VALUE SUMMARY:

Business Process
Management
Enosys Business Process Management Methodology creates a structured
approach by combining Business Process Management (BPM), Business
Process Improvement, Software Development and Change Management
techniques in a single consultative service.

Business Process Management

Approach and Methodology

Executive Summary
The globalization of the business landscape has changed the way in which businesses execute. The environment has
grown more complex due to increased competition, a regulatory onslaught, and the uncertainly of dealing with varied
economic and geopolitical markets. In order to address these challenges, firms must find ways to make their operations
more efficient. Firms are looking to cut costs, yet provide more functionality faster than before in order to increase
revenue and better manage risk. To achieve this, many organizations are focusing on their core business processes.
These processes are assets that can be documented, improved, and consolidated.
In recent years, both technology and business methodologies have matured and are better able to address a process
focus. Together these tools are referred to as Business Process Management (BPM). Business Process Management
has resulted in numerous bottom line benefits for industry leading firms. As a result, there has been a high level of
adoption and many vendors have entered into this space. Unfortunately, this has created a highly fragmented market with
varied offerings.
With a structured approach and the appropriate technology, the proper use of Business Process Management can result
in significant competitive advantage for a firm.

The BPM Landscape

Operational Business Processes Execute Organizational Strategies
Most firms today practice in highly competitive markets. One example for which this is especially true is Financial
Services where there is little true differentiation among competitors. Success of one firm over another is based on razor
thin differences in cost, the level of customer service received, the appropriateness of a firms offerings, geography, and
an organizations ability to market itself. As with any competition, it is those that execute best that persevere.
What firms rely upon to execute are business processes that are in place to dictate an organizations actions. These
processes can cover everything from selling, customer on-boarding, day-to-day operations, customer service, governance,
and much more. Because they are in the critical path of progressive business change, business processes are coming
under intense scrutiny. Some of these processes are manual, some have been moved into technology systems, and
most involve some combination of the two. Anyone who has dealt with a large financial firm for banking, insurance, or
investing knows that these processes are far from perfect. These imperfections result in missed opportunities for these
banks, increased costs for all parties involved, and a lack of transparency for management, shareholders, and regulators.
Many of these imperfections exist because of a delivery disconnect between what was intended by a business owner in
an organization and the process that is put into place by their aligned IT and operations organizations. For example,
according to A.T. Kearney, 40 percent of all information technology projects fail or are cancelled. META Group indicates
that around 60-70 percent of project failures occur as the result of poor gathering of business requirements, business
analysis, and management.
These failures to execute take the business further away from the organizations core strategy and often result in a
collection of disjointed and sub-par processes. Many firms have discovered that Business Process Management can help.

2010 The Enosys Group, All Rights Reserved

9 Contractors Rd. Tuxedo Park NY, (845) 351-4278

BPM will Optimize Business Processes - Cutting Costs, Increasing Revenues, and
Empowering Better Risk Management
If one believes the numerous vendors, BPM is responsible for cutting significant costs from ABN Amros back office, has
sped claims processing at Allianz from weeks to days, has increased customer satisfaction at a major mortgage company,
has reduced the required time for data consolidation at a leading bank by 78%, has reduced eligibility exceptions at a
leading insurance firm by more than 91%, and has significantly automated exception management capabilities at several
global banks resulting in the reallocation of 50% of staffing.
Many of these claims have been validated, but there is more to the story. These results are not just the result of buying
and installing a vendors latest BPM solution. These successes resulted from business and IT working together to
overcome what was deemed critical business problems within each of these firms.
Below is just a small sampling of 25 of the potential benefits of BPM. This information can be helpful when developing a
business case for your BPM projects or when prioritizing between different identified target processes.
The Enosys BPM Methodology includes a template that lists over 75 BPM benefits.
Figure 1: Sample Business Benefits of Business Process Management
Category
Benefit
Decrease Costs
Automate manual exceptions
&
Break down traditional silos
Promote Operational Efficiency
Empower increased transparency
Establish a more effective Business / IT relationship
Foster continuous improvement
Improve integration
Increase effectiveness of outsourcing / M&A
Lower maintenance costs
Optimize worker productivity allowing some reassignment
Promote software / process consolidation
Provide a vehicle for collaboration
Reduce execution cycle times
Support workload balancing
Increase Revenues
Empower business decision making
Foster cross-selling and up-selling
Increase flexibility
Open new revenue streams and markets through improved
scalability and cost efficiencies
Provide better customer service
Speed time to market
Better Manage Risk
Automate operational controls
Facilitate Enterprise Risk Management
Improve traceability and auditability
Orchestrate complex data aggregation
Simplify / unify compliance activities
Tighten control / enforcement

