience as a senior analyst, consultant and chief technology ofcer provide expertise in combining theoretical knowledge and the practical application of technology to solve business problems. Mr. Keldsen is also an adept educator and industry spokesperson, having delivered keynotes and seminars to audiences around the world. He holds a SANS GSEC certication and served on the advisory board for the SANS GSEC program for two years. He is also a member of the Usability Professionals Association (UPA) and The Information Architecture Institute.

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

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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

State of the BPM Market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

Basic Ignorance Renders Overall Market Immaturity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Figure 3. What Are/Were the Primary Obstacles to BPM in Your Organization? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Figure 4. Identify the Maturity Level of Your Department/Business Unit and of Your Organization Overall. . . . . . . . . . . . . . . . . . . . . 8 Figure 5. The BPM Maturity Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Immaturity Manifests in Limited Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Figure 6. How Would You Characterize Your BPM Strategy? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Figure 7. Who Is the Sponsor of the BPM Initiative? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Figure 8. Is a Specic Group in Your Organization Responsible for BPM Initiatives? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Figure 9. Does Your Organization Have a Process Governance Document? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Figure 10. Does Your Organization Have a CPO (Chief Process Ofcer)? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Figure 11. Where Is/Will BPM be Leveraged? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

BPM Characterized by a Proven ROI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Figure 12. What Is/Was the Expected Payback Period for BPM? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Figure 13. Which of the Following Are Benets Associated with BPM? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Figure 14. How Important Is BPM to Your Organizations Business Goals and Success? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Lessons Learned and Best Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Figure 15. Which of the Following Issues Did Your Organization Experience During the Implementation of BPM? . . . . . . . . . . . . . 12 Figure 16. Did You Experience Disruptions to Your Business While New Processes Were Deployed? . . . . . . . . . . . . . . . . . . . . . . . . 13 Figure 17. In Your Opinion, Is a Process Owner Necessary to Effectively BPM-enable a Process?. . . . . . . . . . . . . . . . . . . . . . . . . . . 13 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? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Methodology Used & Survey Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Methodology Used . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Survey Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Figure 20. How Many Employees Are in Your Organization?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Figure 21. Which Vertical Industry Do You Work In? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Figure 22. What Is Your Role in Your Organization?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Figure 23. In Which Geographic Region Are You Located? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Figure 24. Is Your Organization a Global Organization (i.e., Has Physical Ofces in Multiple Countries/Regions)?. . . . . . . . . . . . . . 17

Other Data Points Available . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

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

Dening Business Process Management

The automation and real-time monitoring of business processes are not new concepts to the AIIM community or the business community at large. Circa 1993, workow became an integral part of the Enterprise Content Management (ECM) solution set and lexicon. The importance of these capabilities was best demonstrated by the formation of the Workow Management Coalition in that year. But while workow provides an easier way to connect people, tasks, and content, it still requires laborious and extensive programming work to connect applications. Furthermore, workow solutions can suffer from incomplete or fragmented toolsets. While workow delivers process automation, it can lack related functionality, such as integrated process modeling. In a complementary fashion, EAI (Enterprise Application Integration) promised to simplify the integration of multiple standalone yet related processes. But EAI offered little means to route work among and between people, monitor personal work queues, or support interactive people-based tasks and decisions. BPM (Business Process Management) is a convergence of workow and EAI. However, BPM is more than just the automation of processes and simplication of application integration. BPM is a business management practice that encompasses process automation, process modeling and simulation, process modularization and service orientation, process monitoring, and process optimization. It is based on principles and methodologies such as process-centricity, process excellence, core competencies, and strategic approaches to outsourcing and modularization, including SaaS and SOA. BPMs combined, greater capability is the focus of this Market IQ. The reports denition and positioning of BPM is not based simply on the opinions of AIIMs thought leadership, but is reinforced and validated by the survey audience, which dened BPM neither as the re-branding of workow (only 2% of those surveyed dened BPM in this manner), nor the re-branding of EAI (only 1% of those surveyed dened BPM in this way). The great majority of those surveyed, 67%, identied these strategic and comprehensive denitions: Methods, policies, metrics, management practices and software tools to manage and continuously optimize an organizations activities and processes (50%) and A management practice that provides for governance of a business process environment toward the goal of improving agility and operational performance (17%).
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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%

Re-branding of Enterprise Application Integration

1%

Don't Know

3% 0% 10% 20% 30% 40% 50%

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%

26% 20% 30% 40%

MarketIQ
Business Process Management

Section 2

State of the BPM Market

Basic Ignorance Renders Overall Market Immaturity
Figure 3. What Are/Were the Primary Obstacles to BPM in Your Organization?

