Answer Number

Question 1 2 3 4
1

Existing
Project/program function
(program management, project
management, business practice
Generally classify your role: consultant, etc.)
Demographics 1 Generally classify your role: Project/program function
(program management, project
IT function (developer,
application developer, lead, IT
analyst, development manager)
IT function developer, application
developer, lead, IT analyst,
Business function (functional
analyst, business analyst,
management) Executive
Business function (functional Executive function
analyst, business analyst,

Final
management, business practice development manager) management)
consultant, etc.)

2
Final Existing
Have you already purchased a
BPM solution? Yes Currently evaluating. Just researching options
2 Have you already purchased a Yes (drop-down list from "BPM Currently evaluating (same drop- Just researching options
BPM solution? competitors" Tab) down list).
3 As a mechanism to convince
Existing

others within my
What are your goals for this Evaluation of options for a Determining best practices for department/company of the
assessment? Self-education and research specific project process improvements. importance of BPM
3 What are your goals for this Self-education and research Evaluating options for a specific Determining best practices for As a mechanism to convince
assessment? project process improvements. others within my
Final

department/company of the
importance of BPM
0 How would you rate your
Final Existing Final Existing

company's familiarity with

Business Process Management
(BPM)?

Eliminate question 4 and renumber

4 What are your goals for Business Not a priority Important Urgent
Process Management?

4 What are your goals for Business Not a priority Important Very Important
Process Management?
Existing Final Existing Final Existing Final Existing

Simplify existing processes

Simplify existing processes

Improve accuracy and predictability

of processes
Improve accuracy and predictability
of processes

Increase transparency and visibility

into processes
Increase transparency and visibility
into processes

Alignment of Business and IT

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 Promote Business and IT alignment

Final Existing Final Existing Final

Establish greater governance and
compliance
Establish greater governance and
compliance

Improved Customer Service

Improve customer service

ANALYZE 5

Limited management:
Processes are defined because Structured, but siloed:
Existing

Pick the scenario that best
describes your company
Analyze 5 Pick the scenario that best
describes your company
Process complexity
Individualistic: Motivation to just
"get the job done" makes people
step up to the challenge. Even as
such, deliverables will often "fall
through the cracks" and
bottlenecks are common.
Individualistic: Motivation to just
"get the job done" makes people
people have been working
together for a long time.
Bottlenecks are occasional, but
escalating to the right manager
can sometimes clear out the
roadblocks
Limited management:
Processes are defined because
Processes are defined,
measured and monitored.
Training in systems, products
and procedures is more common
than not. However, cross-team
collaboration is rare.
Structured, but siloed:
Processes are measured and

"step up to the challenge." Even people have been working monitored. Training in systems,
as such, deliverables will often together for a long time. products and procedures is more
Final

"fall through the cracks" and Bottlenecks are occasional, but common than not. However,
bottlenecks are common. escalating to the right manager cross-team collaboration is rare.
can sometimes clear out the
roadblocks.

Process aware 6

Standard BPM tools: At the

Existing

department level, IT and

Currently, how does your company
graphically model its business
processes?
6 Currently, how does your company
graphically model its business
processes?
Final
Whiteboard, or not at all: If
processes are modeled, they are
sketched out in steps on a
whiteboard or in a document
Whiteboard, or not at all: If
processes are modeled, they are
sketched out in steps on a
Occasionally Visio: A few
processes have been modeled
using desktop tools such as
Microsoft Visio
Occasionally Visio: A few
processes have been modeled
using desktop tools such as
business users work together on
Visio is standard: The regular, standard modeling tools to
established procedure graphically map processes
throughout the company is to use (Lombardi, AquaLogic BPM,
Visio to model processes. ARIS, or UML tools).
Visio is standard: The regular, Standard BPM tools: At the
established procedure department level, IT and
throughout the company is to use business users work together on

whiteboard or in a document. Microsoft Visio. Visio to model processes. standard modeling tools
(Lombardi, AquaLogic BPM,
ARIS, or UML tools).

Process 7
modeling
Existing

Occasionally. A few strategic

Almost never. The organization business processes have been
Are your business processes has documented very few of its documented, particularly for high Commonly. Most critical
documented? business processes. turnover processes. functions have been documented
Technology

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 7 Are your business processes Almost Never: The organization Occasionally: A few business Commonly: Most critical
documented? has documented very few of its processes have been functions have been
business processes. documented, particularly for high documented, including all human

Technology
turnover processes. and process steps in a specific
process flow.

Final
Process 8
documentation

Existing
How are changes made to
specific business processes?
8 How are changes made to
specific business processes?
Final
Chaotically, business processes
are mostly static; to whatever
extent that change occurs, it is
unmanaged.
Chaotically, business processes
are mostly static; to whatever
extent that change occurs, it is
Casually, for example, writing
process steps on a whiteboard
and validating the diagram with
process owner(s).
Casually, for example, writing
the process steps on a
whiteboard and validating the
Managed, such as using
simulation to validate
documented requirements and
graphical models and identify
bottlenecks.
Repetitively, such as using a
requirements document,
functional design, or other
Programmatically, such as
using a requirements document,
functional design, or other
documented use case validation
Programmatically, such as
using simulation to validate
documented requirements and

unmanaged. diagram with the process documented use case validation. graphical models and identify
owner(s). bottlenecks.

Process 9
simulation
Existing

Team with executive mandate:

A manager. Teams with strong A team composed of both
No one. Business processes are managers will identify sub- Business and IT, works together
static; if changes are made, it is optimal processes and begin to Evangelist: A specific individual and with an enterprise- wide
Who identifies which processes to through individuals acting on their document and/or model those is tasked with identifying mandate, identifying and
target for improvement? own. processes. candidate processes targeting processes priorities.
9 Who identifies which processes No one: Business processes are A manager: Teams with strong Evangelist: A specific individual LOB process owners: Each
need to be improved? static, or changes are made by managers will identify sub- is tasked with identifying line-of-business has a process
individuals acting on their own optimal processes and begin to candidate processes. owner who is goaled and
Final

initiative. document and/or model those measured based on process

processes. improvements.

Process owners 10

Semi-Structured. Specific IT
Organizational

Existing

staff are assigned to regularly

liaise with business
Ad-Hoc. Once approved and managers.Semi-Structured.
Does IT have a dedicated staff to Unavailable. IT support for funded, changes to business Specific IT staff are assigned to
implement changes to business changing business processes is processes get staffing like any regularly liaise with business
processes? hard to secure. other IT project. managers.
Process 10 Does IT have a dedicated staff to No. Individuals need to beg, Ad-Hoc. Once approved and Semi-Structured. Specific IT
coordinators implement changes to business plead and borrow to get IT funded, changes to any business staff are assigned to regularly
processes? resources to make changes. process get staffed like any other liaise with business managers.
IT project.
Final

ORCHESTRATE 11
Existing

Describe the scope of the process

(or processes) targeted for Department or line-of-business
improvement. No processes targeted. project. Small pilot project.

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Orchestrate 11 Describe the scope of your current No processes targeted. Small pilot project. Many processes within a

Process complexity
or planned BPM project(s). department or line of project.