There are a host of drivers for adopting BPM that can benefit organizations in many ways. BPM can be applied to
numerous different processes and lines of business. Enhancing business performance by lowering costs and speeding
time to market are the most common goals. Providing better customer service through responsiveness, accuracy, and

2010 The Enosys Group, All Rights Reserved

9 Contractors Rd. Tuxedo Park NY, (845) 351-4278

consistency is also seen as important. Still others leverage BPM as a means for integrating their distinct systems and
legacy applications. BPM allows firms to reuse their existing IT assets in new and powerful ways. This application can
help to break down traditional functional silos, simplify M&A, facilitate outsourcing, and provide orchestration to outside
suppliers, partners and customers. BPM also has the added benefit of significantly reducing operational risk due to the
increased transparency into a firms core activities.
According to a survey by Gartner Research, 80 percent of enterprises using BPM can expect to see an internal rate of
return greater than 15 percent. The survey also suggested that there was a high rate of success for BPM projects
deployed and their time to delivery. Of the companies surveyed, 95 percent experienced more than a 90 percent success
rate among their BPM projects. Of the BPM projects implemented, 67 percent were completed in less than six months,
with 50 percent completed in four months or less.
It is clear that using BPM for automation, exception handling, rules implementation, and process re-engineering has
delivered many benefits to many organizations.
The Enosys BPM Methodology helps to quantify these benefits before a BPM effort and validate them upon completion.

BPM Defined
Business Process Management is a field of knowledge which intersects management and information technology;
encompassing methods, techniques, and tools to design, enact, control, and analyze operational business processes
involving humans, organizations, applications, documents, and other sources of information. The term operational
business processes refers to repetitive business processes performed by organizations in the context of their day-to-day
operations, as opposed to strategic decision-making processes which are performed by the top-level management of an
organization. As such, BPM is usually a combination of management methods and information technology.
One must be aware that BPM is one of those terms that have many different meanings depending on the audience. Even
some organizations that share a definition take very different approaches to delivery.
Depending upon whom you ask, Business Process Management tools have five key pieces to them. These pieces are
typically grouped into a portfolio of solutions called a Business Process Management Suite (BPMS). First, a Business
Process Analysis (BPA) tool allows a user to document and model a business process. Second, an Integrated
Development Environment (IDE) allows this process to be converted to a form for execution. Third, an Integration
Layer will interface with all the participating individuals and systems. Fourth, an Orchestration Runtime will support
actual execution. Lastly, a Business Activity Monitoring (BAM) capability will allow a process to be monitored and
analyzed through dashboards.
Although these five components represent the core of a BPMS, other tools are commonly included in an offering. These
can include but are not limited to a Process Simulator, Code Generation, Business Intelligence, a Business Rule Engine
(BRE), Collaboration Capabilities, a Process Registry/Repository, and a Document/Content Repository

2010 The Enosys Group, All Rights Reserved

9 Contractors Rd. Tuxedo Park NY, (845) 351-4278

Figure 2: Potential Components of a Business Process Management Suite (BPMS)

This evolution of the BPMS portfolio has made a tremendous impact on a firms ability to manage processes. This is
because a BPMS can link the underlying technology infrastructure of an organization with its people and processes in a
business-friendly manner. Although each of these software products is powerful in its own right, a suite multiplies their
functionality and effectiveness.
A BPMS takes a business process through an iterative route that is known as the Business Process Lifecycle. Figure 3
shows the typical steps in the Business Process Lifecycle.
Figure 3: The Business Process Life Cycle

As BPM continues to mature, it will become an essential capability of most firms, especially for those that are large, with
complex infrastructures, redundant systems, and multiple channels.
The Enosys BPM Methodology helps to facilitate a transition to a process focus.

