THE FUTURE OF BPM:

TIPS, TRENDS &

CUSTOMER PAIN POINTS

Steve HambyMac McConnellCTO, Orbis Technologies VP of Marketing, BonitaSoft

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Steve Hamby Mac McConnell

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WELCOME: ABOUT STEVE & MAC

Steve has 25 years of experience in the IT

industry, concentrating on XML, SOA, IT

consulting, data architecture, and data

management. Steve has authored

numerous articles on information

technologies, including his regular

technology blog on The Huffington Post.

Steve is an awardee of the 2012

InfoWorld Technology Leadership Award.

Mac McConnell is the VP of Marketing at

BonitaSoft and is responsible for all

aspects of global marketing, including

brand

awareness, communications, demand and

lead generation, and go to market. He

comes to BonitaSoft from BlueBird

Strategies, a San Francisco-based lead

generation advisory firm.

WEBINAR OVERVIEW

• Business Process and BPM Terminology

• BPM Lifecycle

• BPM Historical Perspective

• BPM Interest Trend

• BPM Market Overview

• BPM Standards

• BPM Drivers for Adoption

• BPMS Common Components

• BPMS Pain Points Addressed

• BPMS Obstacles to Avoid

• BPMS Deployment Issues

• BPM Trends and Future

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BUSINESS PROCESS AND BPM

• A business process is [or should be] a collection [serial, parallel,

network, etc.] of related, structured, value-added activities,

performed by relevant roles or collaborators, which purposefully

produce specific services or products and/or satisfy particular

business objectives

• Business processes are often visualized as a sequence of activities

with interleaving decision points or as a sequence of activities with

relevance rules based on the data in the process

• Composed of human and technological factors

• BPM is a holistic management approach focused on aligning

organizational objectives and other aspects to

continuouslyimprove business processes; i.e., a “process

improvement” process

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Understanding the Terminology

Source: Derived from multiple sources including Wikipedia

BPM LIFECYCLE

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The “Continuous Process Improvement” Process

Identify and describe existing

processes and define "to-be"

processes:

• Process flow and attributes

• Alerts and notifications

• Escalations

• SOPs

• SLAs

• Task hand-offs

Perform “what-if” analysis on

combinations of variables to

determine how the process

might operate under different

circumstancesTracking individual

processes:

Process state –

Performance statistics –

Identify potential

or actual

bottlenecks

Identify potential

opportunities for

cost savings or

improvements

BPM HISTORICAL PERSPECTIVE

• BPM has Multiple Use Cases

– More than just human workflow automation

• BPM Supports Process Design as it Exists

• BPM Integrates Business Requirements in Enterprise IT Ecosystem

– Leverages IT Capabilities and Goodness

• Single BPMN Standard Promotes Interoperability

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Hasn‟t This Been Done Before?

BPM INTEREST TREND

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How HOT is BPM?

Search trend for “BPM”

Search trend for

“business process”

News trend for “BPM”

Search trend for “BPM”

Search trend for “SOA”

Search trend for “Cloud Computing”

Source: Google Trends, SEP 2012

BPM MARKET OVERVIEW

• Worldwide spending on BPMS is expected to reach $2.6 billion, up 6.9%

compared to 2011 (Source: Gartner)

• Global Industry Analysts research suggests that the global BPM market will

reach $5.3 billion by 2017

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Growing Market With Mature Products

BPM Deployments by Region

North America

South America

Europe

Asia & Pacific

Africa & Middle East

BPM Deployments By Industry

Manufacturing

Government

Utilities

Financial Services

Technology

Other

Source: Transformation and Innovation State of the Market Report

BPM STANDARDS

• Business Process Model and Notation (BPMN):

– Provides model to describe internal business processes, collaborations, and transactions

in a graphical notation

– Promotes communication of processes in a standard format

– Managed by Object Management Group (OMG)

– Can be represented as XML Metadata Interchange (XMI)

• Other Standards:

– Business Process Execution Language (BPEL): Organization for the Advancement of

Structured Information Standards (OASIS) standard executable language for specifying

actions within business processes with web services

– Web Services Flow Language (WSFL): An XML language for the description of Web

Services compositions as part of a business process

– Business Process Markup Language (BPML): BPM Initiative (BPMI) standard language

for modeling business processes

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Promoting Interoperability

WHY BPM

• BPM promotes a collaboration to rapidly automate processes

– Business users design processes with IT … business “owns” the process

– IT facilitates with deployment infrastructure, system integration, and

enterprise IT governance

• Getting IT and Business Users to Collaborate on Process

Optimization Fosters “Business Agility”