Final
Interdepartment 12
al processes
Very little. Either process Investigating BPMS. Investment

Existing
Does your company use a improvement is not a priority, or in Business Process
standard technology (or set of no decision has been made to Some first-generation workflow, Management technologies (like
technologies) to implement changes invest in technologies to improve rules, or document management Business Process Management
to business processes? business processes. solutions exist. Suites) is just beginning.
12 Does your company use a Very little: Either process Some first-generation workflow, Investigating BPMS: Investment
standard technology (or set of improvement is not a priority, or rules, or document management in Business Process
technologies) to implement changes no decision has been made to solutions exist. Management technologies (like
Final

to business processes? invest in technologies to improve Business Process Management

business processes. Suites) is just beginning.

Process 13
Technology

execution
All manual. Automation of
Existing

human tasks is fairly rare or In some cases the organization

Is it common for your organization
to automate routine or predictable
activities?
13 Is it common for your organization
to automate routine or predictable
activities?
Final
nonexistent, no matter how has automated routine functions
routine, repetitive, redundant, and reduced mindless, repetitive
costly or predictable. functions.
All manual: Automation of In some cases the organization
human tasks is rare or has automated routine functions
nonexistent, no matter how and reduced mindless, repetitive

routine, repetitive, redundant, functions.

costly or predictable.

Process 14
automation
Existing

Do IT and business process owners
generally collaborate on projects?
IT/Business 14 Do IT and business process owners
Collaboration generally collaborate on projects?
Organizational
No meaningful collaboration
exists between IT development
teams and process owners.
No meaningful collaboration
exists between IT development
A little. Business develops
requirements, which they then
hand off to IT.
A little: Business develops
requirements, which they then
For the most part, business
develops requirements and
iterates with IT in the design.
For the most part: Business
develops requirements and

teams and process owners. hand off to IT. iterates with IT in the design.
Final

OPTIMIZE 15
Existing

How common is it for one A little. There has been some

department to share, link and Almost never. Processes are reuse and interlinking of
reuse processes with another not formalized enough to be processes between two
department? shared or interlinked. departments.

4 of48 12/23/2009
Optimize 15 How common is it for one Almost never: Processes are A little: There has been some

Process complexity
department to share, link and not formalized enough to be reuse and interlinking of
reuse processes with another shared or interlinked. processes between two
department? departments.

Final
Interprocess 16
linking and

Existing
reuse
Does your organization use Almost never. Processes are A little. There has been some
templates for designing business not formalized enough to be development and use of process
processes? templated. templates.
16 Does your organization use Almost never: Processes are A little: There has been some
templates for designing business not formalized enough to use development and use of process
Technology

processes? templates. templates.

Final

Process 17
templates
Existing

Historical reporting tools (such Business Activity Monitoring

as Cognos, Seibel analytics, (BAM) dashboards provide real-
In general, how does your company Some data is manually Hyperion, Business Objects etc.) time data alongside the standard
measure its performance on captured into excel or other provide some process analysis historical reporting tools common
business processes? No reporting. desktop software. data. throughout the Enterprise.
17 In general, how does your company No reporting. Some data is manually Historical reporting tools (such Business Activity Monitoring
measure its performance on captured into excel or other as Cognos, Seibel analytics, (BAM) dashboards provide real-
business processes? desktop software. Hyperion, Business Objects etc.) time data alongside the standard
Final

provide some process analysis historical reporting tools common

data. throughout the Enterprise.

Process 18
measurement
Centralized: Rules are
Existing

centralized across the enterprise.

How does IT maintain control of
changes to business processes?
18 How does IT maintain control of
changes to business processes?
Organizational
No controls: Business rules are
ad-hoc and spread across
multiple systems.
No controls: Business rules are
ad-hoc and spread across
Limited Auditing: IT has limited
visibility and ensuring proper
governance is a constant
challenge.
Limited Auditing: IT has limited
visibility and ensuring proper
Controlled: Change is limited
based on availability of IT
resources, meaning required
while ensuring proper
governance and visibility for IT.
Controlled: Change is limited
based on availability of IT
Business users can make real
time changes to policies without
IT resources, while ensuring
proper governance and visibility
for IT.
Centralized: Rules are
centralized across the enterprise.

multiple systems. governance is a constant resources, meaning required Business users can make real
challenge. while ensuring proper time changes to policies without
Final

governance and visibility for IT. IT resources, while ensuring

proper governance and visibility
for IT.

Process 19
Governance
Existing

No, the company is too early in

its understanding of BPM to
Is your company following an follow an industry-accepted Currently investigating an Yes, the company is using an
industry-accepted process process improvement industry-accepted process industry-accepted process
improvement methodology? methodology. improvement methodology. improvement methodology.

5 of48 12/23/2009
 Process 19 Is your company following an No, the company is too early in Currently investigating an Yes, the company is using an
methodology industry-accepted process its understanding of BPM to industry-accepted process industry-accepted process
improvement methodology like Six follow an industry-accepted improvement methodology. improvement methodology.
Sigma, TQM, or LEAN? process improvement
methodology.

Final
INNOVATE 20

Existing Has your company considered Investigating. The company has

optimizing processes that span
trading partners, customers or
third parties?
Innovate 20 Has your company considered
Process complexity
No, company is too early in its begun to involve customers,
understanding of BPM to partners and other third parties in
consider external processes. process improvements.
No, company is too early in its Investigating. The company has

optimizing processes that span understanding of BPM to begun to involve customers,

trading partners, customers or consider external processes. partners and other third parties in
third parties? process improvements.
Final

External process 21
focus
Existing

To what degree has your company Targeted investment. Company

invested in a Service Oriented has committed resources to
Architecture to support your service-enabling certain key
business processes? No investment. processes
21 To what degree has your company No investment. Targeted investment: Company
invested in a Service Oriented has committed resources to
Technology

Architecture to support your service-enabling certain key

Final

business processes? processes

SOA-enabled 22
processes
Existing

Only tangentially. Team

incentives and individual
No. Process improvements are performance benchmarks are Occasionally. In order to reach
independent of any team easier to reach when team goals or performance
Are teams measured based on the incentives or individual improvements are made in benchmarks, some teams must
productivity of their processes? performance reviews. underlying process. make process improvements.
22 Are teams measured based on the No: Process improvements are Only tangentially: Team Occasionally: In order to reach
productivity of their processes? independent of any team incentives and individual team goals or performance
Organizational

incentives or individual performance benchmarks are benchmarks, some teams must

performance reviews. easier to reach when make process improvements.
Final

improvements are made in

underlying process.

Goal-driven 23
organization
Existing

Change is desired but little Sporadically: Competition has Strategic Priority: Enterprise has
Which best describes your coordination exists to execute forced innovation within specific a commitment and a plan in
company's ability to innovate? new ideas. lines of business. place for consistent innovation.

6 of48 12/23/2009
 Innovative 23 Which best describes your Change is desired but little Sporadically: Competition has Strategic Priority: Enterprise
organization company's ability to innovate? coordination exists to execute forced innovation within specific has a commitment and a plan in

Final
new ideas. lines of business. place for consistent innovation.