2010 The Enosys Group, All Rights Reserved

9 Contractors Rd. Tuxedo Park NY, (845) 351-4278

BPM Players are Numerous and Varied

Different organizations may have completely different definitions of the term Business Process Management. This is the
result of BPM growing from many diverse technology backgrounds and the broad capabilities that these products now
incorporate. Because of this, enterprises must understand the true form and needs of their business processes before
deciding on a BPMS solution. This selection can be critical to the success or failure of a firms BPM efforts.
There are four high-level types of processes:
Integration Intensive
People Intensive
Decision Intensive
Document Intensive
Each of these identified categories has significantly different requirements and will leverage different capabilities of a
BPMS tool. As a result, depending upon your need, one tool may be a better fit than another. An actual BPM
implementation may use a targeted tool, a generic tool, or some combination of the two.
Figure 4: Categorization of Business Processes
Type of Process
Description
Integration Intensive
These involve the orchestration of systemintensive processes by managing the
interactions between packaged
applications, custom applications, external
applications, and the people that use the
various systems
People Intensive
These involve a high level of interaction
between individuals for routing, approving,
and fulfilling requests

Decision Intensive

Document Intensive

These involve decision-making, often by

highly trained individuals, using tools like
business rules and business intelligence
(BI) for analyzing business information
These require users to review documents
for approval, make decisions, and take
actions in response to information found in
scanned images or electronic documents

Sample Process
Trade execution, trade reconciliations,
online banking transactions

Expense reports, travel requests, purchase

requests, customer onboarding, new
employees, handling customer calls,
providing customer service, and processing
work submitted by field sales reps like
insurance agents and adjusters
Underwriting and mortgage origination

Contract management, due diligence for

mergers and acquisitions, litigation support
and more back-office-oriented processes
like accounts payable, claims processing,
and /or loan approval
Source: Forrester Research
Another approach is to categorize processes as either human intensive or system intensive.
Human intensive processes have people as a core component of the process. Although they may rely on underlying
applications, databases, collaboration tools, and documents, a person is integral to things getting done. Examples of
human intensive processes include claims processing, loan approvals, accounts payable, and customer service.

2010 The Enosys Group, All Rights Reserved

9 Contractors Rd. Tuxedo Park NY, (845) 351-4278

System intensive processes typically involve millions of transactions per day that are handled on a straight-through basis
with few exceptions and minimal human involvement. Examples of this include trade reconciliations, supply chain
management, and provisioning.
As a result of these various categorizations, the competitive landscape for BPM vendors is wide and varied. Many
vendors with very different backgrounds use the BPM label. Below is a listing of some vendors which are grouped
according to their type. Many vendors could occupy more than one of these classifications. For example, Oracle is now
an Enterprise Application Integration vendor and a BPM pure play since it acquired BEA and its legacy Fuego product.
Figure 5: Business Process Management Vendors
Type of Product
Product
Business Process
Appian Enterprise, Cardiff, Fujitsu Interstage Business Process Manager, HandySoft, IBM WebSphere
BPM Suite, Lombardi Software TeamWorks, Metastorm BPM Suite, Oracle AquaLogic BPM (Formerly
Management Suite
Integration Centric

FuegoBPM), Oracle BPEL Process Manager, Pegasystems SmartBPM Suite, SAP, Savvion Business
Manager, TIBCO iProcess Suite, Vitria M3O, webMethods
Axway Integration Platform, Agentis Software AdaptivEnterprise, BEA Systems WebLogic Integration,
Cordys BPM, Fujitsu CentraSite, IBM WebSphere Business Integration, InterSystems Ensemble, Magic
Software Enterprises iBOLT, Microsoft BizTalk Server, Oracle Fusion Middleware, SAP NetWeaver,
Seibel Systems, Software AG Enterprise Business Process Manager, Sterling Commerce Business
Process Management, Sun Microsystems Java Integration Suite, TIBCO Software BusinessWorks, Vitria
Technology BusinessWare, webMethods BPMS

