IDS Scheer Nederland

Enterprise BPM framework

Frank Luyckx, Enterprise BPM solution champ www.ids-scheer.com

Agenda

1 2 3

Enterprise ARIS ROI

BPM framework BPM framework BPM framework

IDS Scheer AG

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 IDS Scheer AG

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An organization should be a school of fish

To survive they have to react to changes quickly

Gartner : BPM is a structured approach employing methods, policies, metrics, management practices and software tools to measure, synchronize and continuously optimize the organization's activities and processes." governance is a management practice that provides for governance of a business's process environment toward the goal of improving agility and operational performance and revenue.
IDS Scheer AG www.ids-scheer.com

"BPM

Misalignment .

Too many independent initiatives

Continuous Improvement Just in time EDI TQM sales force effectiveness Empowerment Customer Focus Productivity

No Clear Leadership
Personal agendas Politicking No agreed routemap

reskilling

Disillusioned Management
No consistent measures No stretch targets Shop floor disengaged

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4 Driving forces within an organisation

How can I manage my business results

Business

How can I control my business results

Process Organization

How can I manage my business processes

IDS Scheer AG www.ids-scheer.com

How can I manage my organisation

4 Phases of the Process Life Cycle Management

Strategy Design

= Company Objectives = Functional design

& Business strategy & Business analysis & Deployment preparation & Daily Maintenance

Implement = Solution development Controlling = Operational environment

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IDS Business Process Maturity framework to reach Business agility

Strategy
Business Strategy

Design
Business Management What are the specifications and logistical requirements ? BPM Design How should the process design look like ? BPM Organizational Design

Implementation
Business Transformation Management How should I change the distribution centers and logistical concepts? BPM Configuration Management How should I confige the ICT applications and processes ? BPM Change management

Controlling
Business Communications Management Where can I find information of the new printer and my new responsibilities ? BPM Support Management How can I daily support the ICT applications and processes ? BPM Governance

Business Management

We want a new printer in the home market segment BPM Program Management

Process Management

What processes & projects do I require ? BPM Change Program

Organisation Management

What are the objectives for the organisation ? BPM Financial Management

How should I design the new organisation? BPM Quality Management How can I improve the printers and logistical infrastructure?

Does the organisation accept the new organisation structure ? BPM Knowledge Management Does everybody understand the printer, applications & processes ?

How can I manage the organisational standards and responsibilities BPM Objectives Management Does the new printer and BPM reaches the objectives ?

Management Control

What is the ROI and process cost of this new printer ?

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BPM stakeholders

BPM Strategy BPM Design BPM Implem BPM Control

Business Management
Jurgen Sattler CEO
Paul Bijster Business Development Manager
Steve MCALLISTER Business Planner

Carl BRAUN Head of Service Center

Process Management

Frank Volmer Operations Manager

Robert THOMSON Business Architect

Johanna Feldman IT Architect

Gunnar OLSSON IT System Support Manager Wolfgang BECKER Head of BPM Organization
Marcus ANDERSEN Project Manager, Operational Excellence

Organisation Management

Claus Petterson HRM manager

Peter SONNTAG Global Business Owner

Linda ROSENFELD Organisational Change Manager

Etienne DUCRET Knowledge Manager

Management Control

Monika BAUDISCH Financial services

Peter MAY Business Process Analyst

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BPM Governance Framework with BPM projects

Strategy
Business Strategy

Design
Business Management

Implementation
Business Transformation

Controlling
Communications Management Communication platform Information management

Business Management

Business analysis Balanced score Card BPM Program Management

Products & services analysis Transformation management Bus requirements mngmt BPM Design Corporate process model BPM architecture BPM Organizational Design Continious improvements

BPM Configuration Management BPM Support Management BPM execution platform Documentation & testing BPM Change management BPM change management Authorization concept BPM system support BPM impact analysis BPM Governance BPM standards & methods BPM escalation management

Process Management

BPM project portfolio BPM project standards BPM Change Program

Organisation Management

BPM stakeholders objectives BPM organisation design HRM organisational analysis BPM process owners

