AIIM MarketIQ BPM Risetime

7/27/2019 AIIM MarketIQ BPM Risetime

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Business Process Management (BPM)

MarketIQIntelligence Quarterly Q3 2008

Leveraging Competencies and Streamlining Processes

to Achieve Operational Excellence

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Market insights based on the opinions and experiencesof 354 AIIM members and industry associates

Underwritten in part by:


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About the ResearchThe research presented in this report is based on the collective opinions and perspectives of 354 AIIM members and industryassociates, providing unparalleled and valuable insight. (For more details about the survey used and the audience demographics seeAppendix A of this report.)

As the non-profit association dedicated to nurturing, growing and supporting the Enterprise Content Management community, AIIMis 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 thesupport of these underwriters, we would have to return to a paid subscription model in distributing the research. For that, we hope youwill join us in thanking our underwriters, including:

MarketIQIntelligence Quarterly

Design by: Codesign, Boston

About the AuthorsCarl Frappaolo Vice President, AIIM Market IntelligenceWith over 25 years of experience working with a broad array of business solutions, including knowledge and content management,portals, search engines, document management, workflow, business process management, records management, imaging, intranets andelectronic document databases, Mr. Frappaolo is well-versed in the practical business and technical aspects of implementing large-scalee-applications. Valued for his technical, practical and market expertise, he has consulted with a variety of organizations spanning multipleindustries.

Prior to joining AIIM, Mr. Frappaolo founded Delphi Group, where he led the firms 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 manage-ment, 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 aroundthe world.

Dan Keldsen Director, AIIM Market IntelligenceMr. 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 officer provide expertise in combining theoreticalknowledge and the practical application of technology to solve business problems. Mr. Keldsen is also an adept educator and industryspokesperson, having delivered keynotes and seminars to audiences around the world.

He holds a SANS GSEC certification 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 AIIMAIIM (www.aiim.org) is the community that provides education, research, and best practices to help organizations find, control, andoptimize their information. For over 60 years, AIIM has been the leading non-profit organization focused on helping users to under-stand the challenges associated with managing documents, content, records, and business processes. Today, AIIM is international inscope, independent, implementation-focused, and, as the representative of the entire ECM industryincluding users, suppliers, and thechannelacts as the industrys intermediary.

2008 AIIMThe ECM Association1100 Wayne Avenue, Suite 1100, Silver Spring, MD 20910 301.587.8202 www.aiim.org

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.

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Table of Contents

Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

Defining Business Process Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Figure 1. Which of the Following Is Closest to Your Definition of BPM? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Figure 2. How Well Is BPM Understood in Your Organization? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

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 Specific 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 Officer)? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 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 Benefits 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? . . . . . . . . . . . . . 12Figure 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 Offices in Multiple Countries/Regions)? . . . . . . . . . . . . . . 17

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


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4

Executive Summary

In developing this MarketIQ, AIIM found that sophisticated users grasp how EAI (Enterprise

Application Integration), workflow and other components have merged to form BPM, a

practice that seeks to model, modularize, service-enable, monitor and ultimately optimizebusiness processes.

But a mere 25% of the survey takers said BPM was well-understood and addressed overall

within their organization. Respondents identified 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 specific 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 benefit.


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Section 1

BPM is a business management practice

that encompasses process automation,

process modeling and simulation, process

modularization and service orientation,process monitoring, and process optimization.

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, workflow 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 Workflow Management

Coalition in that year. But while workflow provides an easier way to connect people, tasks, and content, it still

requires laborious and extensive programming work to connect applications. Furthermore, workflow solutionscan suffer from incomplete or fragmented toolsets. While workflow 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 workflow and EAI. However, BPM is more than just

the automation of processes and simplification 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 definition 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 defined BPM neither as the re-branding of workflow (only 2% of those surveyed defined BPM in

this manner), nor the re-branding of EAI (only 1% of those surveyed defined BPM in this way).

The great majority of those surveyed, 67%, identified these strategic and comprehensive definitions: Methods,

policies, metrics, management practices and software tools to manage and continuously optimize an organiza-

tions 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 Definition of BPM?