Human Centric

ACI Worldwide WorkPoint, Action Technologies Action Works, Adobe Systems LiveCycle, Appian
Enterprise, Autonomy LiquidOffice, BEA AquaLogic BPM (Formerly FuegoBPM), Bluespring Software
BPM Suite, Captaris Captaris Workflow, Clear Technology Tranzax, CA CleverPath Aion BPM, EMC
Documentum Business Process Manager, FileNet Business Process Manager, FloSuite BPM, Fujitsu
Interstage Business Process Manager, Global 360 Enterprise BPM Suite, Graham Technology GT-X7,
HandySoft BizFlow, IBM WebSphere Process Server, Intalio|BPMS Lombardi Software TeamWorks, M1
Global Business Convergence Suite, Metastorm e-Work BPM Platform / Traxion BPM Platform, Open Text
Livelink BPM Server, ORMvision ORMcenter, Pegasystems SmartBPM Suite, Savvion Business
Manager, Seagull Software LegaSuite BPM, Singularity Process Platform, TIBCO Software iProcess
Suite, and Ultimus BPM Suite, W4 Suite, Wipro Flow-briX

Document Centric
Business Process
Analysis

Adobe Systems LiveCycle Workflow, FileNet BP Manager, EMC Documentum BP Manager

Rules Engine

Corticon Technologies Business Rules Management, ILOG Rules, Pegasystems PegaRules Process
Commander

Business Activity
Monitoring
(Includes pure plays
& BPM vendors;
Excludes some AIM,
BI, ERP, SCM, CRM
and IT Operation
vendors)

Actimize Intelligence Server, Activience Mobile Interaction Platform, Apama Dynamic Scenario
Management, Aptsoft Director, BIZ360 Active Market Intelligence, Black Pearl Performa, Boost Information
Systems IntelliSense, Categoric Software Xalerts, CeleQuest Activity Suite, Cognency Software Wisdom,
Cyclone Business-to-business Exchange, Edge Dynamics Business Compliance Firewall, Elity Insight,
First Rain Discovery View and Event Server, IBM WebSphere Business Integration Monitor, Innovalink
dbNews, iNova LightLink, International Presence, iSpheres Halo, Iteration Real-Time Suite, Metatomix
Real-Time Visibility Suite, Microsoft BizTalk, Oracle AquaLogic BPM, Oracle Enterprise Software, OSISoft
Real Time Performance Management Platform, RunServiceNet Decision X, Savvion BusinessManager,
Searchspace Vertical Solutions, Sterling Commerce Connect Control Center, Sybase BizTracker, Syndera,
TIBCO Software Business Factor, Velara Vigiert, Vineward Knowledge Sync, Vitria Technology
BusinessWare Cockpit, webMethods Optimize

Casewise System Corporate Modeler, Corel iGrafx, IDS Scheer Ares, Popkin Software Systems
Architect, ProActivity, Proforma ProVision, Lombardi Software Blueprint, MEGA MEGASuite, Microsoft
Visio, Nimbus Control, Telelogic System Architect, Troux Technologies Metis Architect, Ultimus BPM Suite

Firms should choose a BPM vendor with care. They must take into account not just cost and capabilities, but strategic fit
in an existing architecture.
The Enosys BPM Methodology can help to facilitate an appropriate vendor selection.

2010 The Enosys Group, All Rights Reserved

9 Contractors Rd. Tuxedo Park NY, (845) 351-4278

True BPM is Not a Technology Product

BPM tools are very powerful, but in many cases they are only used by technologists to make software development easier.
When paired with business-driven Business Process Management techniques, BPM tools become a real catalyst for
organizational change. Evolving beyond the technology part of BPM by leveraging methodologies and operational best
practices will result in a more flexible set of businesses process.
In order to maximize BPM initiatives, a tight alignment between business and IT responsibilities is required. Firms need to
adopt a different way of working. This alignment favors an iterative approach to improving processes, targeting quick wins
requiring only a few weeks or months for delivery.
To achieve this, a team should spend time up front to ensure the proper governance, including a robust development and
implementation methodology, is in place. This governance may, however, be supported by the BPM platform itself since
the technology and business methodologies are interdependent.

A Structured Approach is Needed to Maximize Benefit

To encourage success and longevity for BPM initiatives, firms should look to leverage a structured approach. This is
needed for a firm to continuously optimize their organizations processes.
Enosys Business Consulting provides core disciplines and tools for achieving this optimization. One such discipline is the
Enosys BPM Methodology. This is a combination of Business Process Management (BPM), Business Process
Improvement, Software Development and Change Management techniques. The figure below offers a high level view of
the methodologys components.
Figure 6: The Enosys BPM Methodology

