Business Performance Management –Driving Your Organization to Peak Performance

Eduardo NieblesDirector, International Business Development BST Global

Proprietary & ConfidentialCopyright © 2005 BST Global

Current Business Information Landscape

Current Business Information Landscape

• Disparate information systems

• Wealth of data

• Dispersed ecosystem

• Increasing client expectations

ChallengesChallenges

• Islands of information• Lack of proactive

intelligence • Inefficient collaboration• Inability to competitively

mine intellectual capital

The Real Mission of Information Management

The Real Mission of Information Management

To promote competitive advantage through information, (executives) must do more than deliver solid technology. They must influence the enterprise toward a higher information orientation.

Source: Gartner’s from Value to Advantage: Exploiting Information, June 2004

Information Orientation Correlates to Business

Performance

Information Orientation Correlates to Business

Performance

People Information Technology

•Proactiveness•Sharing•Transparency•Control•Formality•Integrity

•Sensing•Processing•Maintaining•Organizing•Collecting

•Management•Innovation•Business Processes•Operations

Business PerformanceBusiness Performance

•Market Share GrowthMarket Share Growth•Financial PerformanceFinancial Performance•Level of InnovationLevel of Innovation•Superior company reputationSuperior company reputation

Source: Marchand, D., Kettinger, W. and Rollins, J., Making the Invisible Visible: How Companies Win with the Source: Marchand, D., Kettinger, W. and Rollins, J., Making the Invisible Visible: How Companies Win with the Right Information, People and IT, London and New York: John Wiley and Sons, 2001Right Information, People and IT, London and New York: John Wiley and Sons, 2001

The Answer…The Answer…

Business Performance Management

Business DriversBusiness Drivers

• Understand and act upon today’s information today, not tomorrow

• Companies make a quantum leap forward when they can illuminate and deal with significant business issues in real time

• Enables businesses to spend time making decisions – not gathering information to make a decision

The BPM ParadoxThe BPM Paradox

• Information growth in project-driven organizations multiplies daily

• Too much information can be a business detriment and cause confusion

• Information must be funneled, sorted and prioritized to equate to valuable business knowledge

Your Business is all About ProjectsYour Business is all About Projects

Win Work Client Relationship Management

Win Work Client Relationship Management

• Key elements• Lead identification• Opportunity pursuit• Contact management• Proposal generation

Client Relationship Management

Client Relationship Management

Manage Work Enterprise Project Management

Manage Work Enterprise Project Management

• Key elements• Project initiation• Project budgeting and scheduling• Time and expenses• Issues and risks• Team collaboration • Portfolio management• Resource management

Enterprise Project

Management

Enterprise Project

Management

Execute Work Enterprise Resource Planning

Execute Work Enterprise Resource Planning

• Key elements• Project procurement• Project accounting• Billing• A/R and A/P• Cash Flow• General Ledger

Enterprise Resource Planning

Enterprise Resource Planning

Analyze Work Business Intelligence

Analyze Work Business Intelligence

• Key Performance Indicators• Data Mining / Correlation• Trend / Dimensional Analysis• Alerts / Notifications• Dashboards• Knowledge Management

AnalyzeWork

AnalyzeWork

Illustrations of BPM Illustrations of BPM

Traditional Business Processes

Traditional Business Processes

• Project Initiation• Project Billing• Project Reporting & Status

Update

Traditional Project Initiation ProcessP

roje

ctM

anag

er

Pro

ject

Man

ager

Acc

ount

ing

Acc

ount

ing

Bus

ines

s D

evel

opm

ent

Bus

ines

s D

evel

opm

ent

Opportunity Awarded

Initiate Project Information Form(Paper or Excel)

Manually Load Emp Class Codes

& Bill RatesPrint Document

Submit Document to

Project Accountant

Project Account Review

Data Re-Keyed Into Project

SystemProject ActivatedMissing Information or Edits

Traditional Billing ProcessP

roje

ctM

anag

er

Pro

ject

Man

ager

Clie

ntC

lient

Acc

ount

ing

Acc

ount

ing

Draft Invoice Generated

Draft Invoice Printed

Draft Invoice Sent to PM

Manually Edit Draft Invoice

Edits Submitted to Accounting

Edits Manually Keyed

(Holds, Write-Offs, Transfers)

Manually Create Final Invoice for

Client(Word, Excel)

Client Receives Invoice

Traditional Project Reporting and Status Update Process

Pro

ject

Man

ager

Pro

ject

Man

ager

Acc

ount

ing

Acc

ount

ing

Project ReportsGenerated

Project Reports Printed

Project Reports Submitted to PM

PM Manually Re-Keys Data

Into Excel

PM Manually Updates Percent

Complete / Budget Changes

Accounting Receives

Changes From PM

PM Submits Changes to Accounting

Accounting Manually Enters

Percent Complete /

Budget Changes

Demonstration of Streamlined Business Processes

Demonstration of Streamlined Business Processes

• Project Initiation

• Project Billing

• Project Reporting & Status Update

• Project Initiation

• Project Billing

• Project Reporting & Status Update

Technologies of A BPM Driven Enterprise

Technologies of A BPM Driven Enterprise

• Web-based Architecture (.Net)– Leveraging the Internet for access to information from

anywhere, anytime

• Open Information Architecture (SQL, SDK, Data Mart)

– Individual’s ability to make custom inquiries on the fly with drill down capability

• Portal technology (WSS)– Portal / Dashboard organized by role specific to your

company and processes

• Application to Platforms (Word, Excel)– Process Automation using SmartDocs

Strategic Approach Strategic Approach

• Articulate the need• Identify pain points

• Map pain points to business opportunities

• Quantify business opportunities

Strategic Approach Strategic Approach

• Develop a vision– Think holistically

• People – organizational structure, culture

• Process – core process definition / improvement

• Technology – people / process enabler

– Start with business goals– Define business requirements based

on goals

Q & AQ & A

Copyright © 2005

BST Global

Telephone: (1) 813-886-3300

Web Site: www.bstglobal.com

All rights reserved. No part of this proprietary and confidential document may be reproduced, duplicated, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior

written permission of BST Global.