CONSPECTUS JULY 2004 • £15 THE IT REPORT FOR DIRECTORS AND DECISION MAKERS

Workflow, Document & Business Process Management

www.conspectus.com CONSPECTUS Business process management Workflow, Document & (BPM) is the buzzword for what Business Process Management Management Briefings is otherwise known as workflow and document management Market Overview & Analysis 2 The difficulty of pinpointing the return on investment from workflow and technology. BPM technology makes it hard to cost justify. Pat Sweet reports on our The idea behind BPM is that latest IT user research. more than a name change, it Expert Opinion 5 suggests organisations are Mark Allen of Impact Plus explains what BPM offers on top of standard integrating all of their business workflow and document management technology. processes, instead of just using View from the Top 10 workflow, document From the Sydney Harbour Bridge to ’s Millennium Bridge, design firm management, records and Arup has hit the headlines. Group knowledge manager Tony Sheehan content management systems to describes how its work is driven by portal-based knowledge and document make individual processes more management software. efficient. Round Table 12 The aim is laudable, but the Market experts from Xansa, Cornwell Management Consultantcy, Strategy difficulties are that much greater Partners and David Skyrme Associates predict the key trends in workflow and BPM. than if single processes are involved. Document & Records Management 18 Records and document management systems may not get the pulses racing Against that, our research but they’re back in fashion, says Malcolm Beach of AMTEC. (page 2) shows that many companies are unhappy with Content Management 20 Jeffrey Mann of META Group helps you to devise an overarching enterprise their current mix of software content management strategy. applications and accept that their Implementation Issues 26 business processes are subject to Katie Walsh of EDS sets out the key issues to confront when introducing constant change. So people are new workflow technology. ready for BPM systems that can Knowledge & Document Management 28 flexibly automate their processes Document management and workflow systems can combine to create a and ‘glue’ their enterprise new – less vague and fuzzy – form of knowledge management. Stewart applications together. Mills of Parity reports. Our Management Briefing Knowledge Economy 34 articles – written for Conspectus Everyone accepts ‘knowledge’ is vital, but what does that mean in practice by the likes of EDS, META, for different types of organisation? Nigel Oxbrow of TFPL provides an Parity and other specialist analysis. consultants – provide insight into Workflow, Document & how you can get the best from Business Process Management Supplier Profiles BPM and its individual component technologies. Throughout this issue we feature profiles of leading vendors of workflow, document management and BPM software. This information, supplied by the companies, has been checked and validated by specialist independent For Conspectus sales enquiries, please contact consultancy Impact Plus. Meera Butterworth at PMP. Tel: 0870 908 8767. Email: [email protected]. BancTec 6 Intalio 23 Publisher: Stan Packham. Editor: Tim Ring. Designer: Adrian BiT Group 7 Metastorm 24 Taylor. Production Manager: Jane Davies. Director of Research: Captiva Software 8 Objective 25 Neil Ferguson. Conspectus is published by PMP (UK) Ltd, 15 Chiltern Business Centre, 63/65 Woodside Road, Amersham, Cimage NovaSoft 9 SDL International 30 Bucks HP6 6AA. Tel: 0870 908 8767. Fax: 0870 134 0931. DST International 15 Singularity 31 Email: [email protected]. Typeset by PageSet Limited, 2 Willow eiStream 16 Triaster 32 Way, High Wycombe, Bucks HP11 1JR. Printed by S&G Magazines, Goat Mill Road, Dowlais, Merthyr Tydfil, Mid FileNet/Oceanus 17 Vignette 33 Glamorgan CF48 3TD. All material is copyright of PMP (UK) Ltd and FloSuite 22 may not be reproduced in part or whole without the written consent of the publishers. The publishers are unable to accept, and hereby expressly disclaim, any liability for the consequences of any Conspectus is a publication for directors and decision makers who are inaccuracies, errors or omissions in the information contained interested in current developments in information technology. within this report, whether occurring during the processing of such information for publication or otherwise. Conspectus offers the Conspectus is published on the internet at www.conspectus.com, facility to reprint articles. Please contact Jane Davies on providing online access to both editorial and supplier information from all the 0870 908 8767 for details. Conspectus is available on subscription only. All subscription and editorial enquiries previous year’s issues, with an online search capability. Please register at this should be directed to PMP (UK) Ltd. ISSN 1363-6804 website to receive future copies. www.conspectus.com JULY 2004 CONSPECTUS 1 Market Overview & Analysis Workflow, Document & Business Process Management

