How to Achieve a Successful BPM Implementation

How to Achieve a Successful BPM Implementation January 2006 Including a Couple Surprise Factors 289 Turnpike Road, Westborough, MA 01581 Tel: 508-870-0300, Fax: 508-366-2278 Table of Contents Executive Summary 3 1. Identifying Goals and Measurements 3 Hot Tip: Choose a software that can deliver business benefits 3 Rankings for Business Benefits 3 2. Establishing a team for implementation and management of BPM project 4 Hot Tip: Choose a specialist 5 3. Determine the requirements of your BPM project 5 Hot Tip: Create an overall roadmap 6 4. Plan for a formal evaluation of the products 6 Hot Tip: Proof of concept and user buy-in are key to BPM sucess 6 Win Rate When on the Short List 6 5. Select your BPM solution 7 Hot Tip: What should be on your radar to achieve the best results 7 Most Critical to Performance: Query and Data Load/Precalculation 7 Business Benefits: Improved Reporting, Better Business Decisions, and Goal Achievement 9 Implementation Times 9 Technical Problems 9 Other Relevant Findings for Applix’s TM1 in The OLAP Survey 5 10 6. Implement a manageable application and then grow 10 Hot Tip: Products with proven fast implementations deliver rapid results 11 7. Once you’ve implemented, educate users 11 8. Close the loop; measure your results 11 ©2006 Applix, Inc. All rights reserved. No part of this document may be reproduced in any form, by Photostat, microfilm, xerography, or any other means or incorporated into any information retrieval system, electronic or mechanical, without the written permission of the copyright owner. Inquiries regarding permission for use of material contained in this document should be addressed to: Applix, Inc. 289 Turnpike Road Westborough, MA 01581 1-800-8APPLIX E-mail:info@applix.com Applix is a registered trademark of Applix, Inc. Applix and TM1 are registered trademarks of Applix, Inc. TM1 Financial Consolidations, TM1 Planning Manager, and TM1 Web are trademarks of Applix, Inc. The OLAP Survey 5 is a copyright of Survey.com. Reproduction and public quotations of any material from The OLAP Survey 5 are forbidden unless authorized. All other trademarks and company names mentioned are the property of their respective owners. Part no: TM1-LIT-TM1 OLAP5-WP Version 1 Executive Summary Hot Tip: Business Performance Management (BPM) Be certain that the software that you can lead to great success for enterprises. choose for your BPM Solution can deliver A good number of companies have report- business benefits so you actually improve ed successes in the last few years: one the performance of the business. beverage retailer can now predict the Considered one of the core technologies impact of changes in its product sales mix for BPM projects, OLAP (on-line analytical as well as forecast the impact of changing processing) provides fast, interactive its business model and the introduction of access to operational and financial data new products into the market. for planning forecasting, reporting, and analysis. An OLAP solution organizes A leading credit card company, for exam- data in multiple dimensions, allowing ple, now reacts quickly to card fraud for analysis from high to detailed levels, and its 11 million customers, which translates enables rapid business modeling – into less financial risk for the firm, less queries of various business scenarios for reputation-damaging fraud, and greater optimum business performance manage- customer experiences. With multiple ment. facilities, levels of service, and patients, a leading hospice care company makes Special comprehensive studies, such as decisions aligned with the overall corpo- the annual independent OLAP Survey rate savings strategy, managing all of its (see sidebar on page 4), offer a wealth of financial planning and analysis across all information on products with successful departments: annual budgeting and plan- track records in helping businesses ning, and analysis of factors affecting achieve goals and realize key benefits. operations such as patient demographics, labor, and drug utilization. Nigel Pendse, author of The OLAP Surveys, provides a weighted Business But enterprises must encompass certain Benefit Index (BBI) that can help compa- elements in their BPM Strategy, and this nies easily compare different factors paper discusses the more obvious but also throughout the Survey and assist buyers some of the critical aspects to include — at those firms in maximizing the return see the Hot Tips — which many overlook from their BPM projects. in this critical project. 1. Identifying Goals and Rankings for Business Benefits Measurements According to The OLAP Survey 5, Applix’s TM1 for BPM/BI has ranked the top Every BPM project depends upon pinpoint- solution for overall business goals ing the unique drivers of your business, achieved in the Business Benefits Index along with the Key Performance Indicators (BBI), for the third year running. TM1 (KPIs) that measurement your performance. respondents use the solution for 25 differ- Does the performance change mean ent types of applications across more than improved customer satisfaction? Or 30 industry segments. improved position in the market? Or faster product cycle times? The BBI is based upon eight standard business benefits, plus an optional ninth 3 Business Benefits Index (BBI) Applix TM1 (152) 4.511 Microsoft AS (388) 4.464 All (1725) 4.307 Essbase (145) 4.257 Oracle Discoverer (52) 4.252 MIS (160) 4.156 About The OLAP Survey 5 The OLAP Survey 5 (www.olapre- Cognos Pow erplay (185) 4.142 port.com/survey.htm), the largest MicroStrategy (176) 4.135 and most detailed survey of OLAP products to date, is a quantifiable Business Objects (89) 4.07 survey of the $4 billion OLAP MIK OLAP (55) 4.034 market.