2010 global awards for excellence in bpm and workflow

18th Annual Awards

Global Awards for Excellence in

BPM & Workflow

WelcomeMedia support byMedia support by

18th Annual Awards

Global Awards for Excellence in

BPM & WorkflowJudges:

Nathaniel Palmer, Cor Visser, Ken Mei, Francesco BattistaLead Judge: Keith Swenson

Awards Director: Layna FischerFuture Strategies Inc

Media support byMedia support by

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ImpactImpactInnovationInnovation

ImplementationImplementation

Recognizing Excellence in BPM & Workflow

Europe North America Middle East/Africa Pacific Rim South and Central America

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Assessment Criteria

Innovation• Innovative use of BPM technology to solve unique problems • Creative and successful implementation of advanced BPM concepts • Level of integration with other technologies and legacy systems • Degree of complexity in the business process and underlying IT architecture

Implementation• Successful BPM and/or workflow implementation methodology • Size, scope and quality of change management process • Scope and scale of the implementation (e.g. size, geography, inter-company processes)

Impact• Extent and quantifiable impact of productivity improvements • Significance of cost savings • Level of increased revenues, product enhancements, customer service or quality

improvements • Impact of the system on competitive positioning in the marketplace • Proven strategic importance to the organization's mission • Degree to which the system enabled a culture change within the organization and

methodology for achieving that change

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Finalists 2010

Europe• impuls Systems GmbH, Germany nominated by Adobe Systems Inc., USA• Instituto de Crédito Oficial (ICO), Spain nominated by BizAgi, United Kingdom• LSC Group, United Kingdom nominated by TIBCO Software Inc., USA

Middle-East Africa• Nokia Siemens Networks, United Arab Emirates nominated by Appian, USA

North America• Department of Energy, USA nominated by HandySoft, USA• Farmers Insurance Group, USA nominated by Pegasystems Inc., USA• Global Combat Support System Marine Corps, USA nominated by Oracle Corp, USA• Dreyers Ice Cream Company, USA, nominated by Assetlink, USA, • Lincoln Trust Company, USA nominated by Lincoln Trust Company, USA• Nationwide Insurance, United States nominated by Pegasystems Inc., USA• Salt River Project, USA nominated by Metastorm, USA• UPS, USA nominated by Appian, USA

Pacific Rim• IndusInd Bank, India nominated by Newgen Software Technologies Limited, India• ‘us’ --Utility, Australia nominated by Interfacing Technologies Corporation, Canada

South and Central America• ArcelorMittal Foundation, Brazil nominated by AuraPortal, USA• Telecarrier, Panama nominated by Pectra Technolgy, USA• Unimed Porto Alegre Medical Co-operative Ltd, Brazil nominated by BPM Soluções (BPM Solutions), Brazil

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Industry Trends

Overlapping Maturity Curves

Case Management and Goal-Driven or Data-Driven Use Cases

“Dynamic BPM” and Support of Unstructured Processes

Greater Rules and Process Integration

“Social BPM” Leveraging Facebook Style Collaboration

More Formalized Programs and Greater Leverage of COEs

Continued and Growing Emphasis on BPMN

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Trends Seen From the Entries

Multiple, complex processes automated in rigid, highly regulated industries Greater reuse of BPMS in new projects as a result of previous implementations

with quantifiable success in process-centric cultures BPM COE plays more significant role in start-up and success than in previous

years of awards Scope of implementations has increased to more non-financial case studies,

healthcare, greater government adoption, social and environmental issues. Financial case studies increased in sophistication and scope In many case studies, still too much emphasis on technology rather than the

business issues• Important to communicate the real business benefits (not the technology)• Many submissions still lacking meaningful baseline metrics

Greater complexity in South America; significantly better quality of entries in North America resulting in more case studies qualifying as Finalists.

