Global Awards for Excellence in BPM and Workflow 2010

1. 18th Annual Awards
Global Awards for Excellence
in
BPM & Workflow
Judges:
Nathaniel Palmer, Cor Visser, Ken Mei, Francesco Battista
Lead Judge: Keith Swenson
Awards Director: Layna Fischer
Future Strategies Inc
Media support by

2. Recognizing Excellence
in BPM & Workflow
 Europe
 North America
 Middle East/Africa Impact
 Pacific Rim Innovation
 South and Central America
Implementation
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3. 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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4. 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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5. 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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6. 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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7. Awards Ceremony
 Presented by Lead Judge, Keith Swenson
VP of Research & Development, Fujitsu
America USA, and Vice Chair, Workflow
Management Coalition

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8. Europe
Silver Award
LSC Group, Babcock &
Ministry of Defence, UK
nominated by
TIBCO Software Inc., USA
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9. 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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10. Europe
Gold Award
Instituto de Crédito Oficial
(ICO), Spain
nominated by
BizAgi, United Kingdom
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11. Instituto de Crédito Oficial (ICO), Spain
 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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12. Instituto de Crédito Oficial (ICO), Spain
Olga Garcia Frey
Directora General de Operaciones y
Recursos
Photo
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13. Middle East-Africa
Silver Award
NO SILVER AWARDED THIS YEAR
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14. Middle East-Africa
Gold Award
Nokia Siemens Networks, UAE
nominated by
Appian, USA
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15. Nokia Siemens Networks, UAE
 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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16. Nokia Siemens Networks, UAE
Nick Deacon, Global Head of Business
Process Management
Nokia Siemens Networks, Dubai.
Presented on his behalf by Ben Farrell,
Director, Appian
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17. North America
Silver Award (tie)
Global Combat Support System Marine
Corps, USA
nominated by
Oracle Corp, USA
and
Lincoln Trust Company, USA
nominated by
LTC, USA
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18. 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
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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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20. North America
Gold Award (tie)
Department of Energy, USA
nominated by
HandySoft, USA
and
Farmers Insurance, USA
nominated by
Pegasystems Inc., USA
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21. 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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22. US Department of Energy, USA
Morgan Wright
Director, Strategic Initiatives for
the Loan Programs Office
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23. 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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24. Farmers Insurance USA
Shohreh Abedi
Chief Information Officer
Farmers Insurance
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25. Pacific Rim
Silver Award
IndusInd Bank, India
nominated by
Newgen Software
Technologies Limited, India
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26. 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
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27. Pacific Rim
Gold Award
‘us’ - Utility Services,
Australia
nominated by
Interfacing Technologies
Corporation, Canada
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28. ‘us’ - Utility Services, Australia
 Situation
 ‘us’ - Utility Services alliance works across departments/multiple companies between
South East Water, Thiess Services and Siemens in Melbourne area
 Alliance delivers design, engineering, construction, operations and maintenance services
to South East Water’s infrastructure in complex regulatory and business environment.
 Water, sewer networks, pump stations and treatment plants serve over 1.3 million people
or 600,000 residential, business and industrial customers.
 Strategic review of ‘us’ - Utility Services IT projects identified an opportunity to increase
value of projects by taking more holistic approach.
 Implementation and Innovation
 Established an innovative BPM COE — initiated Job Costing Improvement project.
 Modelled processes from both enterprise-wide, value stream perspective and from day-to-
day task perspective.
 Benefits
 Unified the Alliance by standardising business and work processes, resulting in increased
customer satisfaction, higher profitability
 reduction of 50% to 80% in labour and operational costs through informed strategic
management decisions, productivity improvements, innovative service
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29. ‘us’ - Utility Services, Australia
Kevin Hutchings, General Manager
‘us’ – Utility Services
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30. South & Central America
Silver Award (tie)
ArcelorMittal Foundation, Brazil
nominated by
AuraPortal, USA
and
Telecarrier, Panama
nominated by
Pectra Technology, USA
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31. 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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32. 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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33. South & Central America
Gold Award
Unimed Porto Alegre
Medical Co-operative
Ltd, Brazil
nominated by
BPM Soluções, Brazil
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34. 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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35. Unimed Porto Alegre Medical
Co-operative Ltd, Brazil
Dr. Marcio Pizzato
CEO, Unimed Porto Alegre
Medical Cooperative Ltd
and the Project Team
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36. 2010 Winners Recap
Europe North America (cont’d)
 Gold  Silver (tie)
• Instituto de Crédito Oficial (ICO), Spain • Global Combat Support System Marine Corps, USA
nominated by BizAgi, United Kingdom nominated by Oracle Corp, USA
• Lincoln Trust Company, USA nominated by Lincoln
 Silver Trust Company, USA
• LSC Group, United Kingdom nominated Pacific Rim
by TIBCO Software Inc., USA  Gold
Middle-East Africa • ‘us’ - Utility, Australia nominated by Interfacing
Technologies Corporation, Canada
 Gold
 Silver
• Nokia Siemens Networks, United Arab
• IndusInd Bank, India nominated by Newgen Software
Emirates nominated by Appian, USA Technologies Limited, India
North America South and Central America
 Gold (tie)  Gold
• Department of Energy, USA nominated  Unimed Porto Alegre Medical Co-operative Ltd, Brazil
by HandySoft, USA nominated by BPM Soluções (BPM Solutions), Brazil
• Farmers Insurance Group, USA  Silver (tie)
nominated by Pegasystems Inc., USA • ArcelorMittal Foundation, Brazil nominated by
AuraPortal, USA
• Telecarrier, Panama nominated by Pectra
Technology, USA
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37. Thank you!
Our congratulations again to the
Finalists and Winners.
Keith Swenson, WfMC Technical Committee
Chair, Lead Judge
Nathaniel Palmer, Executive Director, WfMC
Layna Fischer, Awards Director and Publisher
Future Strategies Inc.
The recording and slides will be posted to
www.BPMF.org within a few days.
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