7 of48 12/23/2009
 5 0

Open

8 of48 12/23/2009
A Center of Process
Excellence (COE) has the
funding and cross-functional
membership to establish and
document best practices across
the entire Enterprise. Don't know/Other
A Center of Excellence (CoE) Don't know/Other
has the funding and cross-
functional membership to
establish and document best
practices across the entire
Enterprise.

Standard shared process

models. Organization has
standardized on a common tool
for modeling, institutionalized
training and expertise and
established a technical
competency center for sharing
best practices . Don't know/Other
Standard shared process Don't know/Other
models: Organization has
standardized on a common tool
for modeling, with
institutionalized training and
expertise.

Always. Senior Management has

committed to documenting
processes across the enterprise,
partners, customers and other
parties using a common BPMS.
Don't know/Other

9 of48 12/23/2009
Always: Senior Management Don't know/Other
has committed to documenting
processes across the enterprise,
partners, customers and other
parties using a common BPMS
and following established best
practices and methodologies.

Proactively, real-time monitoring

of Key Performance Indicators
(KPIs) forms the basis for
continual optimization through
ongoing simulation. Don't
know/Other
Proactively, real-time monitoring Don't know/Other
of KPIs (Key Performance
Indicators) forms the basis for
continual optimization through
ongoing simulation.

LOB process owners: Each

line-of-business has a process
owner who is goaled and
measured based on process
improvements. Don't know/Other
Team with executive mandate: Don't know/Other
A team composed of both
Business and IT has an
enterprise-wide mandate to
identify and target processes
priorities.

Dedicated and measured. IT

organization has dedicated
business analysts to liaise with
process owners from lines-of-
business and work jointly on
process improvement projects.
Don't know/Other
Dedicated and measured. IT Don't know/Other
organization has dedicated
business analysts to liaise with
process owners from lines-of-
business and work jointly on
process improvement projects.

Enterprise-wide process
project(s).Don't know/Other

10 of48 12/23/2009
Enterprise-wide projects. Don't know/Other

BPMS. Organization has

standardized on BPMS system
for process deployment and
execution. Don't know/Other
BPMS: Organization has Don't know/Other
standardized on BPMS system
for process deployment and
execution.

Yes, the organization is focused

on automating predictable or
routine human activities and
system interchanges. Don't know/Other
Yes, the organization is focused Don't know/Other
on automating predictable or
routine human activities and
system interchanges.

Almost always. Both business

and IT use the same standard
tools in concert to collaborate on
process improvement projects
throughout the project lifecycle.
Project methodology follows
iterative development practices,
including staffing, iterations,
simulations, prototypes, testing Project metDon't
and more. know/Other
Almost always: Both business Don't know/Other
and IT use the same standard
tools in concert to collaborate on
process improvement projects
throughout the project lifecycle.

Commonly. Organization
regularly creates reusable
optimized sub-processes to
incorporate into larger processes
throughout the enterprise. Don't know/Other

11 of48 12/23/2009
Commonly: Organization Don't know/Other
regularly creates reusable
optimized subprocesses to
incorporate into larger processes
throughout the enterprise.

Commonly. Organization has

standardized on a BPMS that
offers a repository of templates
for reusing process objects or
entire processes. Don't know/Other
Commonly: Organization has Don't know/Other
standardized on a BPMS that
offers a repository of templates
for reusing process objects or
entire processes.

A continual cycle of process

improvement includes constant
process measurement against
Key Performance Indicators
(KPIs). Don't know/Other
A continual cycle of process Don't know/Other
improvement includes constant
process measurement against
Key Performance Indicators
(KPIs).

Optimal: Organization has

established a BPM Center of
Excellence (CoE) with cross-
functional business, IT and
executive representation to guide
the business on how to achieve
process improvements.
Optimal: Organization has Don't know/Other
established a BPM Center of
Excellence (CoE) with cross-
functional business, IT and
executive representation to guide
the business on how to achieve
process improvements.

Yes, the organization follows an

industry-accepted process
improvement methodology, like
Six Sigma or Lean, or culls best
practices from multiple
methodologies. Methodology is
enforced by the BPM Center of
Excellence Don't know/Other

12 of48 12/23/2009
Yes, the organization follows an Don't know/Other
industry-accepted process
improvement methodology, like
Six Sigma or Lean, or culls best
practices from multiple
methodologies. Methodology is
enforced by the BPM Center of
Excellence.

Yes, the organization prioritizes

processes focused on trading
partners and customers, and
regularly integrates external
activities into process
improvement projects. Don't know/Other
Yes, the organization prioritizes Don't know/Other
processes focused on trading
partners and customers, and
regularly integrates external
activities into process
improvement projects.

Strong commitment. IT heavily

invests in SOA-related
technologies to manage services
and even whole processes for
reuse, governance and
auditability. Don't know/Other
Strong commitment: IT heavily Don't know/Other
invests in SOA-related
technologies to manage services
and even whole processes for
reuse, governance and
auditability.

Almost Always. The majority of

the organization is goaled on
making process improvements
and process measurement is
commonly part of individual and
team performance reviews. Don't know/Other
Almost Always: The majority of Don't know/Other
the organization is goaled on
making process improvements
and process measurement is
commonly part of individual and
team performance reviews.

Rapid Innovation: Company is a

thought leader, and IT spending
supports rapid delivery of
automated processes. Don't know/Other

13 of48 12/23/2009
Rapid Innovation: Company is a Don't know/Other
thought leader, and IT spending
supports rapid delivery of
automated processes.

14 of48 12/23/2009
 Answer Number
Question 1 2 3 4 5 0
Demographics 1 Generally classify your role: Project/program function IT function developer, application Business function (functional Executive function
(program management, project developer, lead, IT analyst, analyst, business analyst,
management, business practice development manager) management)
consultant, etc.)

2 Have you already purchased a BPM Yes (drop-down list from "BPM Currently evaluating (same drop- Just researching options
solution? competitors" Tab) down list).
3 What are your goals for this Self-education and research Evaluation of options for a Determining best practices for As a mechanism to convince
assessment? specific project process improvements. others within my
department/company of the
importance of BPM
4 How would you rate your Few in my company are familiar My company is just beginning to My company has adopted BPM There's strong BPM knowledge My company is continually
company’s familiarity with Business with BPM. learn about BPM. in specific departments; BPM throughout company. measuring and optimizing all of
Process Management (BPM)? knowledge is strong in some its processes using BPM.
teams, but weak in others.

5 What are your goals for Business Not a priority Important Very Important
Process Management?

Simplify existing processes

Improve Accuracy and predictability
of processes
Increase Transparency/Visibility into
processes

Promote Business and IT alignment

Establish greater governance and

compliance
Improve Customer Service
ANALYZE
Analyze Process aware 6 Pick the scenario that best Individualistic: Motivation to just Limited management: Structured, but siloed: A Center of Excellence (CoE) Don't know/Other
Process complexity

describes your company
"get the job done" makes people
"step up to the challenge." Even
as such, deliverables will often
"fall through the cracks" and
bottlenecks are common.
Processes are defined because
people have been working
together for a long time.
Bottlenecks are occasional, but
escalating to the right manager
can sometimes clear out the
roadblocks.
Processes are measured and has the funding and cross-
monitored. Training in systems, functional membership to
products and procedures is more establish and document best
common than not. However, practices across the entire
cross-team collaboration is rare. Enterprise.