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 firm that guides business strategy and transformation through the optimization of technology, knowl-

edge 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 work-flow. 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 Organization?

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 governanceof a business's process environment toward thegoal of improving agility and operational performance

Software for building integrated process-based applications

Just a buzzword

Re-branding of Workflow

Re-branding of Enterprise Application Integration

Don't Know

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

3%

1%

2%

2%

5%

17%

20%

50%

Well Understood and Addressed

Vaguely Familiar

Not Sure How This is Different from Workflow

No Clear Understanding

0% 10% 20% 30% 40%

26%

14%

34%

25%


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Section 2

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 definition of the five levels of BPM Maturity.)


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Figure 4. Identify the Maturity Level of Your Department/Business Unit and of Your Organization Overall.

Figure 5. The BPM Maturity Model

Level 1: Initial

Level 2: Managed

Level 3: Standardized

Level 4: Predictable

Level 5: Optimizing

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

5%

7%

16%

35%

37%

3%

6%

14%

29%

48%

Overall OrganizationDepartmental/Business Unit

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% 10% 20% 30% 40% 50%

16%

12%

28%

44%

Level 1: Initial

Level 2: Managed

Level 3: Standardized

Level 4: Predictable

Level 5: Optimizing

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.

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

Immaturity Manifests in Limited StrategyThe lack of appreciation for BPM, which likely keeps it confined 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 BPM Strategy?


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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 specific group responsible for BPM projects.

Figure 7. Who Is the Sponsor of the BPM Initiative?

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

It stands to reason then, that the majority of organizations do not have a Process Governance document, or a

Chief Process Officer.

Figure 9. Does Your Organization Have a

Process Governance Document?

President

Managing Director

CIO/CTO

Chief Operating Officer

LOB Manager

Finance Director or CFO

Chief Process Officer

Compliance Officer

Other

0% 10% 20% 30%

21%

2%

2%

5%

9%

10%

17%

17%

18%

Figure 10. Does Your Organization Have a CPO

(Chief Process Officer)?


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Finally, the relatively immature state of BPM is reflected by the fact that most organizations are using it for

applications inside the firewall, 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 firewall, and another 37%

(77% total) indicated that BPM is used predominately inside the firewall.

Figure 11. Where Is/Will BPM be Leveraged?

BPM Characterized by a Proven ROIDespite 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 five years or less.

Figure 12. What Is/Was the Expected Payback Period for BPM?

This is in stark contrast to AIIM Market Intelligence ROI findings concerning functionality like Security, Enter-

prise 2.0, and Findability. While such technologies have their upsides, they are often soft benefits, difficult

to measure in hard dollars. In the case of BPM, the benefits 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 benefit. It is no surprise then that 65% of survey respondents indicated that BPM was

imperative or significant to the success of their organization.

Exclusively inside the firewall

Predominately inside the firewall

Balanced

Predominately outside the firewall

Exclusively outside the firewall

0% 10% 20% 30% 40%

1%

0%

22%

37%

40%


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Figure 13. Which of the Following Are Benefits Associated with BPM?

Figure 14. How Important Is BPM to Your Organizations Business Goals and Success?

0% 25% 50% 75% 100%

5%2%10%19%46%19%

Imperative Significant Average Minimal Not at All Dont Know


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Lessons Learned and Best PracticesIn 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. Curtail-

ing 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 Implementation of 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% 10% 20% 30% 40% 50%

19%

15%

15%

18%

21%

22%

23%

24%

29%

30%

41%

45%


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Figure 16. Did You Experience Disruptions to Your Business While New Processes Were Deployed?

This analysis ends with one of the strongest findings 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-centricapproach 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 inspec-

tion 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,

refinement, and improvements. This is a key strength and benefit 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 intoprocesses) to any significant 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?

No

Yes, to a small degree

Yes, to a moderate degree

Yes, to a significant degree

Yes, and we never got over it

0% 10% 20% 30% 40%

3%

8%

19%

31%

38%

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?