BPM Financial Management BPM Quality Management BPM Knowledge Management BPM Objectives Management

Management Control
IDS Scheer AG

Process costing analysis BPM ROI calculation

Six sigma projects BPM quality analysis

BPM content management BPM training management

BPM objectives analysis BPM SLA management

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A higher BPM maturity level generates benefits for the organisation

Alignment , Harmonisation Rationalisation of: Products, Processes, Policies, Projects Platforms, Procedures, Planning, Power, Performance, Politics, People

As each bird flaps its wings it creates an uplift for the bird following. By flying in a V formation the whole flock adds 71% of the flying range than if each bird were to fly alone.

IDS Scheer AG

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BPM Maturity Levels to measure alignment (CMMI, OMG)

5 Optimizing
Build a trusted relationship with your business partners ( suppliers and customers )
Networked E2E processes with business partners Strategical market agility and proactive improvements enabled by piloting innovative new ideas and technologies

4 Predictable
BPM domain integration requires discipline by the complete organization
Integrated E2E processes and E2E process organization across the 5 BPM domains E2E process analysis of both the E2E processes and products

3 Standardized
Success depends on BPM competencies
Corporate E2E processes are standardized by an accepted methodology. BPM Competence Center monitors BPM projects - BPM tools - E2E process standards

2 Managed
Unit process discipline is in place to repeat processes and reduce rework.

1 Initial
Individual process flows. Few activities are described. Individual planning motivation, efforts and heroics
IDS Scheer AG

Basic project management to track costs, schedule and functionality.

Success depends on management competencies

Success depends on employee competencies

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Concepts IDS BPM Maturity Model

Maturity levels describes the levels that an organization moves through as it evolves from an immature organization without any process discipline to a mature organization where all processes are measured, managed and consistently improved.

BPM Tools can support an organization to reach a higher BPM maturity level

5 Maturity levels
Initial processes Managed processes Standard processes Predictable processes Optimizing processes

16 BPM Process Areas

A BPM Process area describes a cluster of related BPM processes within the organization.

IDS Scheer AG

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BPM Maturity Index

BPM Maturity Level
Strategy
BPM Business Strategy Management BPM Program Management BPM Change Program BPM Cost Management 2,8 2 4 2 3 2,4

Design
BPM Business Management BPM Design BPM Organizational Design BPM Quality Management 2,0 2 1 2 3

Implementation
BPM Business Transformation BPM Configuration Management BPM Change Management BPM Knowledge Management 2,3 4 2 1 2

Controlling
BPM Business Communication Management BPM Support Management BPM Governance BPM Objectives Management 2,3 1 2 4 2

The BPM Maturity Index determines whether the management team should start projects for: 1. The 2. The 3. The 4. The Formalisation Standarisation Optimalisation Innovation & Management & Alignment & Integration & Market Agility of the processes and procedures of the processes and procedures of the processes and procedures of the processes and procedures

IDS Scheer AG

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Experiences of more than 700 companies with BPM maturity models (INK, EFQM)

The average results of the use of BPM maturity concepts are : Growth of Sales (37-77%) Growth operating income (18-48%) Better return on sales (4,4%-8%)

More focus on the alignment of the business strategy and the processes Structure for operational management reporting and annual reporting Governance Structure for managing BPM within organisations

IDS Scheer AG

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Agenda

1 2 3

Enterprise ARIS ROI

BPM framework BPM framework BPM framework

IDS Scheer AG

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BPM in een Project

Support &

Project Preperation
As-Is Models

Blueprint

Realisation

Final Preparation

Go Live and Support

Improvements Next Roll Out

Process Scope

Detailed Process Models (Top/down)

Functional Unit Test System Documentation Integration Tests User Acceptance Test Impact assessment

E2E Scope

E2E Models

Regression Tests

System Scope

Interface Map

User Documentation Portal / content Authorisation Matrix Business profiles training Communication

SAP Org. Model Org. Scope Business Roles

Portal Concept

Change management

Publish Approved Blueprint Models

Develop End User Training

End User Training Change Request Mgnt (Governance Based)