Process modeling 7 Currently, how does your company Whiteboard, or not at all: If Occasionally Visio: A few Visio is standard: The regular, Standard BPM tools: At the Standard shared process Don't know/Other
graphically model its business processes are modeled, they are processes have been modeled established procedure department level, IT and models. Organization has
processes? sketched out in steps on a using desktop tools such as throughout the company is to use business users work together on standardized on a common tool
whiteboard or in a document. Microsoft Visio. Visio to model processes. standard modeling tools for modeling, with
(Lombardi, AquaLogic BPM, institutionalized training and
ARIS, or UML tools). expertise.

Process documentation 8 Are your business processes Almost Never. The organization Occasionally. A few business Commonly. Most critical Always. Senior Management has Don't know/Other
documented? has documented very few of its processes have been functions have been committed to documenting
business processes. documented, particularly for high documented, including all human processes across the enterprise,
Technology

turnover processes. and process steps in a specific partners, customers and other
process flow. parties using a common BPMS
and following established best
practices and methodologies.

Process simulation 9 How are changes made to
specific business processes?
Chaotically, business processes
are mostly static; to whatever
extent that change occurs, it is
unmanaged.
Casually, for example, writing
the process steps on a
whiteboard and validating the
diagram with the process
owner(s).
Repetitivly, such as using a
requirements document,
functional design, or other
documented use case validation.
Programatically, such as using
simulation to validate
documented requirements and
graphical models and identify
bottlenecks.
Proactively, real-time monitoring Don't know/Other
of KPIs (Key Performance
Indicators) forms the basis for
continual optimization through
ongoing simulation.

Process owners 10 Who identifies which processes No one. Business processes are A manager. Teams with strong Evangelist: A specific individual LOB process owners: Each Team with executive mandate: Don't know/Other
need to be improved? static, or changes are made by managers will identify sub- is tasked with identifying line-of-business has a process A team composed of both
individuals acting on their own optimal processes and begin to candidate processes. owner who is goaled and Business and IT has an
initiative. document and/or model those measured based on process enterprise-wide mandate to
processes. improvements. identify and target processes
Organizational

priorities.
 Organizational
Process coordinators 11 Does IT have a dedicated staff to Impossible. Individuals need to Ad-Hoc. Once approved and Semi-Structured. Specific IT Dedicated and measured. IT Don't know/Other
implement changes to business beg, plead and borrow to get IT funded, changes to any business staff are assigned to regularly organization has dedicated
processes? resources to make changes. process get staffed like any other liaise with business managers. business analysts to liaise with
IT project. process owners from lines-of-
business and work jointly on
process improvement projects.

ORCHESTRATE
Process complexity
Orchestrate Interdepartmental 12 Describe the scope of your current No processes targeted. Small pilot project. Many processes within a Enterprise-wide projects. Don't know/Other
processes or planned BPM project(s). department or line-of-project.

Process execution 13 Does your company use a Very little. Either process Some first-generation workflow, Investigating BPMS. Investment BPMS. Organization has Don't know/Other
standard technology (or set of improvement is not a priority, or rules, or document management in Business Process standardized on BPMS system
technologies) to implement changes no decision has been made to solutions exist. Management technologies (like for process deployment and
to business processes? invest in technologies to improve Business Process Management execution.
Technology

business processes. Suites) is just beginning.

Process 14 Is it common for your organization All manual. Automation of In some cases the organization Yes, the organization is focused Don't know/Other
automation to automate routine or predictable human tasks is fairly rare or has automated routine functions on automating predictable or
activities? nonexistent, no matter how and reduced mindless, repetitive routine human activities and
routine, repetitive, redundant, functions. system interchanges.
costly or predictable.

IT/Business 15 Do IT and business process owners No meaningful collaboration A little. Business develops For the most part, business Almost always. Both business Don't know/Other
Organizational

Collaboration generally collaborate on projects? exists between IT development requirements, which they then develops requirements and and IT use the same standard
teams and process owners. hand off to IT. iterates with IT in the design. tools in concert to collaborate on
process improvement projects
throughout the project lifecycle.

OPTIMIZE
Technology Process complexity

Optimize Interprocess 16 How common is it for one Almost never. Processes are A little. There has been some Commonly. Organization Don't know/Other
linking and reuse department to share, link and not formalized enough to be reuse and interlinking of regularly creates reusable
reuse processes with another shared or interlinked. processes between two optimized subprocesses to
department? departments. incorporate into larger processes
throughout the enterprise.

Process templates 17 Does your organization use
templates for designing business
processes?
Almost never. Processes are
not formalized enough to be
templated.
A little. There has been some Commonly. Organization has Don't know/Other
development and use of process standardized on a BPMS that
templates. offers a repository of templates
for reusing process objects or
entire processes.

Process 18 In general, how does your company No reporting. Some data is manually Historical reporting tools (such Business Activity Monitoring A continual cycle of process Don't know/Other
measurement measure its performance on captured into excel or other as Cognos, Seibel analytics, (BAM) dashboards provide real- improvement includes constant
business processes? desktop software. Hyperion, Business Objects etc.) time data alongside the standard process measurement against
provide some process analysis historical reporting tools common Key Performance Indicators
data. throughout the Enterprise. (KPIs).

Process 19 How does IT maintain control of No controls: Business rules are Limited Auditing: IT has limited Controlled: Change is limited Centralized: Rules are Optimal: Organization has Don't know/Other
Organizational

Governance changes to business processes? ad-hoc and spread across visibility and ensuring proper based on availability of IT centralized across the enterprise. established a BPM Center of
multiple systems. governance is a constant resources to ensure proper Business users can make real Excellence (CoE) with cross-
challenge. governance and visibility for IT. time changes to policies without functional business, IT and
IT resources, while ensuring executive representation to guide
proper governance and visibility the business on how to achieve
for IT. process improvements.

Process 20 Is your company following an No, the company is too early in Currently investigating an Yes, the company is using an Yes, the organization follows an Don't know/Other
methodology industry-accepted process its understanding of BPM to industry-accepted process industry-accepted process industry-accepted process
improvement methodology like Six follow an industry-accepted improvement methodology. improvement methodology. improvement methodology, like
Sigma, TQM, or LEAN? process improvement Six Sigma or Lean, or culls best
methodology. practices from multiple
methodologies. Methodology is
enforced by the BPM Center of
Excellence.
 INNOVATE

Technology Process complexity

Innovate External process 21 Has your company considered No, company is too early in its Investigating. The company has Yes, the organization prioritizes Don't know/Other
focus optimizing processes that span understanding of BPM to begun to involve customers, processes focused on trading
trading partners, customers or consider external processes. partners and other third parties in partners and customers, and
third parties? process improvements. regularly integrates external
activities into process
improvement projects.

SOA-enabled 22 To what degree has your company No investment. Targeted investment. Company Strong commitment. IT heavily Don't know/Other
processes invested in a Service Oriented has committed resources to invests in SOA-related
Architecture to support your service-enabling certain key technologies to manage services
business processes? processes and even whole processes for
reuse, governance and
auditability.