No

Yes, to a small degree

Yes, to a moderate degree

Yes, to a significant degree

Dont know

Dont know what this is

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

2%

12%

8%

11%

22%

45%


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Methodology UsedTwo 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?

Appendix A


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Vertical Industry Affiliation

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.

Figure 21. Which Vertical Industry Do You Work In?

Role

Survey findings are reflective 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?

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% 10% 20%

16%

1%

1%

1%

1%

2%

2%

4%

4%

4%

5%

6%

6%

6%

7%

10%

11%

14%


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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-Pacific respondents comprised 12% of the survey population. The

remaining 15% were from Africa, the Middle East, and South America.

Figure 23. In Which Geographic Region Are You Located?

The surveyed organizations, on the other hand, were nearly evenly split between those that are global organiza-

tions and those that are physically located in only one region.

Figure 24. Is Your Organization a Global Organization (i.e., Has Physical Offices in Multiple Countries/Regions)?

56%

44%

Yes No

Africa

Asia Pacific

Canada

Europe

Middle East

South/Central America

USA

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

48%

9%

2%

18%

7%

12%

5%


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18

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, [email protected].

Appendix B

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 OptimizationProcess AgilityContinuous Process Improvement (CPI)LeanProcess CentricityProcess EffectivenessDocument Process Outsourcing (DPO)Process TransparencySix Sigma

How Important Are The Following Features/Technolo-gies To Your Definition Of BPM?Process analysis toolProcess SimulationBusiness Process Analytics (BPA)Complex Event Processing (CEP)Process modeling tool (GUI)Integrated online negotiationProcess audit trailsDirectory Services (Define and manage users, roles, teams, etc.)Document/content repositoryEnterprise Application Integration (EAI)Enterprise Service Bus (ESB)Exception handlingUsage metering and billingRules engine

Integration (API/SDK)

Content capture (imaging)Message-oriented Middleware (MOM)Orchestration engine (e.g., a BPEL engine)Priority queuesAlerts/ticklersBusiness Activity Monitoring (BAM)GUI (process participants)Process registry/repositoryProcess validationPull queuesTransaction verification/authenticationIntegrated Document ManagementWorkflow (WF)Data capture (e-Forms)Content-type agnosticWeb ServicesService-Oriented Architecture (SOA)

Where Would You Want To Target Security ControlsWithin A BPM Initiative?Content/DataAudit trails/executed processesWork queuesReportsProcess modelsPerformance metrics/reportsOverall system controlDont Know


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

Why Dont You Use SharePoint as a BPM Solution?

Why Do You Use SharePoint As A BPM Solution?

How Long Did Your BPM Initiative ACTUALLY Take FromStart To Finish?

How Many BPM Tools Do You Use in Order to Do Your Job?

How Long Has Your Organization Been UsingWorkflow/BPM Tools?

At What Level Do Your BPM-Enabled Processes Operate?

Who Is Responsible for Defining the Business Process(Rules And Logic)?

What Percentage of the Processes in YOUR OrganizationHave Been BPM-Enabled?

How Important Is It in Your Organization to Justify BPMInitiatives With Hard Dollar Savings?

Which of the Following Are Goals for BPM within YOUR

Organization?Automated decision makingImproved process quality/consistency/complianceCost-effective integration inside the firewallAccelerate deployment of new applicationsBetter reporting of process performance/Executive dashboardsAbility to reuse processes (sub-routines)Increased security (e.g., access only available through processinterface)Automated reporting on worker performanceProcess simulation (e.g., pre-emptive bottleneck prevention)Increased customer satisfactionShared work queuesCost-effective integration outside the firewallIn support of ISO 9000 certificationAdding State to stateless applicationsIncreased process efficiency/productivity

Improved organizational agility and flexibilitySupport outsourcingContinuous process improvementKeep work following the sunExpanded customer and partner involvementStaff reductionCost reductionBridge geographically dispersed workersNone

Rank the Importance of the Following in ConsideringBPM Solution Providers.Availability of process design methodologySupportPricingReputation within my industry

Reputation within overall marketOverall functionalityFinancial stabilityAvailability of pre-packaged processes

Scalability

How Much Time Did You (or Will You) Budget for YourBPM Initiative to Take from Start to Finish?