The ENOSYS BPM Methodology contains numerous assets that have been created by ENOSYS Business Consulting to
help facilitate a firms adoption and delivery of BPM. These include:
A Process Management Adoption Model
Key Interview Questions that help to identify Process Management opportunities
A Process Management Cost / Benefit Template to speed the creation of related business plans and help
prioritize opportunities
Process Management Hot Sheets that identify areas that different types of firms (e.g. Capital Market Firms) can
begin looking for opportunities
Vendor Selection Criteria that allow for an organization to map their requirements to a potential BPM vendor
offerings
and more

2010 The Enosys Group, All Rights Reserved

9 Contractors Rd. Tuxedo Park NY, (845) 351-4278

Each of the components of The ENOSYS BPM Methodology represents necessary activities that a BPM implementation
must take into account. Below is a general description of each of these activities.
PROCESS DISCOVERY
Sell BPM: It is important for organizations to understand not just the drivers for BPM but also what exactly BPM is.
Organizations must work with both the business and IT to educate stakeholders about when BPM is appropriate to use, to
what processes it can be applied, and how it may impact the underlying operational process and IT architecture. BPM
cannot solve problems instantly. BPM is, however, a very powerful tool. Placing BPM in perspective and training
individuals on the capabilities will foster a pragmatic implementation while garnering support for the budgetary, resource,
and time requirements.
Identify Targets: When beginning to adopt BPM, many firms choose to start with a small, pilot project. Ensuring that you
select the proper pilot that will deliver demonstrable payback can dispel the initial fears among users that BPM is a
complex proposition.
Firms that take the time to identify potential targets initially are better prepared to select the pilot project and select a
vendor appropriate for their organization. In addition, a strong pipeline of potential projects may help to justify the
investment necessary for the small pilot to be completed.
The ENOSYS BPM Methodology includes a BPM Assessment that can be invaluable to identifying targets.
Validate Fit: Adopting BPM does not necessarily guarantee an economic advantage. In fact, bringing on a BPM
technology can result in significant costs. Therefore, a thorough analysis of the potential relevant processes is
indispensable. Firms can leverage an assessment of workflow appropriateness of each process to gain a clear
understanding of the impact of BPM.
The ENOSYS BPM Methodology includes a list of Key Interview Questions that will help to ensure targeted processes are
appropriate for BPM.
Select Priorities: As organizations acknowledge that BPM can help, a BPM effort may see enormous growth. Selecting
where to focus limited resources is critical to getting the most from your efforts. This must not be done in a vacuum or
with only one metric in mind since the sum of the parts is usually substantial in BPM. Small gains and benefits can
ultimately add up to significant ones. Prioritizations will typically include measuring a quantifiable return on investment
(ROI) in addition to other intangible benefits that are more difficult to quantify.
The ENOSYS BPM Methodology includes a Cost / Benefit Template that helps to identify gains from BPM, even those
that may be difficult to quantify.
REENGINEERING
Model / Document: The first objective of improving a process is to understand the existing process. This is not an
exhaustive analysis, but a pragmatic representation of the as is environment. This activity may result in flow diagrams,
role activity diagrams, state transition diagrams, and business component capability models. The emphasis here is on
understanding the process, not building models for transformation into code or executable process definitions.
Baseline: Business models should then be tied to baseline metrics which show their current performance. These are a
key to measuring the improvement of redesigned processes. This will validate the success of the related project and help
to justify the pursuit of similar future projects. Defining critical metrics at this point will also facilitate the creation of related
dashboards later on in the process.