Goal-driven 23 Are teams measured based on the No. Process improvements are Only tangentially. Team Occasionally. In order to reach Almost Always. The majority of Don't know/Other
Organizational

organization productivity of their processes? independent of any team
incentives or individual
performance reviews.
incentives and individual
performance benchmarks are
easier to reach when
improvements are made in
underlying process.
team goals or performance the organization is goaled on
benchmarks, some teams must making process improvements
make process improvements. and process measurement is
commonly part of individual and
team performance reviews.

Innovative 24 Which best describes your Change is desired but little Sporadically: Competition has Strategic Priority: Enterprise Rapid Innovation: Company is a Don't know/Other
organization company's ability to innovate? coordination exists to execute forced innovation within specific has a commitment and a plan in thought leader, and IT spending
new ideas. lines of business. place for consistent innovation. supports rapid delivery of
automated processes.
 Actions-Bus Impact
None Ad Hoc LOB Enterprise
1 2 3 4
Analyze
4 Consider improving one or more high-profile processes which could render significant benefits.
Not possible

5 Consider increasing the effort spent documenting and analyzing your existing processes, even
beyond the key processes that may already have been addressed. Not possible

6 Consider standardizing on a specific BPM suite for modeling processes.

7 Consider the value of simulating existing processes and proposed changes as a way to measure Consider developing Key
Actions to Consider

effectiveness and identify process bottlenecks. Performance Indicators for

critical key processes to use as a
basis for continual optimization.

8 Consider staffing a specific role to identify problematic processes. Consider empowering roles
within each line of business and
measuring them on process
improvements within their
organization.
Consider obtaining an executive
mandate for a team composed
of both business and IT to
identify and target processes
priorities across the enterprise.

9 Consider staffing a team within IT to regularly resolve business Consider adding business
process issues. analysts to IT for the sole
Not possible
purpose of working on process
improvements.
Well documented processes can reduce employee training costs.

Visibility into processes enables better compliance with regulations such as with Sarbanes Oxley or the U.S. Patriot Act.

Identifying the sources of errors and bottlenecks can significantly reduce the costs of executing business processes.
Business Impact

Identifying best practice processes can reduce the effort and costs needed to complete common or important work.

Reuse of common design patterns across multiple projects can enable faster time-to-delivery at lower cost.

Establishing an appropriate staffing structure to quickly identify and prioritize process improvements can provide significant and immediate returns on investment.

Eliminating redundant processes and applications can reduce costs in system maintenance and management.

Printed 12/23/2009
 Actions-Bus Impact
None Ad Hoc LOB Enterprise
1 2 3 4
Orchestrate
10 Consider identifying a pilot project Consider systematically Consider prioritizing cross-
that spans multiple processes or improving several processes department or divisional
departments. within a single department or processes using BPM. These BPM
Not possible
division. projects can be complex, but
much higher-impact.

11 Investigating using a BPM suite for more effective process Consider standardizing on a BPM
Actions to Consider

deployment and execution. suite for more effective process

deployment and execution. Not possible

12 Consider automating routine, Use the success of your existing

repetitive or costly processes. automated examples to increase
automation throughout the
Not possible company and to more effectively Not possible
handle exceptions.

13 Consider requiring business process owners and IT developers to use the same standard tools to
collaborate and iterate on process improvement projects. Not possible

The value obtained through process improvement typically multiplies when process improvements span organizational and divisional boundaries.

Automated processes can reduce redundant work, improve customer service and reduce costs - providing a significant return on investment.
Business Impact

Teams can usually build and deploy processes much faster when they effectively collaborate using a single, standardized BPMS for supporting both human-intensive
and system-intensive processes.

Easy-to-use BPM and business process reporting tools can empower the line of business to drive change and achieve new levels of agility.

Process audits and process measurements can significantly improve overall accountability, thus improving customer service and meeting Service Level Agreements
(SLAs).

Improved exception handling can significantly improve time-to-resolution and identify any dropped hand-offs between departments or divisions.

Printed 12/23/2009
 Actions-Bus Impact
None Ad Hoc LOB Enterprise
1 2 3 4
Optimize

14 Consider creating a repository of reusable processes, processes components, and integration

connectors, enabling IT to build new processes faster and easier. Not possible

15 Consider creating a repository of process templates to let business users share best practices and
pave a faster path to success. Not possible

16 Consider investing in business Consider deploying business activity monitoring dashboards in Consider employing a continual
Actions to Consider

analytics tools, such as Cognos, cases where real-time monitoring of business activity could cycle of process improvement
Hyperion or Business Objects. increase management efficiency. including constant process
measurement against Key
Performance Indicators.

17 Consider enabling business users to make real time changes to policies without IT resources. Consider establishing a BPM
Center of Excellence (CoE) with
cross-functional business, IT and
executive representation to
prioritize process improvement
projects and pool best practices.

18 Consider using a process Consider deploying and standardizing on an industry-accepted process improvement methodology,
improvement methodology, such such as Six Sigma, Total Quality Management (TQM) or Lean Manufacturing.
as Six Sigma, Total Quality
Management (TQM) or Lean
Manufacturing.

Reusable templates and process objects can significantly reduce the time it takes to improve processes or deploy new processes using BPM.
Business Impact

Seamless synchronization and a real-time feedback loop between business users and IT ensures applications are built right the first time, saving time and money.

Using an industry-accepted BPM methodology, your company can realize the BPM best practices others learned through experience, also saving time and money.

Effective process metrics can proactively alert management to bottlenecks and break downs, thus improving responsiveness to business-critical issues, allowing for
better customer service, product development or implementation of strategic initiatives.

Printed 12/23/2009
 Actions-Bus Impact
None Ad Hoc LOB Enterprise
1 2 3 4
Innovate
19 When working on internal process Consider involving partners,
improvement projects, consider suppliers and customers in
addressing partner, supplier or business process improvement Not possible Not possible
customer touch points. projects.
Actions to Consider

20 Consider using Service Oriented Architecture to manage, reuse and

govern process components. Not possible Not possible

21 Consider making process improvements a common part of individual and team performance reviews.
Not possible

22 Identify ways in which BPM might increase your company's ability to improve employee productivity, improve customer service, react
to change, or grow revenue.

Improve the chance of dominating your customers by using process improvements to change the game.

Achieve greater business agility and ability to capitalize on new opportunities.

Decrease chance of business failure or loss through better visibility into current operations.
Business Impact

Grow current market through streamlined processes.

Establish industry leadership gains that clearly separate your company from competitors.

Decrease costs through automated, finely tuned process management.

Secure greater customer satisfaction through better exception handling and visibility into Key Performance Indicators.

Decrease operating costs and improve employee productivity through process improvements.

Printed 12/23/2009
 Actions-Bus Impact
Innovative
5

Promote successes to foster a

continual cycle of process
improvement through analysis,
orchestration, optimization and
innovation.

cant and immediate returns on investment.