At What Level Does Your BPM Strategy Apply?

For Processes that have been BPM-enabled, How OftenDo You Re-evaluate the Need to Re-engineer/Optimize?

Action TechnologiesActive EndpointsAdeptiaAdobeAdobe (LiveCycle)Advantys

AlfrescoAppianAscentnAutonomy (Cardiff)BancTec (eFIRST Process)BizAgiBluespring SoftwareBrightwater SoftwareCaptarisCiboodle (Graham Technol-ogy)ColosaCordysCorticonDSTEMC/DocumentumFloSuite

FlowcentricFujitsu (Interstage)Global 360HandysoftHyland (OnBase)IBM (Business ProcessManager)IBM (Content Manager)IBM (FileNet)IBM (Lotus Workflow)IDS ScheeriMarkup SolutionsInsite LA (Skemma)IntalioIntegrifyINTERDOCInterfacing Technologies

Interneer

iWay SoftwareJbossK2LegatoLombardi SoftwareMetaStorm

MicrogenMicrosoft (BizTalk)Microsoft (SharePoint)Microsoft (WWF)Newgen SoftwareNintexOpen TextOracleOracle (BEA)Orbis SoftwarePegasystemsPNMsoftPolymorph TechnologiesProgress Software (Sonic/IONA)QPR Software PlcQuestys Solutions

SAPSAP (NetWeaver BPM)SavvionSerena SoftwareSingularitySkeltaSoftware AGSpringCMSun MicrosystemsTIBCOUltimusVDoc SoftwareVisual ParadigmVitria TechnologyW4WorkMovr CorporationWorkpoint

Which Solution(s) has/have Your Organization Imple-mented and Used?

[Same list as above]

Rank Your Satisfaction With Each of the Products YourOrganization has Implemented.

How Would You Characterize Your Organizations EXPE-RIENCE 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/WillBe BPM-enabled Are Transaction-Oriented / ContentOriented?

Do You Use A Separate BPM Tool for Transactional Pro-cesses Versus Document-centric Processes?

Are The Transactional-based and Document-centricBpm Solutions Sponsored by the Same Individual?

Do You Use SharePoint in Any of the Following Ways?


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20

What is/was Your Budget to Implement BPM?

Roughly what Percentage of your Budget was/will beAllocated to Professional Services?

Where Do You Feel Overall INDUSTRY (Market) Adoptionis with Regards to the Following?Business Process Analytics (BPA)

Business Activity Monitoring (BAM)Workflow (WF)Enterprise Application Integration (EAI)Process simulationProcess modelingEnterprise Service Bus (ESB)Service-Oriented Architecture (SOA)Web ServicesComplex Event Processing (CEP)

Where Do You feel YOUR ORGANIZATIONS Adoption Iswith Regards to the Following?[Same list as above]

What in Your Opinion is Missing from BPM Products?

How Important are the Following Standards/Frame-works to Your BPM Strategy/Needs?SysML (Systems Modeling Language)BPEL (Business Process Execution Language)UML (Unified 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 Definition)SOAPBPMN (Business Process Modeling Notation)WfMC Workflow Reference ModelUDDI (Universal Description, Discovery and Integration)JMS (Java Message Service)CORBA (Common Object Resource Broker Architecture)ISO 9000XPDL (XML Process Definition Language)YAWL (Yet Another Workflow Language)

What Is Your Organizations Level of Involvement withService Oriented Architecture (SOA)?

How Many BPM Tools Does Your Organization Use?

How Many of These BPM Tools Came Bundled as Part ofa Larger System (e.g., ECM, ERP)?

Would You be Likely to Implement BPM UsingOpen 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?


21/22

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The AIIM Market Intelligence Quarterly has provided a

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evolution of methodologies, tools and techniques thathave been around for many years. At Risetime, we

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www.risetime.com


22/22

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find, control, and optimize their information.

For over 60 years, AIIM has been the leading non-profit 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.

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