Change Request Management & Updated Process Models (Project Based)

Business Process Management platform based on ARIS

BPM Strategy BPM Design BPM Implementation BPM Controlling
views on database are configured in start model

BPM Communication Management

view on organization overview of documents view on processes overview of files (navigation via (navigation via (navigation via (navigation via assignment structured tree of document process assignment flat list of files) tree) organograms) list)

configurable start page with optionally a start page image a start model with clickable buttons main menu functions

ARIS EPC
Reques t for update approve d Busi ne s s Sce na rio Update bank mas ter data Doe s bank mas ter a lrea dy ex is t?

ARIS Test Scenarios

TestDirector

No changes necessary
Bank mas te r ex is ts Bank m as te r doe s NOT e xis t

No changes necessary No changes Save journal as complete transaction

Change of ba nk m as te r re quire d?

Crea te bank mas te r

Processes & project Management

BPM configuration Management & Testing

Cha nge of bank ma ste r NOT re quire d De letion of bank m as te r re quire d? C ha nge bank mas te r Del etion of bank ma ste r NOT re quire d Ba nk cha in update re quire d? Ba nk cha in update NOT re qui re d

Crea te Bank

Test case necessary

Test case 22

T
SA PR/3

Tes t c ase

Change of ba nk m as te r re quire d

T
Tes t c ase

Save journal as complete transaction

Test case 22

T
Change Bank

Save journal as Journal saved Test case as complete complete transaction 22 transaction Journal saved as complete transaction Journal saved as complete transaction Display saved journal Test case 22

SA PR/3

Del etion of bank ma ste r re quire d

Display saved journal Display saved journal

Test case 22

Dele te ba nk mas ter Set Fl ag to Dele te Ba nk

Journal Test case approved 22

SAP R/3

Journal approved Journal approved

BPM Support Management

Bank chain upda te re quire d

Cre ate/ change ba nk data

Maintain bank chai ns for pa rtne r

SAP R/3

Re ady to inform us e r of update to bank ma ste r da ta

Sales Manager

Sales Manager Germany

Sales Representative Germany

Organization Standards & BPOs

BPM Change Management & Authorizations

Sales Manager Americas

Role
Employee Sales Americas

Sales Representative Americas

Position
Technical Specialist Americas

Employee Sales

Employee Sales Germany

BPM Governance Management

Sales Manager Germany

Technical Specialist Germany

From SAP application to ARIS process model

From ARIS Process model to SAP applocation

BPM Knowledge Management & Training

From portal to e-learning offers

From portal to ARIS process world From ARIS process model From portal to to requ. Spec. requirements specification

From portal to FAQ lists

IDS Scheer AG

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BPM Governance Framework with BPM projects

BPM Strategy
Financial How do we look to our stockholders?

BPM Design
Business Model Changes
New Products New Sales Channels New Partners ... New Services Acquisition New Markets

BPM Implementation
Strategy

BPM Controlling
views on database are configured in start model view on organization overview of documents view on processes overview of files (navigation (navigation via via (navigation via (navigation via assignment structured tree of document process assignment flat list of files) tree) organograms) list) configurable start page with optionally a start page image a start model with clickable buttons main menu functions

Business Strategy Strategy & How do our customers see us? BPM objectives

Internal Business Perspective At what must we excel?

Business & Product Management

Business Processes Changes

New Processes

New Departments

New UPIs

BPM
New Process Flows New Business New Functions Responsibilities

Business Transformation Management

BPM Communication Management

Innovation & learning Can we continue to improve and create value?

Business Applications Changes

New Information Access

Extensions

Integration

IT
Modifications Composition ...