Companies are struggling FIGURE 1: Nature of existing enterprise IT systems cost-effective. As a result, three­ to pinpoint the return on quarters (75%) have funded IT investments in the past two Very flexible 32% investment from business years aimed at making systems process management more integrated, while 62% Not flexible enough 55% systems, says Pat Sweet. have sought to make them more responsive and 59% have tried Very responsive 32% WORKING FASTER AND to improve on the flexibility or smarter has become a necessity adaptability of their systems. Not responsive enough 35% for companies in recent years. Over the same timeframe, And technologies such as 41% of our sample have Highly adaptable 29% workflow and document implemented workflow or management can help cut the document management Not adaptable enough 44% corporate paper mountain applications, while 37% have down to size whilst improving added content management Well integrated 43% the efficiency of basic solutions and a quarter (25%) operations. have opted for a BPM approach Not well integrated 44% Our latest IT user study (see (see Figure 2). Survey Statistics box, page 4) Of all these options, 0% 10% 20% 30% 40% 50% 60% suggests this message is getting document management emerges Percentage of respondents through, with organisations Note: respondents could choose all that apply Source: PMP Research as the veteran application, with from a whole range of 39% reporting they already industries implementing such have an operational system. solutions in the hope of raising More than a third (36%) also service levels without sending have a workflow application in costs through the roof. operation and 34% have a But this evident enthusiasm content management system. for the individual technologies In contrast, take-up of BPM masks the fact that many Unhappy is slower, with only 12% of the companies are failing to grasp sample already running an the full potential of what operational system. And business process management although 14% are currently (BPM) offers. implementing BPM, just 5% While point solutions for have a pilot project in hand, workflow or document which suggests there is unlikely management can tackle specific returns? to be a dramatic increase in the needs, BPM provides the glue number of BPM which will bind everything flexible (32%) or very majority (84%) have made implementations in the next together in an enterprise-wide responsive (32%) and only changes in the last two years year or two. implementation. 29% feel they are highly designed to make their Instead, companies seem to Such an approach can offer adaptable. processes more efficient, while be more inclined to continue much-needed integration for an Companies demonstrate 73% have taken steps to spending on document organisation which has seen similar worries about the integrate different processes management and workflow. disparate applications spring up suitability of their current internally and 57% have been The already high proportion over the years, but now lacks business processes. The big looking to make processes more of companies using document the cash or methodology to management software looks set bring it all back together. FIGURE 2: Preferred technologies to increase, since 14% are Our Expert Opinion article currently implementing on page 5 examines the pros Which of the following technologies has your company invested in applications in this area and and cons of this in more detail. during the last two years? 20% are running pilots. There is little doubt that Similarly, 9% of our sample Document management 41% many companies are seeking to are putting in workflow overhaul their current software at the moment, and Workflow 41% applications. Around half 16% are giving it a trial. (55%) of our sample report The two most common Content management 37% that their existing enterprise IT drivers for workflow and systems are not sufficiently Business process associated technologies are 25% flexible, while 44% maintain management customer service and/or that their systems are neither complaint handling procedures, Records management 16% adaptable enough nor well which are cited by 34% of our integrated (see Figure 1). respondents, and the processing 0% 10% 20% 30% 40% 50% In contrast, only a third of online applications and Source: PMP Research Percentage of respondents describe their systems as very inquiries (32%).

