VALUE SUMMARY:
Business Process
Management
Business Process Management
Approach and Methodology
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.
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 firm’s offerings, geography, and an organization’s 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 organization’s 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 organization’s core strategy and often result in a
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 Amro’s 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 vendor’s 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 &
Promote Operational Efficiency
Automate manual exceptions Break down traditional silos 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
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 firm’s 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
Figure 2: Potential Components of a Business Process Management Suite (BPMS)
This evolution of the BPMS portfolio has made a tremendous impact on a firm’s 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.
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 firm’s 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 Sample Process
Integration Intensive These involve the orchestration of system-intensive processes by managing the interactions between packaged
applications, custom applications, external applications, and the people that use the various systems
Trade execution, trade reconciliations, online banking transactions
People Intensive These involve a high level of interaction between individuals for routing, approving, and fulfilling requests
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
Decision Intensive These involve decision-making, often by highly trained individuals, using tools like business rules and business intelligence (BI) for analyzing business information
Underwriting and mortgage origination
Document Intensive These require users to review documents for approval, make decisions, and take actions in response to information found in scanned images or electronic documents
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.
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 Management Suite
Appian Enterprise, Cardiff, Fujitsu Interstage Business Process Manager, HandySoft, IBM WebSphere
BPM Suite, Lombardi Software TeamWorks, Metastorm BPM Suite, Oracle AquaLogic BPM (Formerly
FuegoBPM), Oracle BPEL Process Manager, Pegasystems SmartBPM Suite, SAP, Savvion Business Manager, TIBCO iProcess Suite, Vitria M3O, webMethods
Integration Centric 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 Adobe Systems LiveCycle Workflow, FileNet BP Manager, EMC Documentum BP Manager
Business Process Analysis
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
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
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.
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 organization’s 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 methodology’s 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 firm’s 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 …
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.
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 firm’s SOA, middleware, and messaging architectures. Many feel that BPM will become an essential layer in a firm’s 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.
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 person’s 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.
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 COE’s 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 firm’s 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 firm’s BPM maturity, size, politics and culture.
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 firm’s 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.
