Case Study -- Our client is a global leader in their field, through the downturn in the economy they grew rapidly on an international basis trebling in size over 3 years. As part of this growth they had the vision to establish a strong HR function to underpin their growth and develop their human capital.. The first change process they initiated as part of a retention and development strategy was to streamline their annual employee appraisal process.

Axispoint Solutions have worked with a large London NHS Trust to build a financial mandate for a Business Process Management (BPM) project within their pathology services. This document provides the highlights from the Return on Investment (RoI).

Case Study -- Kimpton Building Services is a Mechanical Services provider, offering design, manufacture, installation and maintenance of all aspects of building services. Their new Data Centre offering (provided in partnership with The Roseberry Group and Trustland – together referred to as TKR) is to be targeted directly to end-users – which was a new approach for Kimpton. The challenge was to implement a new Sales process since most of the data was being stored and managed through Excel spreadsheets.

Axispoint Application Services provide linkage between strategic intent and operational change using their Business Process Management (BPM) methodology LEAP (Lean Enterprise Agile Process). Developed from over 57 person years experience in BPM and using the most successful elements of iterative, AGILE and LEAN techniques Axispoint delivers real business value within 90 days of project start and a return on investment and payback within 6 months.

THE PROBLEM – Congratulations, you’ve successfully completed your first BPM project - perhaps two or three. Management are delighted with the increased productivity and visibility. Operators are impressed with the usability. So far, so good! Is this the end of your BPM journey, or merely the beginning?

THE PROBLEM – Regardless of your selected vendor, until your new BPM software suite is in active production and generating tangible benefit to your business, you are effectively sitting on some very expensive shelfware. A catalyst is necessary to multiply the incurred licence and maintenance costs into visible, sponsor-delighting ROI.

THE PROBLEM — BPM projects should create a mutual dependency between IT and the Business that requires an unprecedented amount of team work and process definition. In best practise BPM projects, at least 60% of the effort should involve change management and getting organisations to think about process in the business. If the Business and IT are not working together at the outset...

As a CIO, you want to add value to the business to deliver competitive edge but you are challenged to deliver new projects with more than 50% of your IT budget spent on maintenance and support. BPM as a way of adding value may be difficult to justify in addition to the inventory of other projects your team is focused on delivering...

Top Tips: You have decided to consider deploying BPM to solve a compelling issue in a business function, or are evaluating how BPM can deliver an agile platform to leverage your investment in a Services Oriented Architecture, but are faced with a bewildering choice of tools and approaches.

The discipline of deploying a BPM project is very different to a classic IT led waterfall deployment of ERP, CRM or E-Commerce. In order to ensure success, it is imperative to understand the roles and responsibilities of the project team consisting of both business and IT resources.