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

Overall Organization Departmental/Business Unit

Figure 5. The BPM Maturity Model

Level 1: Initial Level 2: Managed Enterprise lacks consistent practices/mangement is reactive. Little or no BPM strategy. Stabilization of local work through department-level expertise, control, and metrics. Processes are repeatable and documented. Enterprise-wide process improvement competencies with product and service orientation. Best practices are standardized and documented. The enterprise has established common, integrated assets and processes with measurement and predictability. Variations of process performance are minimal, and processes are stable. Process excellence and re-engineering is fully integrated into the organization. Emphasis on continuous improvement.

Level 3: Standardized

Level 4: Predictable

Level 5: Optimizing

For most organizations, adoption of BPM is not strategic or positioned across the organization.

Immaturity Manifests in Limited Strategy

The lack of appreciation for BPM, which likely keeps it conned to tactical, simple deployments, is further manifested in an overall lack of strategy around the concept. When asked to characterize their BPM strategy, 45% of the surveyed respondents indicated there was little to none. Only 23% work in organizations where BPM deployment is mostly or exclusively strategic (the same percentage as those organizations ranked at a level 3 or higher in the maturity model).
Figure 6. How Would You Characterize Your you BPM Strategy? How would characterize your organizations EXPERIENCE with BPM?
We have not yet begun a significant BPM project, but plan on doing so in the next year. We have undertaken one or more BPM projects at the departmental level. We are currently integrating our BPM projects across departments. We are deploying and implementing an enterprise scale BPM capability.
0% 12% 28% 44%

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%

Business Process Management

17%

9%

2%

21% 10% 20% 30%

Figure 8. Is a Specic Group in Your Organization Responsible for BPM Initiatives?

Section 2 State of the BPM Market

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%

0% 0% 10% 20% 30% 40%

BPM Characterized by a Proven ROI

Despite BPMs relatively immature state of adoption, survey data suggests that the introduction of BPM into an organization can have a very strong and positive impact measurable in hard dollars. Among those who conducted a return on investment (ROI) study, 52% achieved a positive ROI in three years or less. Another 15% achieved ROI in ve years or less.
Figure 12. What Is/Was the Expected Payback Period for BPM?

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.

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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

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Lessons Learned and Best Practices

In addition to the positive and relatively short-term ROI associated with BPM deployments, survey respondents also indicated other trends that should be heeded by those considering BPM or who are about to adopt it. The top four issues encountered during implementation were: underestimating the process and organizational issues (45%); lack of staff knowledge and training (41%); derailment by internal politics (30%); and excessive scope creep (29%). The strength of BPM is linked to its close association with the heart of the organization: processes. But this strength also brings increased scrutiny and potential politics to projects that directly impact processes. BPM deployments should involve a fair degree of change management and education. This applies to process participants as well as BPM implementation staff, who need skills in process reengineering, and BPM tools, which can include process simulation, process design, process modeling, process monitoring/reporting, and process modularization/service orientation.. Even in the case of a successful initiation into BPM, the hurdle of excessive scope creep can occur as early process participants gain an appreciation for what is achievable and immediately begin to want greater impact. Curtailing growing expectations is a critical part of the change management process. This is likely the reason that 62% of survey respondents claimed that there were disruptions to business while the new processes were deployed.
Figure 15. Which of the Following Issues Did Your Organization Experience During the the Implementation of Which of the following issues did you organization experience during implementation ofBPM? BPM?
Underestimated process and organizational issues Lack of knowledge or training among internal staff Project derailed by internal politics Excessive "scope creep" Uneven usage due to poor procedures and lack of enforcement Poorly defined business case Low user acceptance due to poor design or clumsy implementation Underestimated the effort to distill and migrate content Budget overrun Lack of skills among external consultants Failure to easily replicate pilot into other business areas None
0% 24% 30% 41% 45%

29%

23%

22%

21%

18%

15%

15%

19% 10% 20% 30% 40% 50%

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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?

