Getting on the Same Page

Considering that most business process modeling in enterprises is donewith Microsoft's Visio diagramming tool, one of the key benefits ofBPM is the ability to create a live link between business models andproduction systems, say analysts and vendors. Having a single businessprocess diagram that both business and IT workers use, either forprocess modeling or coding, helps drive alignment between business andIT. And once processes are effectively documented and reviewed,businesses gain a lot in process knowledge.

"You're actually capturing best practices," says Antaki of Shell Oil'sexperience with BPM. "So if you have high turnover, new people arecoached to perform to the same standard and level as the top person inthe organization. You get a productivity improvement."

In fact, BPM advocates say CIOs should measure return of BPM projectsnot only on reduced cost but on process improvement. "The next levelof business enhancement or rate of return is in process. You've got tobring about change in the process level," says John Koenigs, presidentand CEO at Savvion in Santa Clara, Calif. In effect, innovating at theprocess level makes the CIO a businessperson, says Koenigs.

But despite growing interest, BPM tools still haven't caught onbroadly with end users and business analysts, who ultimately know themost about business processes. Allmerica Financial, an insurance andfinancial services company in Worcester, Mass., decided to avoid theindustrial-strength, back-end process automation offered by manyworkflow and middleware vendors. Instead, CIO Greg Tranter spent about$50,000 building its first application using a desktop-oriented BPMproduct from Nobilis Software. He expects subsequent applications willlet business users automate and modify their own processes withoutIT's involvement.