Printed 12/23/2009
 Actions-Bus Impact
Innovative
5

Use metrics, such as

productivity gains or returns on
investments, to demonstrate
success and secure ongoing
funding and focus on process
improvements.

nd divisional boundaries.

eturn on investment.

d BPMS for supporting both human-intensive

ew levels of agility.

vice and meeting Service Level Agreements

between departments or divisions.

Printed 12/23/2009
 Actions-Bus Impact
Innovative
5

Sustain commitment to
continuous process
improvement and change.
Ensure ongoing availability of
staff and resources. Advertise
successes.

rocesses using BPM.

ght the first time, saving time and money.

experience, also saving time and money.

ness to business-critical issues, allowing for

Printed 12/23/2009
 Actions-Bus Impact
Innovative
5

Lock in satisfied customers,

higher revenues, and/or lower
cost structures by sustaining the
commitment to continuous
process improvement. Ensure
ongoing availability of staff and
resources by demonstrating the
value of process improvement
across partners and customers.

Printed 12/23/2009
 Top
# Question Possible scores score Category
1 Generally classify your role: 1 2 3 4 4 Demographics
2 Have you already purchased a BPM solution? 1 2 3 3 Demographics
3 What are your goals for this assessment?
How would you rate your company’s familiarity with Business
4 Process Management (BPM)? 1 2 3 4 4 Demographics

5 What are your goals for Business Process Management? Demographics

Simplify existing processes 1 2 3 3 Demographics
Improve Accuracy and predictability of processes 1 2 3 3 Demographics
Increase Transparency/Visibility into processes 1 2 3 3 Demographics
Promote Business and IT alignment 1 2 3 3 Demographics
Establish greater governance and compliance 1 2 3 3 Demographics
Improve Customer Service 1 2 3 3 Demographics

New Scoring
6 Pick the scenario that best describes your company 0 1 2 3 5 5 Analyze 70% 24% 5% 1%
Currently, how does your company graphically model its business Example: An aggregate score of 17
7 processes? 0 1 2 3 4 5 5 Analyze None Ad Hoc LOB Enterprise Innovative Example: We believe 70% of the
in Analyze will render the text for
new survey takers will score no
Nrmlized Nrmlized Nrmlized Nrmlized Nrmlized "LOB adoption" in the Analyze
better than 12 on orchestrate.
8 Are your business processes documented? 0 1 2 3 5 5 Analyze Domain Range of Raw score Break Range of Raw score Break Range of Raw score Break Range of Raw score Break Range of Raw score Break section.

9 How are changes made to specific business processes? 0 1 2 3 4 5 5 Analyze Analyze 0 8 27 9 14 47 15 17 57 18 23 77 24 30 100
10 Who identifies which processes need to be improved? 0 1 2 3 4 5 5 Analyze Orchestrate 0 7 35 8 12 60 13 15 75 16 18 90 19 20 100
Does IT have a dedicated staff to implement changes to business
11 processes? 0 1 2 3 5 5 Analyze Optimize 0 8 32 9 14 56 15 16 64 17 22 88 23 25 100 Example: A normalized score 70 in
Innovate 0 5 25 6 10 50 11 15 75 16 18 90 19 20 100 optimize would render the text for
"Enterprise." Note that 70 exceeds
the 64 break point for LOB but does
12 Describe the scope of your current or planned BPM project(s). 0 1 2 3 5 5 Orchestrate not exceed the 88 break point for
Does your company use a standard technology (or set of Enteprise.
13 technologies) to implement
Is it common for changes
your organization to to businessroutine
automate processes?
or predictable 0 1 2 3 5 5 Orchestrate
14 activities? 0 3 5 5 Orchestrate
Do IT and business process owners generally collaborate on "average" calculations,
15 projects? 0 1 2 3 5 5 Orchestrate until we have critical
Domain Normalizing factor mass
How common is it for one department to share, link and reuse
16 processes with another department? 0 1 3 5 5 Optimize raw score normalized
Does your organization use templates for designing business
11 37
17 processes? 0 1 2 5 5 Optimize Analyze 3.33
In general, how does your company measure its performance on
10 48
18 business processes? 0 1 2 3 4 5 5 Optimize Orchestrate 5
11 44
19 How does IT maintain control of changes to business processes? 0 1 2 3 4 5 5 Optimize Optimize 4

Is your company following an industry-accepted process 8 38

20 improvement methodology like Six Sigma, TQM, or LEAN? 0 1 2 4 5 5 Optimize Innovate 5

Has your company considered optimizing processes that span

21 trading partners, customers or third parties? 0 1 2 5 5 Innovate

To what degree has your company invested in a Service Oriented

22 Architecture to support your business processes? 0 1 2 5 5 Innovate

23 Are teams measured based on the productivity of their processes? 0 1 2 3 5 5 Innovate Previous survey bucketed into these percentages
Raw Raw Example: Previous
24 Which best describes your company's ability to innovate? 0 1 2 3 4 5 5 Innovate Minimum 70% 24% 5% 1% Maximum Example: 70% of the
survey score of 19 in
Domain None Ad Hoc LOB Enterprise Innovative previous respondents
Analyze would result in
scored no better than 17
Analyze 5 8 9 14 15 17 18 23 24 25 "Enterprise" for that
in orchestrate
Orchestrate 6 9 10 17 18 20 21 21 22 28 category.
Optimize 6 8 9 17 18 23 24 25 26 29
Innovate 2 5 6 7 8 8 9 9 10 10

"peer group" calculations

70% 24% 5% 1%
Domain Normalizing factor None Ad Hoc LOB Enterprise Innovative
raw score normalized raw score normalized raw score normalized raw score normalized raw score normalized
Analyze 3.33 8 27 11 37 16 52 20 67 24 78
Orchestrate 5 7 35 10 48 15 75 17 83 19 95
Optimize 4 8 32 11 44 16 64 19 76 23 90
Innovate 5 5 25 8 38 15 75 17 83 19 95
 Fred - Citigroup

e
or
e

tic
or

Sc
n

ac
ai

Sc

e
om

Pr
ag
ur

st
D

er
Yo

Be
Av
Analyzing 70 37 100
Orchestrating 100 48 100
Optimizing 96 44 100
Innovating 65 38 100

100
100 100 100 100 100
96

80

70
Your Score
65
60
Average Score
Best Practice
48
40 44
37 38

20

0
Analyzing Orchestrating Optimizing Innovating

Analyzing
100
100

80

70
60

40
37

20

0
Your Score Average Score Best Practice
 70
60

40
37

20

0
Your Score Average Score Best Practice

Orchistrating

100
100 100

80

60

48
40

20

0
Your Score Average Score Best Practice

Optomizing

100
100
96

80

60

40 44

20

0
Your Score Average Score Best Practice

Innovating
100
100

80

60 65

40
38

20

0
Your Score Average Score Best Practice
 100

Your Score
65
Average Score
Best Practice

38

Innovating
Company Profile 1: Little-to-No BPM
Analyze

Orchestrate

Optimize

Innovate

Company Profile 2: Ad-hoc Departmental BPM

Analyze

Orchestrate

Optimize

Innovate

Company Profile 3: Coordinated Line of Business BPM

Analyze

Orchestrate

33 of 48 printed12/23/2009
Optimize

Innovate

Company Profile 4: Enterprise-Wide BPM

Analyze

Orchestrate

Optimize

Innovate

Company Profile 5: Internal and External BPM Innovation

Analyze

34 of 48 printed12/23/2009
Orchestrate

Optimize

Innovate

35 of 48 printed12/23/2009
pany Profile 1: Little-to-No BPM
Little Awareness, Analysis or Documentation: Processes are likely ill-defined and inefficient, perhaps
leading to costly rework or time lost. Organization is not yet cognizant of the issue, and thus has not yet
focused groups or individuals on identifying problems or solutions.