– 99% of the CIOs with a mandate to transform their business are

considering BPM to provide better internal collaborative processes to

assist in that transformation (Source: 2011 IBM CIO Survey)

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Drivers for Adoption: Aligning IT to Business Needs

By 2020, Empowered Business Technology will be commonplace in organizations

Source: Forrester Research

WHY BPM

• Minimizing waste within operations

• Volatile marketplace continues to drive cost-cutting measures

– Global marketplace demands competitive price and quality

• BPM helps organizations reduce costs by creating smarter processes

that increase operational efficiencies

– Automating manual processes increases productivity

– Reducing cycle times for key processes reduces costs

• Customer satisfaction

– Optimize partner network processes

– Regulatory compliance reporting automation

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Drivers for Adoption: Operational Efficiency

WHY BPM

• Establish innovation process to drive innovation from analysis of

strategic goals to idea generation to product release to measuring

success and more

– Collaboration is key

» Innovation team

» Operations

» Across traditional business silos

– BPM simulation can be used to select new ideas

– Monitoring helps optimize the innovation process

• Create new processes to drive innovation

– New supply chain process

– Enhancing customer-facing processes (e.g., claims process)

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Drivers for Adoption: Innovation

WHY BPM

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Drivers for Adoption

Busin

ess D

river

Source: Derived from BPTrends Research Data

0% 10% 20% 30% 40% 50% 60% 70%

Manage IT resources

Other

Regulatory

Customer Service

Innovation

Organizational Agility

Operational Efficiency

2011

2009

2007

2005

BPM SERVER / SUITE (BPMS)

• Process Modeling Interface

• Process Execution Engine

• Development Tools

• Monitoring Components (Business Activity Monitoring [BAM])

• Optimization Services

• System Administration

• Usability, Documentation, and Technical Support

• Collaboration Services

• Mobile Capabilities

• Cloud Deployment

• Social BPM Services

• Preconfigured Industry Modules

• Case Management

• Process Mining and BI tools

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Common Capabilities

BPM SERVER / SUITE (BPMS)

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Addressing User Pain Points

0% 5% 10% 15% 20% 25% 30%

Visualize, Simulate, and Troubleshoot Business Processes

Analytical Reporting

Automation of SOPs

Change Business Rules and Processes Without Impacting …

Enforce Best Practices and Required Procedures

Ensure Accurate and Consistent Data Entry or Document …

Operations and Personnel Performance

Standardize Process Models

Top Pain Point Addressed in BPM Deployments

% Selected

Source: Transformation and Innovation State of the Market Report

BPM SERVER / SUITE (BPMS)

• “It's not really implementing the software that's the problem … you're

changing the way people work, and [need to ensure] that two years from

now, they don't go back to their old habits while also trying to circumvent

[what they were told to change],"Source: Gartner

• Five barriers to BPM success (Source: Forrester):

– Unable to demonstrate the value delivered

– Starting BPM without understanding BPM

– Rely on facts, not perceptions

– Don't forget ROI

– Measuring rather than improving

• Implementing a BPMS without analyzing requirements for BPM use cases

• Forgetting human factors with “blind” focus on process optimization

• Not establishing a BPM Maturity Model

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Obstacles to Avoid

BPM SERVER / SUITE (BPMS)

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Deployment Issues

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

Underestimated Processor Organizational Issues

Training

Politics

Excessive Scope Creep

Top BPM Deployment Issues

% Selected

Source: MarketIQ

BPM TRENDS AND FUTURE

• Continued Growth in BPM Market

– $8 Billion Global Market by 2020

• Mergers and Acquisitions … Market Consolidation and Market Integration

– Open Text‟s ~$440 million acquisitions of Metastorm and Global 360

– IBM Acquisition of Lombardi

• Increased Social BPM Offerings

• BPM & Cloud Growth

– Automating Cloud Governance Processes

– PaaS / SaaS / AaaS BPM Offerings

• Expansion of Mobile Offerings

• Intersection with Web 3.0 (LinkedData, etc.)

• Increased Use of BPM to Empower Business Technology

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The Crystal Ball Perspective

SUMMARY

• BPM is a HOT Market

– Market Growth Expected to Double in 5 Years and Continue to Grow for Foreseeable

Future

• BPM:

– Enables „Business Agility‟

– Drives Operational Efficiencies

– Promotes Innovation

• BPM Servers / Suites Provide Key Capabilities to Enable BPM

• Many Successful Implementations Exist to Leverage Best Practices

– Several obstacles and pitfalls to avoid have been documented

• BPM is a HOT Market

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YOUR QUESTIONS ANSWERED

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You can simply copy and paste simple images (found through creative commons or iStock) and use them to

relay a point in an aesthetic manner.

The Leader in Open Source BPM

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