Fase 1
Corporate Process Model level 1, 2 en 3 BPM inkoop (level 4) SAP ERP Implementatie SSM en synchronisatie ARIS Projecten adminstratie Finance, HRM, Vastgoed Studenten adminstratie Process verbeteringen / Faculteit validatie (CM) Opzetten BPM conventies Opzetten BPM governance basis omgeving Uitwerking van het BPM Governance Concept Implementatie van het BPM Governance Concept Set-up PPM envrionment Link KPI to Process model UVA pro j B P M G o ve rna nce KPI

Fase 2

Fase 3

Fase 4

ARIS Repository
WSDL Event-Driven Process Chain
Rules
w s d l S e r v ic e h ttp :/ /c re d its a l es . s o a . u m g .i d s .c o m /:: C re d it S a le s S e rv i c e

RCM workflow
Modelling RCM-scripts Database Synchronisation and Web publication
End users check check

Week / Maand 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29

r e s id e

in te r fa c e w s d l P o r tT y p e h tt p : //c r ed it s al e s .s o a. u m g . id s .c o m /:: C r ed it S a le s S e rv ic e w s d l O p e ra ti o n + c a lc u l at e C r e di tI n c re a s e P r op o s a l (in c a lc u la t e C re d i tI n c re a s e P ro p o s a .. . w s d l O p e ra ti o n + c h a n ge C re d i tA p p l ic a t io n (i nc h a n g eC re d i tA p pl ic a t io n R eq u e s t :C re d it ... w s d l O p e ra ti o n + c h e c kC u s to m e r P a y m e n tC a p a c ity ( in ch e c k C u st o m e rP a y m e n tC a pa ..

BANF _Upd ate BANF _IF

6a

BANF _Upd ate BANF _IF

10
Production database

BPM program management

Processes Design Management

BPM Testing & Configuration Management

UML
bus i ne ssC a l ss M o vi eT h eat er na m: eS tn i rg sh ow s( i nm ov i e: M v oe i ): S o hw [* ] {q uer y} * 1 1. .* num be r: n Ie t ger sea tC ou nt : n Ie t ger sho w s(i nm ovi e: M ov i e) :S ho w [* ] {qu ery } sho w s(i nm ovi e: M ov i e, i nbeg i nn i g: D at e: )S how {qu ery } 1 * * bus i ne ssC a l ss M o vi e i te l t:S tn i rg du r at o i n: n Ie t ger 1 * bu si e nssC a l s S h w o beg i nn ig n: D at e =nul l num be rO S f ol dT c i ket s: n Ie t ger sch edul ei ( nbe gi nn i g: D at e) can cel () m ovi e) (: M ov i eq { uer y} beg i nn ig n() :D at eq { ue r y} bus i ne ssC a l ss T c i ke t * 1 av ai a ll beT ic ket s() :n Itg eer q { uer y} cr eat eR eser v at o i n( n i e r qu est edT c ik et s: I nt ege r: )R ese r va to in can cel R eser vt ao i ns( ) add R eser vat o i n( i ne r ser vt ao i n: R es ev r at in o) 1 bu si e nssC a l s T h eat er

BPEL
BANF _Upd ate BANF _IF

BPMN

* bu si e nssC a l s Re ser vati o n nu me brO R f ese rv edT c ik et s: I nt ege r e r ser vt ao i nC d oe: n Ie t ger c r ea t ecr eat ei ( nsh ow :S how ,n i num be rO T fc i ket s: n Ie t ger ): R s eer vat in o

Software Engineering

Process Execution

Rules Execution

BPM Support Management

1
create create model model

Development database

Review database

released released

2
check check

3
check check approved approved rejected rejected

5
transfer transfer

6b
check check approved approved rejected rejected

8
transfer transfer transfer transfer

4
update update model model

Archive database
archived archived

7 9

ARIS Modeller/
BPM CC Expert
(G)BPO and/or

ARIS QA

Architectural Owner

Structural Relations between Process Management Roles

( m e a s u r a b le )

Group GroupCompetence Competence Coaches Coaches

H a rt fa c ts

Head Head of of Group Group Process Process Mgmt Mgmt

Methodology View

BPM Organisation

Strategy Organization IT Processes

Scope of pro jects
(G)BP O = (Glob al ) BP O (G)BP M= (Glo bal ) B PM
Chi ef Infor m ato i n Of fi cer

Common Standard Corporate Process Process Repository Model

BPM Approach & Standards

BPM B PM Strate gy
Bus ines e ss s St e y St rat rat eggy & KP I s

CPO = Chi ef Pr o ces sOffice r B PM CC h ead

Pr oject Managem ent

Bus in es s Owners
OTC e.g . PT Pe. g. Pr oces s X e.g.