2010 The Enosys Group, All Rights Reserved

9 Contractors Rd. Tuxedo Park NY, (845) 351-4278

Design: In this case, a business analyst or process owner looks to identify the problems in existing processes and
suggest changes or propose entirely new business processes. This analysis must incorporate an understanding of the
overall business process, its historical performance, and related business data with the aim of identifying ways to improve
performance. What changes are prioritized will depend on the differing goals of each organization. For example, one firm
may favor automation efforts while another may favor better visibility.
ENOSYS Business Consulting can provide Subject Matter Experts to ensure redesigned processes are inline with
industry best practices.
INTEGRATION
Plan: A balanced approach to BPM adoption may involve many small iterations that require the feedback and
participation of the entire BPM team. A well defined plan ensures that no surprises emerge along the way, while allowing
for the flexibility to change as needed.
Govern: BPM has its own lifecycle. Businesses that put in place a structure to support continuous improvement will
maximize benefits. In addition, without this support the delivery process itself will be slower and may result in a lower
quality implementation. Governance is critical because the business and IT are both such important components to the
success of a BPM project. Some companies mistakenly view BPM as just another IT project. A strong governance model
will facilitate the proper communication and help to keep an organization's BPM initiatives on track. As such, best of
breed vendors are capable of supporting collaboration among the entire team including both the business and IT
Typical governance will include modification roles for the business and IT, a change control process, training requirements,
documentation models, testing approaches, and an ongoing communication plan for IT and user coordination.
In many cases BPM governance may be tightly bound to Service Oriented Architecture (SOA) governance. There are
both advantages and disadvantages to this approach.
Architect: From a technology perspective, BPM is capable of spanning all departments, products, and lines of business.
As a result BPM should be strategically aligned with a firms SOA, middleware, and messaging architectures. Many feel
that BPM will become an essential layer in a firms IT architecture although it is best deployed holistically between the
business and IT.
The architecture process can also include Vendor Selection if necessary. The evaluation of BPM itself and BPM
vendors should not be treated as if it was a package selection exercise. Firms must consider strategic fit, vendor viability,
ability to integrate, process maintenance, ability to store data, support for standards, and the appropriateness for the
overall IT architecture.
The ENOSYS BPM Methodology includes Vendor Selection Criteria to facilitate the analysis of potential solutions.
MANAGEMENT
Pilot: Some firms are most comfortable starting BPM with a pilot. By starting small and obtaining a demonstrable
payback, firms can dispel the initial fears among users that BPM is a complex undertaking. This is especially helpful for
firms that are new to process design and wish to establish a process change procedure and build a shared understanding
of roles, responsibilities, and capabilities between the business and IT divisions. This approach typically results in
smoother subsequent rollouts.
When developing a full BPM-enabled application, a deep understanding of a pilot phase will offer the BPM team
enhanced clarity. Rather than attempting to define 80-90% of the final functionality, many firms start with automating a
more modest target of around 20-40% that delivers the vast majority of the value.

2010 The Enosys Group, All Rights Reserved

9 Contractors Rd. Tuxedo Park NY, (845) 351-4278

Build: In addition to developing the overarching process, a great deal of effort is required to ensure effective integration
with other applications. In addition, a related user interface in many cases will need to be addressed, as well as
administrative control and the metrics gathered for display in related Business Activity Monitoring dashboards. The best
success comes from firms that compartmentalize each of these efforts to allow specialist resources to focus their efforts.
Test: Each component including the process layer, the integration layer, the user interface and the dashboards must be
thoroughly tested to make sure that they are production ready. This is difficult because BPM solutions often implement
business processes which cross disparate applications, running on multiple platforms. Testing these solutions is a
significant challenge.
EXECUTION
Train: In many firms, BPM education and training is a combination of on the job training and a formal curriculum that is
made practical over time through application in the field. The formal training that is put into place should link the business
and IT through a common set of principals and vocabulary. While this is a solid first step, it will take some time to
establish BPM as a standard business practice throughout the organization. Formal training alone may not result in a
capable BPM team, thus expect BPM adoption to take some time and extensive hands on experience. In addition, expect
some level of pushback. Change is never easy for an organization. Regardless, it is important to begin any BPM project
with a realistic assessment of staff education and training requirements. This way an organization understands the
challenges it is facing.
Deploy: Once developed, the system needs to be made available for use. This includes application release, installation
and activation. This deployment could include production, disaster recovery, testing and development environments.
Firms must also assess if they would like to stage this deployment or run the system in parallel to traditional processes for
a period of time.
Analyze / Document Success: This phase includes ongoing performance measurement, including time, quality, cost and
IT performance. This activity provides a link to continuous improvement. When compared to the previously recorded
baselines, it helps to justify the implementation and forms a foundation for future implementations.
This analysis and optimization can be viewed from both a system perspective and from the business analyst or process
owner perspective. Any of these stakeholders can identify problems and suggest changes for the next release of the
application. Key Business Objectives will be the primary drivers for this optimization.
This information is also useful for internal marketing by the BPM organization. Documenting and sharing the successes
internally helps to add visibility to an approach that can benefit numerous other areas of a firm.
Benefits of the Methodology
Businesses need a more adaptive set of business processes so they can run more effectively. This requires evolving
beyond the technology part of Business Process Management to an approach that includes additional methods, best
practices, and technologies.
The ENOSYS BPM Methodology is a structured approach, not a product. The emphasis is on the overall execution as a
means to accomplish the business goal, not about how to use a tool or specific template. It makes BPM adoption intuitive
and easy to follow, regardless of a persons background or skill sets. It also takes into account all the pieces of
developing an ongoing operational improvement organization. Although rollout of these pieces can be staged, they can
all be taken into account for strategic planning.