Little Process Coordination and Automation: Manual processes mean IT and business are
disorganized and occasionally in conflict. Personnel training is complicated, usually involving significant
mentoring from individuals who know the systems and processes, since there is little documentation.
Exception handling is hap-hazard and can overwhelm the systems and personnel. If there is an
investment in improving a process, the change is usually piecemeal and reactive; downstream effects
aren't usually thought-through or communicated.

Little-to-No Optimization: Process effectiveness is rarely measured. Since there has not been an
investment in process repositories, process templates or Service Oriented Architecture components, IT
has few reusable resources.

Little Motivation to Innovate with BPM: Business is not using BPM in a significant way to expand
business, grow revenue or cut costs. No funding or organization is assigned to formally drive innovation
through process improvement techniques.

pany Profile 2: Ad-hoc Departmental BPM

Limited Documentation and Analysis: Some processes may be defined, documented and modeled.
The business has dedicated some process-related resources, likely to a BPM pilot project for a specific
department or strategic process.

Minimal Process Coordination and Automation: Some business processes are defined and
documented, but very few are automated. Non-standard systems and methodologies in a manual
process environment likely means IT and business have difficulty collaborating and agreeing on critical
improvements. Exception-handling is likely very reactive and dependant on "heroes" within the
organization.

Ad-hoc Process Optimization: Processes are only reviewed, analyzed and modified as problems arise.
If process success metrics are available, they must be manually prepared in a program like Excel.

Early State of Change: Innovation is cultivated in some departments, but broad support for innovation
using BPM is limited. Business lacks the focus, funding, or ability to effectively create change using
business process innovation.

pany Profile 3: Coordinated Line of Business BPM

Moderate Process Visibility and Documentation: Awareness has led to appropriate staffing and
prioritization. As a result, many processes are defined, documented, and modeled; some business
processes are measured and simulated.

Extending Process Coordination and Automation: Business and IT effectively collaborate to model,
manage and monitor processes. Automation of critical processes is becoming commonplace in
departments or divisions. Management defines and watches key performance indicators driven by BPM
execution and automation.

36 of 48 printed12/23/2009
 Department-Level Optimization: Some processes are simulated, reviewed and optimized. Some
process reporting is available, typically through standardized reporting tools such as Cognos, Siebel
Analytics or other similar tools. Business process changes are becoming easier to make and have
increased governance resulting in better downstream change management.

Moderate Interest in BPM Innovation: Strategic goals include BPM projects focused on cutting costs or
increasing revenue. Business and IT headcount are dedicated to working on process improvement
opportunities for specific line of business needs. Commitment to innovating using BPM varies widely
across the organization.

pany Profile 4: Enterprise-Wide BPM

Effective Process Analysis and Documentation: Many critical processes are properly documented,
reviewed, simulated, and updated regularly by both business and IT. Process modeling, simulation and
documentation technologies are in place to assist dedicated teams and individuals. Project success is
measured through key performance indicators.

Effective Process Coordination and Automation: Processes are modeled and measured using a
company-standard BPM tool integrated with legacy and backend systems, likely using a SOA framework
of reusable components. IT and business managers are able to collaborate on process improvement
projects using a shared set of process tools. All critical processes are properly documented, reviewed,
simulated and updated regularly. Management defines and watches Key Performance Indicators (KPI’s),
and nearly all exceptions are effectively addressed, measured, and tracked.

Proactive Optimization: IT and business groups are working together to provide real-time reporting on
process results, potentially through Business Activity Monitoring (BAM) dashboards. Process changes
are planned, supported and relatively easy to make. Process changes are simulated and governance is
in place to ensure that effects of process changes are managed appropriately.

Increasing Innovation Through BPM: Business process improvement projects are aligned to strategic
initiatives. A specific group has responsibility for driving business process improvements across the
organization to maximize competitive differentiators. Business and IT are aligned on need to realize
innovation through the effective use of BPM.

pany Profile 5: Internal and External BPM Innovation

Visible, Standardized, and Documented Processes: Company is very "process aware," with staffing in
place and a single, standardized BPM tool coordinating processes within the business and those that
touch customers, partners or suppliers. Almost all processes are reviewed, simulated and updated
regularly. Real-time monitoring of Key Performance Indicators forms the basis for continual analysis and
optimization.

37 of 48 printed12/23/2009
Effective Process Coordination and Automation: Processes are modeled and measured using a
company-standard BPM tool integrated with legacy and backend systems, likely using a SOA framework
of reusable components. IT and business managers are able to collaborate on process improvement
projects using a shared set of process tools. All critical processes are properly documented, reviewed,
simulated and updated regularly. Management defines and watches Key Performance Indicators (KPI’s),
and nearly all exceptions are effectively addressed, measured, and tracked.

Enterprise Commitment to Proactive Optimization: A Center of Excellence keeps the organization

following an industry-accepted process improvement methodology, like Six Sigma or Lean, with cross-
functional representation from executives, line of business managers, and IT. A standard BPM suite
(BPMS) offers a repository of templates and reusable process objects for faster modeling of processes.
Business Activity Monitoring (BAM) dashboards provide alert mechanisms and actionable information
providing for a continual cycle of process improvement.

Intense Commitment to Innovation Through BPM: Company relies on BPM to enable rapid innovation
and “game changing" moves. Business, IT and senior management are committed to the use of Key
Performance Indicators to measure processes. Process improvements are commonly a part of individual
and team performance reviews. The organizational direction and strategy relies on innovating with
business processes.

38 of 48 printed12/23/2009
Domain Domain Definition Report Content
Little-to-No BPM Adoption
Get started
75%
Summary Limited Documentation and
Analysis: Processes are ill-defined,
little to no documentation exists,
evangelist may exist but with limited
authority, the business has not
dedicated funding and or interest to
the project, business process
modeling is manual.
Documented, defined
processes, reviewed, Action
Analyze
simulated and updated
regularly.
Reduce training costs by having
documented processes available.
Simplify business processes to
reduce costs and errors.
Business Impact
Ad-hoc Departmental
Adoption
Limited Documentation and
Analysis: Processes ill-defined,
little to no documentation exists,
evangelist may exist but with limited
authority, the business has
dedicated limited funding and
interest to the project, business
process modeling is manual.
(prev +) Identification of "best
practice" process for a particular
service for more efficient process
flow.
Company Profile
Coordinated Line of Enterprise-Wide
Business Adoption Deployment
Standardize Grow and Experience
20% 4%
Siloed Documentation: Processes Standardization of Process
are identified by project, some Documentation: Processes defined
interdepartmental processes exist, in single, standardized tool, used for
stronger BPM business drivers exist. business execution and best
But funding is still limited and practices.
restricted to specific projects.
Dynamcially driven from answer choices
(Prev +) Reduced costs of (Prev +) Establish structure to
redundant process tools in each line quickly identify and prioritize new
of business, or multiple systems. opportunities to increase revenue
Reuse common design patterns and/or reduce costs.
across multiple projects for faster
time-to-delivery and lower cost.
 Domain Domain Definition Report Content Company Profile