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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%

2% 0% 10% 20% 30% 40% 50%

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MarketIQ
Business Process Management

Appendix A Methodology Used & Survey Demographics

Methodology Used
Two sources were used in producing this Market IQ: The accumulated experience and ongoing research of the AIIM Market Intelligence team and a survey it developed and administered. The survey was taken by 354 individuals between August 4 and August 15, 2008, using a Web-based tool. Invitations to take the survey were sent via e-mail to several thousand individuals.

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?

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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%

16% 10% 20%

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?

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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%

48% 30% 40% 50%

Appendix A Methodology Used & Survey Demographics

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

Other Data Points Available

Other data points are available for the AIIM Market IQ on BPM Study (not contained in this report). The following data points are available as a series of charts, from AIIM. If you are interested, please contact: Atle Skjekkeland, Vice President, AIIM, askjekkeland@aiim.org.
In Your Opinion, What Is The Relationship Between BPM And Outsourcing? How Familiar Are YOU With The Following Terms/Phrases?
Business Process Outsourcing (BPO) Business Process Re-engineering (BPR) Enterprise Decision Management (EDM) Process Optimization Process Agility Continuous Process Improvement (CPI) Lean Process Centricity Process Effectiveness Document Process Outsourcing (DPO) Process Transparency Six Sigma Integration (API/SDK) Content capture (imaging) Message-oriented Middleware (MOM) Orchestration engine (e.g., a BPEL engine) Priority queues Alerts/ticklers Business Activity Monitoring (BAM) GUI (process participants) Process registry/repository Process validation Pull queues Transaction verication/authentication Integrated Document Management Workow (WF) Data capture (e-Forms) Content-type agnostic Web Services Service-Oriented Architecture (SOA)

How Important Are The Following Features/Technologies To Your Denition Of BPM?

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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

Which of These BPM/Workow-related Solutions/ Suppliers Have You Heard of?

Action Technologies Active Endpoints Adeptia Adobe Adobe (LiveCycle) Advantys Alfresco Appian Ascentn Autonomy (Cardiff) BancTec (eFIRST Process) BizAgi Bluespring Software Brightwater Software Captaris Ciboodle (Graham Technology) Colosa Cordys Corticon DST EMC/Documentum FloSuite Flowcentric Fujitsu (Interstage) Global 360 Handysoft Hyland (OnBase) IBM (Business Process Manager) IBM (Content Manager) IBM (FileNet) IBM (Lotus Workow) IDS Scheer iMarkup Solutions Insite LA (Skemma) Intalio Integrify INTERDOC Interfacing Technologies Interneer iWay Software Jboss K2 Legato Lombardi Software MetaStorm Microgen Microsoft (BizTalk) Microsoft (SharePoint) Microsoft (WWF) Newgen Software Nintex Open Text Oracle Oracle (BEA) Orbis Software Pegasystems PNMsoft Polymorph Technologies Progress Software (Sonic/ IONA) QPR Software Plc Questys Solutions SAP SAP (NetWeaver BPM) Savvion Serena Software Singularity Skelta Software AG SpringCM Sun Microsystems TIBCO Ultimus VDoc Software Visual Paradigm Vitria Technology W4 WorkMovr Corporation Workpoint

Why Dont You Use SharePoint as a BPM Solution?

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?

Business Process Management Appendix B Other Data Points Available

Which Solution(s) has/have Your Organization Implemented and Used?

[Same list as above]

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

Rank the Importance of the Following in Considering BPM Solution Providers.

Availability of process design methodology Support Pricing Reputation within my industry Reputation within overall market Overall functionality Financial stability Availability of pre-packaged processes Scalability

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?

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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

Featured BPM Products

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