2010 The Enosys Group, All Rights Reserved

9 Contractors Rd. Tuxedo Park NY, (845) 351-4278

10

BPM Can be Leveraged as a Shared Service

Many large Financial Services firms are already forming Shared Service Environments or Centers of Excellence (COE) to
help optimize their business processes. Establishing BPM as a shared service allows for economies of scale, improved
governance, increased transparency, knowledge sharing, improved process optimization, and faster time to market.
However, supporting dozens of revolving BPM engagements has its challenges.
These COEs need expertise, methodologies, direction, and resources to help deliver on their charters. Something as
basic as who will pay for this service can be a very political battle. Firms need to proactively grow, structure and train this
group to be a team that can focus on a firms processes to drive bottom-line profitability and performance.
In addition to supporting a number of projects, a shared BPM organization can continue the momentum of establishing a
process focused approach on a grander scale. They can also supply best practices and standardized approaches
covering common principles, languages, frameworks, and methodologies. A shared services environment can be helpful
in managing a central repository of organizational business processes.
Many of these capabilities and assets can be developed over time so as not to add unnecessary overhead to a BPM pilot
program. As a process focus grows into maturity within a firm, so will a BPM Center of Excellence. As such, adoption of
a COE will be different at each firm. Its creation will depend of a firms BPM maturity, size, politics and culture.
The ENOSYS BPM Methodology can help to identify a shared services approach that is appropriate for your firm.

2010 The Enosys Group, All Rights Reserved

9 Contractors Rd. Tuxedo Park NY, (845) 351-4278

11

Getting Started
Participate in a BPM Assessment
The ENOSYS BPM Methodology has helped firms identify areas for operational improvement and catalyzed their
movement down that path. For example, ENOSYS Business Consulting has helped uncover, document, validate, and
prioritize numerous improvement targets for a Global Bank through a BPM Assessment. As a first step, ENOSYS
interviewed over thirty resources from their middle to back-office divisions. ENOSYS then identified the highest priority of
these targets and built detailed improvement recommendations for the firm with high level workflows included.
This type of assistance can be done very quickly and can be invaluable to helping a firm sell BPM internally, identify BPM
targets, validate a fit for BPM and prioritize a firms opportunities.

Request Assistance with BPM Delivery

If a firm has already decided that BPM is an approach that can add benefit to their organization and has identified targets,
ENOSYS Business Consulting can help to provide a Complete BPM Delivery Solution. This can be done as either a
comprehensive solution provider or as a prime contractor for a diverse set of vendors.
As an alternative, ENOSYS can engage in a specific key portion of the project such as establishing a Business Case for
BPM, Gathering Process Requirements, Architecting a Solution, Selecting a Technology Vendor, or Implementing
and Testing.

Engage our Industry and Technical Subject Matter Experts

For organizations which desired more structure around their BPM capabilities, Enosys Business Consulting can help a
firm to Establish BPM as a Shared Service or put in place a BPM Governance Process.
When a delivering on our engagements, Enosys Business Consulting can also provide Industry Subject Matter Experts
to ensure that process improvement efforts are grounded in industry best practices.

About Enosys Business Consulting

Enosys Business Consulting is a management consulting firm with the unique ability to understand and deliver upon both
your business and IT needs. Enosys primary vehicle for this assistance is the use of Business Process Management
techniques and technologies. Enosys can provide this capability with substantial industry subject matter expertise,
especially in Enosys primary industry of Financial Services. With five US offices and three overseas, Enosys Business
Consulting is well organized to fit any of your global BPM needs.
For more Information about how Enosys Business Consulting can help your firm, please contact us at
www.theenosysgroup.com or at (845) 351-4278.

2010 The Enosys Group, All Rights Reserved

9 Contractors Rd. Tuxedo Park NY, (845) 351-4278

12