2 CONSPECTUS JULY 2004 www.conspectus.com Market Overview & Analysis Workflow, Document & Business Process Management

Organisations are also using cited by 52%, and the challenge suggest vendors should give consultants on a project to these applications in areas such of producing a clear ROI or themselves a pat on the back. implement such technology. as sales and order fulfilment cost/benefit justification, also Only a quarter (27%) of The most common request management (29%) and a mentioned by 52%. companies feel that the software for help is with solution design variety of ad hoc processes User acceptance (45%) is is not flexible enough to (34%) – which suggests users including expense claim another issue which comes high support their desired way of are finding it hard to navigate handling, membership on the list of worries, with one working, while just 20% voice through the maze of different administration, referrals and respondent drawing attention fears that user expectations will technologies – along with other claims handling. to the difficulties of not be met. And a mere 11% systems integration (21%). Interestingly, some paper­ “overcoming user familiarity have concerns about poor There is widespread intensive activities have yet to with paper”. scalability or other performance recognition that these are not receive much in the way of On the other hand, only a issues. applications which can be just support – product development third (34%) feel that the need Yet there is enough installed fresh out-of-the-box. (14%), product technical for a change management uncertainty about how to make Interestingly, companies seem support (9%) and marketing programme is one reason why the most of workflow, more confident about handling (4%) all come well down the workflow is hard to introduce. document management and some of the preparatory work list of areas where workflow or And while some respondents BPM technology for companies for a workflow implementation, BPM is widely deployed. say the complexity of many to seek outside help. Almost with external help needed in solutions is a key problem, half (45%) have used systems areas such as defining processes Appeal overall our survey findings integrators or external (16%), project management The key attraction of such (9%) and changing behaviours technologies lies in their ability FIGURE 3: Key reasons for using workflow/DM/BPM (2%). to help companies improve For those companies who their existing working practices. To introduce greater efficiencies/ find the idea of a full-blown 4.33 We asked our sample to rate improved productivity workflow, document their reasons for using management or BPM system To improve service 4.18 workflow, document too daunting, there are management or BPM software alternatives. To reduce operational costs 3.80 on a scale of 1 to 5, where 1 Getting on for half (45%) of represents ‘not important’ and 5 our sample use or have been To improve organisational agility 3.32 stands for ‘very important’. using messaging products such The aggregated results as Lotus Notes or Microsoft To improve visibility of processes 3.24 (Figure 3) show that the Exchange as the base number one priority for To meet regulatory requirements/ infrastructure for workflow 2.88 companies is to introduce legal compliance issues technologies. greater efficiencies and/or To deal with integration issues Their reasons for doing so 2.57 improve productivity (4.33), around legacy systems centre on the simplicity of such coupled with the push to an approach. For 43%, user 0.00 1.00 2.00 3.00 4.00 5.00 improve service (4.18). At the familiarity is a key advantage, On a scale of 1 to 5 where 1 = ‘not same time, organisations are Source: PMP Research important’ and 5 = ‘very important’ along with ease of use (30%), looking to reduce operational cost-effectiveness (29%) and costs (3.80). better integration of Ambitions such as improving FIGURE 4: Use of portals information sources (25%). corporate agility (3.32), or There is also widespread improving the visibility of Do you use or are you considering using portal technology as the recognition that portals can processes (3.24) come some standard user interface to workflow/DM/BPM applications? play a role in reducing way down the list. And two complexity and improving the requirements which might have Will be user interface in workflow and been expected to make an considering related applications. Although impact in this area barely this option only 18% currently use or plan register with our respondents. Yes, already to use portal technology, half Neither the need to meet new do so or plan (50%) will be considering this to do so compliance regulations (2.88) 18% 50% option and only 15% have or the desire to deal with ruled it out completely. The integration issues around legacy remaining 17% are undecided systems (2.57) score highly. (see Figure 