Little-to-No BPM Adoption Ad-hoc Departmental Coordinated Line of Enterprise-Wide

Adoption Business Adoption Deployment

Little Control or Governance: Minimal control or governance: Business can effectively manage Roles are defined across enterprise.
Process may be documented but in Process may be documented but in and monitor processes. Controls Processes are integrated with
a manual form, difficult for IT and a manual form, difficult for IT and and governance defined and used, legacy and backend systems using
business to collaborate due to business to collaborate due to roles in process are identified and and SOA framework of reusable
manual nature of processes, roles in manual nature of processes, roles in referenced to organization structure, components. Enterprise integration
the organization are loosely defined. the organization are loosely defined. key processes are automated and strategy allows for the broader
Summary Exception handling is hap-hazard integrated in a “point-to-point” application of governance and
and can sometimes fashion, business a control. Management is invo

Action Dynamcially driven from answer choices

Process definitions in
production. BPMS System
Orchestrate
used to tie business
processes together
Moderately automated and Moderately automated and Auditable handoffs between Processes span throughout the
auditable processes within a specific auditable processes within a specific departments which prevents loss enterprise and allows for tracking,
department allows for visibility of department allows for visibility of of work, provides for enforcement monitoring, and enforces data
current process flow and current process flow and of SLAs, and ability for interested integrity across all back end
identification of problems faster identification of problems faster parties to determine location and systems. Process metrics captured
and easier. Integration within and easier. Integration within status of each work item (improved throughout the enterprise
process to departmental process to departmental customer satisfaction, faster processes are used to proactively
applications allows for automation of applications allows for automation of time-to-resolution). Incre alert management to bottlenecks a
info info
Business Impact
Domain Domain Definition Report Content Company Profile

Little-to-No BPM Adoption Ad-hoc Departmental Coordinated Line of Enterprise-Wide

Adoption Business Adoption Deployment

Little-to-No Optimization: If
processes are documented, they
are rarely reviewed, analyzed or
modified. Process changes are
reactive, ad-hoc and are not often
captured or communicated to other
groups that may be impacted.
Limited Optimization: Processes
are infrequently reviewed, analyzed
and modified. Process change is
reactive and process development
is at a "maintenance" level.
Reactive Optimization: Business
and IT engage process systems to
monitor current state of business
process. Efforts to improve
efficiency gains are focused on
parts of process rather than the
entire process. Business process
rules are refined and updated
Proactive Optimization: A specific
group has responsibility for creating
efficiency standards for business
processes across the organization.
IT and business groups are working
together to provide more real-time
reporting on process results and
simulation

Summary

Continuous process
improvement of business
processes. Key metrics are
captured and analyzed
Optimize regularly. Processes are
fine-tuned using simulated
scenarios. Evolution of
processes is real-time
Action Dynamcially driven from answer choices
rather than reactive.

Gain understanding of the impact of 1. Compliance regarding 1. Efficiency across multiple

different processes through the
prioritization process. Provide
visibility into top business process,
reduce training costs around
executing that process. Enable
Business Impact greater efficiency around the
prioritized process.
documentation of processes and
execution of those processes
2. Process efficiency gains through
optimization of broader range of
processes
3. Improved visibility into existing
processes
processes help eliminate sub-
optimized solutions focused on
individual processes
2. Developing an organizational
structure to support BPM as a
strategic initiative sets stage for
organized approach to future
process opportu
Domain Domain Definition Report Content Company Profile

Little-to-No BPM Adoption Ad-hoc Departmental Coordinated Line of Enterprise-Wide

Adoption Business Adoption Deployment

Maintaining the Status Quo: Early State of Change: Company is Moderate Interest In Innovation: Focus on Increasing Innovation:
Industry supports static business in an early state of change, some Strategic goals include business Industry is in state of transition or
model, no real innovation is innovation is cultivated in processes focused on efficiency company experiences a drive
required. Business strategy is to departments, but broad support for gains. Industry provides returns for toward more rapid and strategic
"maintain status quo" since current innovation limited, or corporate 'red gradual process improvement. business plan changes. Company
processes work with relatively little tape' slows process of innovation. Some business processes within has business strategy in place lead
urgent pain. IT spending is focused Some business processes are your company are prioritized, its industry in areas perceived as
predominately on mai defined and documented documented and automated, but key differentiators. Bu

Summary

Align business processes to

strategic initiatives.
Maximize your competitive
Innovate differentiators or expand
into new lines of business
using core competencies Action Dynamcially driven from answer choices
and BPM.
 Align business processes to
strategic initiatives.
Maximize your competitive
Innovate differentiators or expand
into new lines of business
using core competencies
and BPM.

Domain Domain Definition Report Content Company Profile

Little-to-No BPM Adoption Ad-hoc Departmental Coordinated Line of Enterprise-Wide

Adoption Business Adoption Deployment

Expand business horizons
through consideration of new ways
of operating or capitalizing on
opportunities for improved customer
service, increased revenue or
decreased costs.
Business Impact
Increased revenue potential through
added value offered to customers.
Potential of greater customer
satisfaction through improved
processes. Potential of decreased
operating costs due to efficiency
gains.
Grow current market through Achieve greater business agility to
streamlined processes. Decreased capitalize on new opportunities.
costs through automated, finely Improve chance for competitive
tuned process management. Secure domination through game-
greater customer satisfaction changing tactics. Decrease chance
through better exception handling, of business failure or loss through
visibility into key performance better visibility into current operating
indicators. climate.
 Internal and External BPM
Innovation

Think outside the box

1%
Standardization of Process
Documentation: Processes defined in
single, standardized tool, used for
business execution and best practices.

(Prev +) Establish structure to quickly

identify and prioritize new opportunities to
increase revenue and/or reduce costs.
 Internal and External BPM
Innovation

Roles are defined across enterprise.

Processes are integrated with legacy and
backend systems using and SOA
framework of reusable components.
Enterprise integration strategy allows for
the broader application of governance and
control. Management is invo
 Internal and External BPM
Innovation

Proactive Optimization: A specific group

has responsibility and objectives around
continuous process improvement.
Process systems have significant
reporting capability and IT staffing is in
place to support and develop
improvements. Management can view s

1. Thought leadership among peers

2. Competitive advantage realized that
allows for innovative strategy
 Internal and External BPM
Innovation

Intense commitment to Innovation:

Company committed to rapid innovation
and "game changing" moves that
effectively address competitive threats.
Business, IT and Senior management are
aligned in the use of KPIs and continuous
process improvements. Busine
 Internal and External BPM
Innovation

Establish Industry leadership gains that

clearly separate your company from
competitors. Lock in satisfied customers,
higher revenues, and/or lower cost
structure that nearly eliminate the ability of
other companies to compete.