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Awards Ceremony

Presented by Lead Judge, Keith D Swenson

VP of Research & Development, Fujitsu America Inc., USA, &

Vice Chairman, Workflow Management Coalition

Silver AwardSilver Award LSC Group, Babcock & Ministry of Defence, UK

nominated by

TIBCO Software Inc., USA

Europe

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LSC Group, Babcock & Ministry of Defence United Kingdom

Situation• UK Ministry of Defence (MoD) Submarine Support Integrated Project Team

(SubIPT) faced with the issue of reducing the total cost of submarine ownership

• Established joint initiative between Babcock, SubIPT (MoD) and technology partner, LSC Group, developed Collaborative Working Environment (CWE).

Implementation & Innovation• Scalable: initial deployment was 80 CWE seats and increased to 3500

users as part of a wider deployment across MoD Maritime• Collaboration : all stakeholders have access to the same information• Adaptable: process is adapted for use on other types of submarine, or for

different types of maintenance Benefits

• 70-80% improvement in turnaround timescales.• Quantitative benefits amounting to £7.8M over a 5 year period• Specification change enquiry cycle time reduced from 125 days to 28 days

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Gold AwardGold Award

Instituto de Crédito Oficial (ICO), Spain

nominated by BizAgi, United Kingdom

Europe

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Situation• ICO is a public entity that works for the development and improvement of national wealth,

controlled by Spanish government • Devastating effects of the recent global financial crisis resulted in freezing of corporate

credit for SMBs and Self-employed.• ICO created the Financial Facilitator (a tool to facilitate access to sources of finance) by

modeling and automating their credit application process • After risk /credit analysis, ICO presents applications to major Spanish financial entities

(Santander, BBVA, Banesto, etc) for processing and fulfillment. Implementation & Innovation

• Technological infrastructure implemented very quickly (less than 7 weeks)• Spanish government able to expand, control and support the lines of credit, helping to

reactivate the financial sector• Received and processed hundreds of credit applications at the same time, helping to

unblock the flow of credit Benefits

• The activities supported by ICO cannot be measured in terms of revenue as with any other company or enterprise —

o More than 65000 credit requests received in the first 9 months of production o The system has been able to receive more than 5000 credit requests in 1 day

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Olga Garcia Frey Directora General de Operaciones y Recursos ICO - Spain

Presented on her behalf by

Eva Pereiró CouceiroProject Manager , ICO – Spain

It is an honor for ICO to have been recognized with this important award. The Financial Facilitator project, carried out with BizAgi, has been a gratifying experience. We managed to confront the global financial crisis with agility and still, we continue working in this project to expand our services and offer a better attention to our customers.

Thank you very much.

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Silver AwardSilver Award

NO SILVER AWARDED THIS YEARNO SILVER AWARDED THIS YEAR

Middle East-Africa

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Nokia Siemens Networks, UAE

nominated by nominated by

Appian, USA

Middle East-Africa

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Situation• NSN — telecommunications company more than 60,000 people in over 150 countries

and over 600 Communications Service Providers • Award-winning “Zeus” BPM project transformed Consulting & Systems Integration

division and delivered €6 million annual productivity savings.• New system “Cronos focuses on automation, management of deployment, maintenance

and upgrading of roughly 150,000 of NSN’s network sites around the world

Implementation and Innovation• BPM COE re-used most ZEUS functionality —

o “Apollo” Project Management, Global Delivery and Sales support delivered €1.5 million in annual productivity savings.

o “Cronos” original quote for a similar solution was 1.1 M Euros and a delivery time of 9-12 months. The BPM CoE delivered solution in 3 months for 60K Euros.

o LinkedIn/MySpace-like collaborative portal “Hermes” features personalized home-pages, communities of interest, messaging and more

Benefits• Significant competitive advantage over its competition; lean, agile, strong governance. • Positive customer perception associated with its core deliverables.

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Nick Deacon, Global Head of Business Process ManagementNokia Siemens Networks, Dubai.