4). Part of the reason may lie in The big advantage of a the two biggest problems 17% portal, of course, is that it offers companies face in using 15% a gateway into multiple workflow technologies and Don’t know/not applications without the user familiar with software. These are the this technology having to learn the intricacies of difficulty of integrating with each individual system. No Source: PMP Research other enterprise applications, Two-thirds (66%) of our www.conspectus.com JULY 2004 CONSPECTUS 3 Market Overview & Analysis Workflow, Document & Business Process Management respondents acknowledge that SURVEY STATISTICS But without some cast-iron having a single user interface is information on the impact these the key advantage of portal For this survey we spoke to a broad cross-section of companies expensive and sometimes technology, along with its ease from sectors as varied as education (6%), energy and utilities (6%), disruptive new applications will of use, which is cited by half leisure and tourism (4%), transport (2%) and aerospace (2%). have on the bottom line, many (50%). We particularly sought the views of organisations in areas such organisations remain reluctant Looking to the future, many as manufacturing (18%), the (16%) and the to go forward in this area. companies regard a web public sector (11%). They have traditionally had to find ways of Indeed, only a third of our interface to workflow, dealing with large volumes of paperwork and also often face the sample (35%) claim their document management and kinds of regulatory challenges which can be a key driver in the implementations have delivered BPM products as essential. Half adoption of workflow and document management technologies. the expected benefits, while one (50%) would not even consider The companies varied in size from the bottom end of the range in five (20%) deny this is the a product lacking this – with 5% reporting a turnover of under £5 million and 4% falling case and 37% simply do not capability, while a quarter into the £5 million to £10 million bracket – up to the very largest. A know. (25%) feel it is required for third of our sample (30%) have a turnover of between £150 million Some companies may have certain applications. and £1 billion, while 7% have turnovers ranging from £1 billion to failed to develop a convincing Internet or web-based £5 billion, and 5% top the £5 billion mark. case for ROI because they have applications offer a overlooked a key area where straightforward way to link into BPM software can make a real other applications, such as not know their intentions. BPML or eXML is more muted. difference – solving long- those used by suppliers or But while progress may have Just over half believe such standing application integration supply chain partners. been slow, companies are laying standards are either ‘extremely issues. However, only about a third down the foundations for such important’ (26%) or Yet only the brave would (36%) plan to integrate any of requirements in the future. ‘important’ (29%), though a embark on an ambitious BPM their workflow processes with Three-quarters (75%) quarter (27%) do not have a project without some hope of those of external partners. identify web services as either view on this issue. achieving a decent pay-back. In contrast, 21% have no ‘extremely important’ (27%) or Overall, the biggest stumbling The challenge over the next plans to take this course of ‘important’ (48%) to their block is the difficulty companies few years is for companies to action, and 27% have not given developments in the workflow face in calculating the return on find a way out of this vicious it any consideration, with 16% arena (see Figure 5). This is investment from workflow, circle by developing detailed unsure. largely because such technology document management or BPM plans to use workflow, It is a similar story when it offers a way to link together technology. document management and comes to combining workflows legacy and external As Figure 6 shows, none of BPM technologies to their with those of others, perhaps as applications, a reason our sample describes this fullest extent. a result of a merger or nominated by 48%, combined exercise as ‘easy’ and three­ acquisition. Only 14% have with flexibility of deployment quarters (78%) rate it as either Pat Sweet is the research definite ambitions in this area, (46%). ‘fairly hard’ (42%) or ‘very analyst on Conspectus. If you compared to the 30% who have Companies also recognise the hard’ (36%). Just 13% claim are interested in this study, ruled it out, the 32% for whom importance of industry working out the ROI is ‘fairly please contact Neil Ferguson at it is not yet even up for standards in this area, although easy’, while 9% do not have a PMP Research. Email: discussion and the 24% who do support for options such as view on this. [email protected].