BPM CC BPM CC
B APe xperts PD expe rt B PM PM S CC B PM CPM ex SA pertP an d PD

BPM Des ig n
Bu sin ess & Prod Prod uct uct requ requ ir ir ement ement s s Managemen Manage m en t

BPMIm Im plem en tation BPMCo Con n trollin g

Busi ness nes s Transf i io on Transf ormat ormat n m a nagement nagemen t B PM O nal O perat perat io i onal manaagement man gement

B usi nes sA rchi e tc t I nf ormat o i nA rchi e t ct A pp il cat o i n A rchit ect I nf rast ruct uur A r c hit ect Ri sk & Co nt r o l Archi t ect QA ma nage r Orga nisa it on archi t ect HRM/ Commu nica it on B usi nes sUsers Lb i r ar i an

Process Owner
(e.g. )

Process Owner
(e.g. )

Process Owner
(e.g. )

Process Owner
(e.g. )

Process Owner
(e.g. )

( li m i t e d m e s . )

S o ft fa c ts

BPM Change Program

B u s in e s s V iew

Organization Standards & Ownership

Business Process Experts

Process Coordinator
(Retail Loan)

Head Headof of PM PM (Country (Country1) 1)

Competence Competence Coaches Coaches

Head Headof ofPM PM (Country (Country2) 2)

Competence Competence Coaches Coaches

Head Head of ofPM PM (Country (Country) )

Competence Competence Coaches Coaches

Head Head of of PM PM (Country (Country) )

Competence Competence Coaches Coaches

Head Head of of PM PM (Country (Countryn) n)

Competence Competence Coaches Coaches

Technology ( basi s, r pogr amm n i g, etc . . )

B PM E A exp ert B PM arch ti ect PM CC ex pert BB PM GRC exepert B GRC PM QA xpert Cons ul a t nt B PM an iC n i g expe rt BP tr M C B PM cheang TCC xpeer t mana ger C o nsu tl an t BP mod MC C exp erts B PM el ers BP ad M and DS A P B PM min s iPtrator

BP M Sco pe&& BPM BP M program BPM m managemen a nagemen t

Process & Proj ect St andards andard s

BPM Tool s & Con f i gurat ioon n St andards

BBPM PM SSupp upp ort Man M an agement

GR Ct eam ( o c nt r ol s, author z i at o i n, ) etc )

Change, C omm unic ati onand Tr ai ning team

BP M Ch ange BPM Program & Cap abil il t y manag ement

O rgan izat i on St andards andard s &O w nershi p

Chan ge M a nagement an agement St andards & Resp onsi bi t i es

BBPM PM G G ov oveernance r n ance Man M an agement

Intntegr egr o n& & Docum ent a to i n &Suppor t atato ii n Docum enta to in

ERP Competenc ERP Compete nc e Center Ma na ge ger r

SAP A utho ir sati on support S AP Basi ssupp ort SAP D ocumenta it onsup port S S AP AP ABA ABA P P Support Support SAP T a r i ning suppo tr S AP SSM support SAP H elpd esk SAP SAP con con sul sultt ant ants s SAP t est ing

BP M Co st & BPM Vend or managemen m a nagemen t

Q M sst t an dards f o r BP M i prove m m e nt ss

BPM t r ai ni ng & know le dge M an agement

BBPM PM KPI KP I s PPerf erf oorm rm a annce ce && SLA s

Process Owner
(e.g. Retail Loan)

Process Owner
(e.g. Retail Loan)

Process Owner
(e.g. Retail Loan)

Process Owner
(e.g. Retail Loan)

Process Owner
(e.g. Retail Loan)

Process Owner
(central Credit BO)

EX A
Process Owner
(e.g. )

M PL

(e.g. )