Presented on his behalf by

Ben Farrell, Director, Appian

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Silver Award (tie)Silver Award (tie)Global Combat Support System Marine

Corps, USA nominated by

Oracle Corp, USAand

Lincoln Trust Company, USA nominated by nominated by LTC, USA

North America

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Global Combat Support System Marine Corps, USA

Situation• Marine Corps Global Combat Support System (GCSS-MC)—“The Burning Platform” had lack

of actionable logistics and broken processes for non-garrison operations.• Systems developed in 1970-80s to support a specific functional area were stove-piped.• Since 2005, multi-year >$400 million project rolled out to support of over 40,000 end-users in

Marine Air-Ground Task Force (MAGTF) operations.

Implementation and Innovation• Near-real time GCSS-MC provides Marines vastly improved asset visibility, reduced wait time,

and a lighter, more mobile fighting force.• Deployment at “tip of the spear” — defining element for the entire system; team conceptualized

five-zone model within which logistics IT system functions. • GCSS-Marine Corps COE transformed USMC logistics processes and systems with,

reengineered logistics environment supported by upgraded IT infrastructure.

Benefits• BPM/SOA based Federated Private Cloud Architecture — comprehensive, standards-based

platform for the building, deployment, and management. • Single source of integrated information up and down the logistics chain

• Commanders have accurate, instant info for new kind of warfare of speed, agility, and mobility• Massive savings in finance, maintenance, inventory, and more 19

Lincoln Trust Company, USA

Situation• Award-winning BPM project in 2007contributed to Company’s survival in the face of the

global financial crisis. • New partner channel resulted in a 100% increase in sales from last year, anticipating

1000% increases in new plan establishment. Managing growth is new concern.

Implementation and Innovation• Leveraged BPM competencies to achieve a vision to provide “white glove” treatment to

new customers• Introduced legal document solution in the cloud, and system to system "straight through

processing" into the new business process running in the BPMS• “Distributed model of COE” proved so effective on so many levels that the BPM

program’s entire non-technology focus is solely targeted on enabling employees as much as possible.

Benefits• Overall BPM Program costs savings increased to between $3M and $4M.• CRS New Business Process solution enables the Company to quickly and effectively

establish new business allowing us to be extremely competitive in this industry.

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Gold Award (tie)Gold Award (tie)Department of Energy, USA

nominated by HandySoft, USA

andFarmers Insurance, USA

nominated by Pegasystems Inc., USA

North America

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US Department of Energy, USA Situation

DOE’s Loan Programs Office (LPO) created to accelerate the domestic commercial deployment of innovative and advanced clean energy technologies

LPO guarantees loans to clean energy projects rigorously evaluated across multiple disciplines, including technical, financial, environmental, legal and regulatory.

Implementation and Innovation DOE required new functionality in two months. SI procured infrastructure and software,

created a prototype within three weeks, completed development /proper hosting on time DOE transformed current cumbersome loan guarantee application/approval process to

100% Web‐based, automated format. Developed online application portal comprising BPM and Document Management.

applications now submitted less than one business day vs several weeks previously submissions are accessible online for collaboration and colleague review.

Benefits LPO loan reviews reduced from 30‐45 days to less than 10 days Sponsors have faster means to commercial success; DOE reviewers reduced evaluation

time by <65%. Increased flexibility enables project sponsors justify the application investment.

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US Department of Energy, USA

Morgan WrightDirector, Strategic Initiatives for

the Loan Programs Office

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Farmers Insurance USA

Situation Top 3 Insurer in both Personal Lines and Small Commercial categories in the property and casualty insurance market. 24,000 employees, 15,000 dedicated agents and 25,000 Independent agents. Challenge to integrate and assimilate multiple legacy customer services systems from acquired companies to ensure

a unified standard of customer service Needed to create a universal front-end for CSRs that would integrate and work with all existing software systems

Implementation and Innovation Farmers created an overarching BPM solution that leveraged complex legacy application assets and provided CSRs

with a single easy-to-use front end called “HERO.” Developed “intent-led” processing with content-aware processes. Claims cases are routed and tracked through all involved parties (e.g., medical, body repair, glass replacement,

towing, auto rental etc.) quickly and efficiently. All processes are standardized with metrics and measurement across the board.