FIGURE 5: Importance of web services in workflow/DM/BPM FIGURE 6: Return on investment

How easy is it for your organisation to calculate the ROI on any workflow/DM/BPM technologies?

Extremely Fairly hard important Important

27% 48% 42%

Fairly 13% easy

14% Easy 0% 9% 9% 36% Don’t know Don’t know Not particularly Unimportant important 2% Very hard Source: PMP Research Source: PMP Research

4 CONSPECTUS JULY 2004 www.conspectus.com Market Overview & Analysis Workflow, Document & Business Process Management

EXPERT OPINION: MARK ALLEN of Impact Plus debates whether BPM is just a new type of workflow. Why is BPM so special?

Whilst workflow has been a component of ‘glue’ to facilitate the exchange of data the same: what will change is the overall document management for many years, between the application and the BPM orchestration of these components and business process management has system. Any claim that BPM can integrate the routing of the process. recently emerged as a ‘new technology’ diverse applications ‘out-of-the-box’ is By providing clarification of end-to-end offering significant improvements unlikely to be justified. enterprise processes, BPM enables compared with traditional workflow. Another key driver for BPM is that it organisations to take a more coherent But isn’t BPM just workflow by another offers a basis for improved productivity – view of corporate function. With the entire name? What improvements does it offer, for example, by integrating manual and business process exposed to the BPM and what are the drivers for BPM at the automatic workflows and thus reducing ‘engine’, it becomes possible to collate present time? hand-offs and process lag. management information across the To some extent BPM is just a new BPM can co-ordinate processes across process and present this in a name for workflow. Traditional workflow departments and business functions, comprehensive way to answer strategic products support the automation of potentially reducing duplication of effort business questions. business processes via the definition of and inefficiency. In this sense, it offers a In this way, BPM becomes a process steps and the exchange of data means of implementing the ‘holy grail’ of mechanism for gaining greater between steps – which is something that operational efficiency – straight through management visibility and control. BPM also provides. processing. Greater visibility across the business But in one key respect BPM is different. In order to achieve improved process can allow for greater staff BPM is typically used as a means of productivity, however, some level of accountability. Because a BPM process integrating existing applications and rationalisation of definition spans manual and system­ services and the business processes that business driven processes, there are potentially no operate on these, rather than processes is process ‘blind spots’ where an individual implementing a single discrete business likely to be or team’s performance cannot be process. Workflow processes tend to be needed. measured. prescriptive step-by-step definitions, Implementing a But if BPM provides more than the whereas BPM process definitions typically straight copy of limited process automation offered by encompass the higher-level business legacy traditional workflow engines, there is little functions involved in a process and the processes evidence that the market is exploiting its outputs from these functions. within the BPM potential. This may be because of the This extrapolation within BPM from the system is level of investment required to implement detailed data flows and its ability to view unlikely to a full BPM system, in terms of process re­ business processes across applications is Mark Allen: role in generate engineering, or because of scepticism referred to as ‘process orchestration’ – application integration benefits. regarding the benefits. contrasting with the ‘process automation’ Many In any event, implementation will offered by traditional workflow products. organisations aspire to operating model become easier in the future with the BPM does not therefore offer a flexibility in an effort to respond to rapidly increasing use of standard process complete departure from traditional changing markets and consumer components which may be invoked by workflow, but rather an important demands. The ability to redesign and re­ any process execution engine, utilising evolution of workflow technology, deploy operational processes and standards such as BPEL and XML. introducing a more rounded interpretation systems is therefore critical. The increasing use of web services in of real-life business processes and BPM can assist here because of the this area will also open up the possibilities reducing the need for the rigid coding of level of abstraction it offers over the for orchestration. every process step. detailed implementation of workflow. The But to achieve this there is an This ability to provide process use of flexible process components, investment cost, not least in terms of the governance at the organisation-wide level which can be re-used within different effort to stitch together what have gives BPM a role in application integration organisation-wide process definitions, traditionally been departmental process – a key driver for its success. Indeed, enables companies to rapidly design and definitions into true enterprise-wide BPM is often presented as the solution to deploy different operating models. representations. In reality, ‘pure’ end-to­ many of the long-standing architecture Thus, for example, if a decision is taken end BPM process implementations are problems associated with the proliferation to outsource a particular process probably still a year or two off. of legacy systems. component, a BPM system can be rapidly Yet such integration can typically only updated to reflect these changes. Mark Allen is a principal consultant with be achieved with the development of This is possible because the likelihood Impact Plus. Tel: 020 8977 4655. application programming interface (API) is that the process components will stay Email: [email protected].

www.conspectus.com JULY 2004 CONSPECTUS 5 Workflow, Document & Business Process Management BancTec