Change Management & Authorizations

E

ent e managem without chang

Management Employees Knowledge

Scope of pro jects

BPM Governance Management

Procedures Roles Responsibilities Steering Committee

Process Structure & Levels Standards, Conventions, Handbook, Guidelines Tools

Process Owner
(e.g. )

Process Owner
(e.g. )

Process Owner
(e.g. )

Process Owner

Culture

Process Coordinator
(Country 2)

with change

managemen

t
Different Different SAP SAP & & BPM BPM Projects Projects :: Blueprint, Blueprint, Realization Realization and and Support Support

Benefit per Solution

BPM CPM
Controlling

Benefits per Phase

Strategy

Implement

Design

ITAM

5 Total cost Total Benefits

Year 1 7.158.700 33.609.224

Year 2 1.574.914

Year 3 1.574.914

Year 4 1.574.914

Year 5 1.574.914

totals 13.458.356

BPM Financial Management

GRC

Define Control ARIS Process Monitoring the new Models, Objectives, process Project description

ERP

67.218.447 100.827.671 120.993.205 134.436.895 457.085.443 65.643.533 99.252.757 119.418.291 132.861.981 92.094.057 191.346.814 310.765.106 443.627.087 57.582.047 76.371.774 80.603.945 78.664.959

BPM ITAM ERP GRC CPM

Net Cash Flow (NCF) 26.450.524 Cummulative NCF 26.450.524

Strategy Design Implementation Controlling

Costs per Solution

CPM GRC BPM ITAM

Discounted Cash Flows 26.450.524 Cummulative DCF WACC =14% 26.450.524

Costs per Phase Controlling

Strategy

84.032.571 160.404.344 241.008.290 319.673.248

QA Management for BPM M improvements

easure ARIS Business Optimizer Scenarios

Improve
What if scenarios and definition of tasks

BPM training & knowledge Management

BPM KPIs Management & SLAs

NPV ROI

319.673.248 3296,29% 0,15

PBP

ERP

Implementati on

Desig n

Analyse Calculations & comparisons of historical data

BPM ITAM ERP GRC CPM

Strategy Design Implementation Controlling

IDS Scheer AG

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Figure 12-2

Alignment of multiple views in ARIS

BPM targets Products & Services Business RFC Process Views

Projects

Processes

Processes RFC

Objectives

Organization

Functions

Systems / tools

Processes Status

Cost

Process Analysis

Processes info

BPM KPIs

IDS Scheer AG

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Evolution of Business Modeling to Business Process Management

Operational BPM Platform

Business Semantics

Business Analysis Modeling

Business Strategy Modeling

Corporate Process Model

S ales e m ploy ee

Th r o u g h p u t t im e O r d e r p ro c e s s i n g C u s to m e r ord er re c e i ve d

R i s k o f m u l ti p le c u s t e n t ri e s

Flowcharts
WI

C re a t e c u s to m e r ord er

C u s to m e r o rd e r c re a t e d

L ega c y A pp X

Time
IDS Scheer AG www.ids-scheer.com

Publication

IDS Scheer AG

www.ids-scheer.com

Agenda

1 2 3

Enterprise ARIS ROI

BPM framework BPM framework BPM framework

IDS Scheer AG

www.ids-scheer.com

 IDS Scheer AG

www.ids-scheer.com

Why start with BPM ?

Strategic Alignment is a primary driver
For which of the following reasons did you implement a BPM solution?
(Multiple responses allowed)

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

62%

58%

51%

43% 51% 36% 31%

Strategy alignment

Efficiency
12%

Improve clarity and agreement on true business drivers

Allow Achieve Align dayeffective speed and to-day activities to management accuracy of intervention management business reports strategy

Enhance productivity in day-today activities

Reduce Identify and cycle time eliminate of planning non-value and add activities reporting and reporting

Facilitate SOX ongoing compliance

Source: IDS Scheer AG www.ids-scheer.com Seventh Annual Survey of

Technology Issues for Financial Executives 2005.