Benefits Drastic improvements in both productivity and customer satisfaction:

Improved quality, accuracy, consistency and speed in processing claims. Application facilitates rapid ramp-up in staff to respond to catastrophes.

Significant reduction in training of new CSRs and adoption of the new methods. Overall costs to adjudicate a claim have been significantly lowered Service and capacity have been greatly improved in a highly competitive and price-sensitive marketplace.

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Farmers Insurance USA

Stuart MacLeanDirector, Claims IT

On behalf of Shohreh Abedi Chief Information OfficerFarmers Insurance

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Silver AwardSilver AwardIndusInd Bank, India

nominated by

Newgen Software Technologies Limited, India

Pacific Rim

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IndusInd Bank, India Situation

• Large new-generation private-sector bank granted license in the mid-nineties, driven by the process of reform in the banking sector in India.

• Customer on-boarding environment complicated due to changing market environment and regulatory mandates such as KYC (Know Your Customer)

• Cumbersome manual, error-prone processes, few system metrics, wide geographic zone across 250 branches

Implementation and Innovation• Created scalable process platform with capabilities of rapid expansion, visibility into

operations and ability for continuous improvement.• Focused on technological initiatives for meeting its business objectives• Recognized as Green Bank with various initiatives such as Solar ATMs, Save Electricity

Campaign, Plantation, Environmental awareness amongst employees and society

Benefits Scaling up of operational activities enables the bank to keep pace with business

growth and demands Compliance and Audit enabled easy KYC process, increased customer satisfaction Incorporation of banking norms in a very short duration due to flexibility and

improvisation of processes 27


‘us’ - Utility Services, Australia

nominated by

Interfacing Technologies Corporation, Canada

Pacific Rim

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Situation ‘us’ – Utility Services is a program alliance between South East Water, Thiess Services and Siemens. The Alliance delivers Operations, Maintenance and Capital Works services to South East Water’s

Infrastructure in a complex regulatory and business environment. Water, sewer network, pump stations and treatment plants serve over 1.3 million customers or 600,000

residential, business and industrial customers. Strategic Review of ‘us’ – Utility Services IT Projects identified an opportunity to gain value through a

process-driven focus

Implementation and Innovation Established a standing BPM/BPI working group, akin to a BPM COE Initiated a number of BPM/BPI projects, including the Job Costing Improvement project. The goals of the

job costing project are to introduce a sustainable job costing solution for ‘us’ - Utility Services Operations and Maintenance activity that satisfies business requirement and time, cost, and other constraints.

Modelled processes from both enterprise-wide, value stream perspective and from a day-to-day task perspective.

Benefits Job costing benefits include; sustainable business processes, reduced operating costs, increased reporting

capability, reduced time for end-of-month reconciliation, greater ownership of business processes, changes to systems and an improved working culture.

Anticipate a reduction between 25-50% in operational costs through informed strategic management decisions, productivity improvements and innovative service

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Kevin Hutchings, General Manager ‘us’ – Utility Services

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Silver Award (tie)Silver Award (tie)ArcelorMittal Foundation, Brazil

nominated by AuraPortal, USA

andTelecarrier, Panama

nominated by Pectra Technology, USA

South & Central America

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ArcelorMittal Foundation, Brazil

Situation• AMF manages and sponsors cultural projects for local social organizations.• Foundation invested approximately $30 million in cultural initiatives (sponsorships,

events, grants, etc.) during 2004 to 2007. • Systems were not integrated and required use of paper submissions and manual labor.

Implementation and Innovation Created a cultural management system of all automated processes using BPMS

technology, including: Sponsorship via tax incentives; development of artistic events that stimulate support of

new values; developing programs in the different cultural areas, implemented cultural policies and strategies

Full integration of all AMF applications including automation of tasks performed by different systems and people, were orchestrated by the BPMS engine

Benefits Project analysis execution time reduced by 50% 100% of proposals generated in electronic format; the evaluation and response times

reduced significantly. Increased number proposals analyzed with no increase in number of employees.