High level financial business case for BPM projects

Strategy
Business Strategy & BPM objectives

Design
Business & Product Management

Implementation
Business Transformation Management

Controlling
BPM communications Management

Improve Revenue

Improve Revenue

Reduce Operational costs Reduce Operational costs

By allignment of the business users and business process information BPM Support Management

By company focus on profitable By effective execution of the By go to market alignment of business market segments & market strategy requirements and market segments business processes and planning BPM Scope & BPM program Management Process & Project Standards BPM Tools & Configuration Standards

Reduce Project costs

By optimalisation of the company project portfolio BPM Change Program & Objectives Management

Reduce Project costs

By efficient design and utilization of the business processes

Reduce Project costs

By efficient configuration and validation of the processes

Reduce BPM costs

By efficient support management of the BPM business processes BPM Governance Management

Organization Standards & Ownership

Change Management & Authorizations

Reduce HRM costs

By allignment of HRM / resource planning and company objectives BPM Financial Management

Reduce Project costs

By efficient design and utilization of the process organisation QM standards for BPM Improvements

Reduce Project costs

Reduce BPM costs

By efficient implementation of the By effcient management of the BPM job descriptions and authorizations organisation and the BPM standards BPM training & knowledge Management BPM KPI Management & SLAs

Reduce Operational costs Reduce Operational costs Reduce Operational costs Reduce Operational costs
By controling the ROI of Projects and company costs (ABC)
IDS Scheer AG www.ids-scheer.com

By optimalisation of the business processes

By improvements of the BPM competencies of the employees

By management on the BPM KPI performance of the processes

BPM Business Value Map

Strategy
BPM
Business Strategy Management BPM Program Management BPM Change Program BPM Financial Management Total 70.974 38.400 44.820 73.760

Design
BPM
Business Management BPM Design BPM Organizational Design BPM Quality Management 85.169 38.400 12.800 442.560 578.929

Implementation
BPM
Business Transformation BPM Configuration Management BPM Change Management BPM Knowledge Management Total 184.400 25.600 12.800 221.280

Controlling
BPM
Business Communication Management 147.520 BPM Support Management 4.750 BPM Governance 3.800 BPM Objectives Management 73.760 229.830 Total 1.480.793

227.954 Total

444.080 Total

The financial calculations are based on the following financial key figures; Revenue Yearly logistic / operational costs Yearly Employee costs Profit margin Yearly cost of project portfolio Yearly average BPM project costs Yearly average BPM maintenance costs

IDS Scheer AG

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The benefits of a Holistic BPM Strategy

Benefit per Solution
CPM GRC BPM ITAM
Controlling

In what area will I benefit the most?

Benefits per Phase

Strategy

When will I reach the benefits?

5 Year 1 7.158.700 2.231.651 -4.927.050 -4.927.050 -4.927.050 -4.927.050 Year 2 1.574.914 4.463.301 2.888.387 -2.038.663 2.533.673 -2.393.377 Year 3 1.574.914 6.694.952 5.120.038 3.081.375 3.939.703 1.546.326 Year 4 1.574.914 8.033.942 6.459.028 9.540.403 4.359.660 5.905.986 Year 5 1.574.914 8.926.602 7.351.688 16.892.091 totals 13.458.356 30.350.447

Design Implement

CAF
Total cost Total Benefits

BPM ITAM CAF GRC CPM

Net Cash Flow (NCF) Cummulative NCF Discounted Cash Flows

Strategy Design Implementation Controlling

Costs per Solution

CPM GRC BPM ITAM

Costs per Phase

4.352.789 10.258.775 Cummulative DCF WACC =14%

Controlling

Strategy

NPV ROI

10.258.775 125,51% 2,22

PBP

CAF

In what area should I invest?

Implement Design

BPM ITAM CAF GRC CPM

When should I invest?

Strategy Design Implementation Controlling

Support of the Central Management Team and the CPO is required. ROI calculation can be made based on annual report and benchmark values
IDS Scheer AG www.ids-scheer.com

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IDS Scheer AG

www.ids-scheer.com

Any questions?
Frank Luyckx T: +31(0)6 433 642 32 Frank.luyckx@ids-scheer.com

IDS Scheer AG

www.ids-scheer.com