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Telecarrier, Panama Situation

Leading telecommunications company in LATAM region rendering, data / voice transmission, basic telephone and long distance, wholesale and Internet

Fiber optic network infrastructure; thousands of domestic, multinational, corporate, and large customers including National Government.

Following merger with Medcom Holdings (owners of Cable Onda) optimized core processes due to high market growth.

Implementation and Innovation Identified value loss in three areas: convey the company’s strategy in business processes;

achieve process implementation through technology, restructure of processes which add value.

Benefits 60% improvement in management metrics related to commercial presentations. 28% increase in commercial effectiveness (closing rate) and 0% error in contract-making. 75% improvement in ratios measuring performance of administrative processing. 22% optimization at the Human Resources level from improvement in efficiency and task

reallocation. Telecarrier now defines, measures, and manages fulfillment of its strategic goals.

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Unimed Porto Alegre Medical Co-operative Ltd,

Brazil nominated by

BPM Soluções, Brazil

South & Central America

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Unimed Porto Alegre Medical Co-operative Ltd, Brazil

Situation• Medical co-operative offering healthcare services to 496,000 users throughout 46

municipalities (including State Capital, Porte Alegre) in Rio Grande do Sul.• Approximately 1,000 employees and annual revenue of US$ 502 million (2009).• 400 active contracts worth US$12 million decentralized across multiple departments;

lack of standardization, monitoring in contract processes, risk of lost payments, missed deadlines, lost documents.

Implementation and Innovation• Centralized task management in standardized contracts system — maintains archive of

all documents and authorizations, opinions and other records.• Created new department—Legal Contract Management, responsible for centralizing and

managing all processes, coordinating with all affected departments

Benefits• Efficient contracts management is directly reflected by lower expenses, plus achieving

highest levels of management governance in complex and rigid regulatory environment• Extremely high potential for expansion into market of 163 million people on public health

service with re-use of BPMS initiative with new projects already underway

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Unimed Porto Alegre Medical Co-operative Ltd, Brazil

Dr. Marcio PizzatoCEO, Unimed Porto Alegre

Medical Cooperative Ltd and the Project Team

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2010 Winners Recap

Europe Gold

• Instituto de Crédito Oficial (ICO), Spain nominated by BizAgi, United Kingdom

Silver • LSC Group, United Kingdom nominated

by TIBCO Software Inc., USA

Middle-East Africa Gold

• Nokia Siemens Networks, United Arab Emirates nominated by Appian, USA

North America Gold (tie)

• Department of Energy, USA nominated by HandySoft, USA

• Farmers Insurance Group, USA nominated by Pegasystems Inc., USA

North America (cont’d) Silver (tie)

• Global Combat Support System Marine Corps, USA nominated by Oracle Corp, USA

• Lincoln Trust Company, USA nominated by Lincoln Trust Company, USA

Pacific Rim Gold

• ‘us’ - Utility, Australia nominated by Interfacing Technologies Corporation, Canada

Silver • IndusInd Bank, India nominated by Newgen Software

Technologies Limited, India

South and Central America Gold

Unimed Porto Alegre Medical Co-operative Ltd, Brazil nominated by BPM Soluções (BPM Solutions), Brazil

Silver (tie)• ArcelorMittal Foundation, Brazil nominated by

AuraPortal, USA• Telecarrier, Panama nominated by Pectra

Technology, USA

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Thank you!

Our congratulations again to the Our congratulations again to the Finalists and Winners.Finalists and Winners.Keith Swenson, WfMC Technical Committee Keith Swenson, WfMC Technical Committee Chair, Lead JudgeChair, Lead Judge

Nathaniel Palmer, Executive Director, WfMCNathaniel Palmer, Executive Director, WfMC

Layna Fischer, Awards Director and PublisherLayna Fischer, Awards Director and PublisherFuture Strategies Inc.Future Strategies Inc.

The recording and slides will be posted to The recording and slides will be posted to www.BPMF.org within a few days. within a few days.

http://www.bpmf.org/