ec BancTec is a worldwide systems solutions. Plexus says it is COMPANY CONTACT POINTS integration, business process particularly suited to large, Turnover (UK) £31m Name and Address BancT outsourcing and services high-transaction business company. It has over 3,000 staff environments. Turnover (W) $379m BancTec Ltd, Jarman House, Mathisen Way, Poyle Road, Colnbrook, Berkshire and more than 5,000 customers eFIRST process consists of Profit Before Tax (UK) £4.5m SL3 0HF across multiple industries in 50 seven integrated modules: Profit Before Tax (W) $18m Telephone countries. Process Engine – scalable to Number of Employees (UK) 300 01753 778888 BancTec is one of the world’s support large configurations of Number of Employees (W) 3,100 Fax largest electronic document users and networks, this has Software Marketed (UK) D/I 01753 778707 management vendors – its been specifically engineered for End User Support by D/I Contact name Ian Painter systems process over 50 million intense, high-volume End User Training by D/I Email address documents daily. transaction-based processes. Key: D Direct, I Indirect [email protected] When delivering workflow Process Builder – an N/A Not available/not Website address and BPM solutions, BancTec environment that models applicable, N/P Not provided, AOR Available on request www.banctec.co.uk turns to Plexus. Founded more business information and relates User Group Contact/Contact Point than 15 years ago, Plexus, a it to processes and process dashboard to help managers N/A BancTec-owned company, is steps. It enables companies to identify emerging problems. recognised as a pioneer in develop user interfaces, forms Process Intelligence – a processing’ of work items. workflow and BPM software. and data objects managed business intelligence tool Process Integrator – a broad The Plexus network of within the solution application. providing configurable web­ array of pre-built adaptors and partners, resellers and OEMs Process Analyzer – a process based management information interfaces to connect processes has delivered solutions to a modelling, analysis and reports for statistical analysis of to legacy and packaged range of industries in over 35 simulation tool enabling the operational performance. applications. countries. business to model and optimise Process Decision – a business BancTec supplies end-to-end eFIRST process is a suite of its processes. rules engine to help business solutions to a wide range of tools for the development and Process Monitor – a real-time users document standard industry sectors by integrating deployment of scalable business activity monitoring process logic and enable eFIRST process with clients’ enterprise process management solution providing a visual automatic ‘straight-through legacy systems, as well as other products in the eFIRST PRODUCTS portfolio such as eFIRST Name eFIRST process (formerly FloWare) eFIRST capture capture and eFIRST archive. First installed (year) 2003 (1992 – FloWare) 2002 eFIRST capture provides a No. of UK sites/new sites last 12 months AOR AOR single front-end capture No. of World sites/new sites last 12 months AOR AOR platform to automatically scan Key markets Banking & finance, government, utilities, telcos, retail, postal services + mailroom and process high volumes of processing applications (eFIRST capture) documents of any format, Current version – date of release v2.0 – June 04 v3.4.1 – May 04 including forms, invoices and Operating systems supported MS Windows, Linux, AIX, Solaris, HP-UX Windows 2000, 2003, XP general correspondence. Software functionality offered: Electronic documents such as Workflow Yes Yes emails, faxes and web forms Document management Yes Yes can also be imported. Business process management Yes No The product searches for Knowledge management Yes Yes keywords and other document Content management Yes Yes identifiers to classify each Web content management Yes No document. It then automatically Electronic records management Yes Yes extracts and processes all Imaging No Yes relevant text and other document-based information to Electronic forms processing Yes Yes populate document and content Other N/A Document recognition, content analysis management applications, Standards supported XML, J2EE, SOAP + BPMI/WfMC member XML legacy systems or to distribute Web server standards supported to provide JSP, Struts, XML, XSLT Provided by eFIRST process integration capabilities the document to the correct Does product have its own business Yes Yes contacts via email. intelligence/analytical tools? BancTec and Plexus Does product support third-party business Yes – Hyperion, Business Objects, Cognos Supports all major third-party analytical customers include , intelligence/analytical software? applications Ford Motor Credit, BT, Inland Special application integration offered/ Web services support + API for COM and Provided by eFIRST process Revenue, UK Police, South West integration tools supported Java + enterprise apps. integration inc. Water, Cisco Systems and US SAP, Oracle, PeopleSoft, Siebel, etc Joint Chiefs of Staff.

6 CONSPECTUS JULY 2004 www.conspectus.com Workflow, Document & Business Process Management BiT Group

The BiT Group offers a suite of providing the capability to COMPANY CONTACT POINTS business tools designed to model, analyse, link and analyse, manage and improve communicate a range of Turnover (UK) N/P Name and Address the performance of integrated business and process Turnover (W) N/P BiT Group, The Granary, Pury Hill BiT Group Farm, Alderton, Towcester NN12 7LS organisations. Its first product information. Profit Before Tax (UK) N/P Telephone was launched in 1992. Enterprise Modeller is used to Profit Before Tax (W) N/P 01327 811199 In addition to developing, analyse an organisation and its Number of Employees (UK) 10 Fax marketing and selling products, business processes from a Number of Employees (W) 10 01327 811133 BiT offers a range of services number of linked perspectives, Software Marketed (UK) D Contact name including training, skills including cost, times, process End User Support by D Elizabeth Redfern transfer, project management efficiency, IT system support, End User Training by D Email address [email protected] and implementation support. risks and inter-organisation Key: D Direct, I Indirect BiT’s suite of tools is based interfaces. N/A Not available/not Website address www.enterprisemodeller.com on a framework approach and BiT says the flexibility of the applicable, N/P Not provided, AOR Available on request User Group Contact/Contact Point incorporates the ability to product means it can be used in Alistair Heslop/0870 220 0710 analyse an organisation from a a number of ways. The product lie and impact analysis for number of integrated is configured to meet the decisions, such as process Each of these views is perspectives, and communicate requirements of an organisation change, system implementation communicated visually, these perspectives using various or programme. and outsourcing. providing a colour-coded diagrammatic approaches. The Among the common uses of Using the multi-dimensional overlay for each process. For toolset includes a business the product: mathematical engine, cost example, one view can show process modelling capability Cost management is analysis can be provided to any how each product or service is and a multi-dimensional approached by combining the level of detail, the most processed and another the roles mathematical engine. organisation’s view of costs common being products, involved in the processing. The specific product with the process view. This services and business units. In addition to the integrated supporting BPM is Enterprise combination provides a picture For process improvement, views described above, Modeller, a framework tool of where an organisation’s costs multiple processes can be Enterprise Modeller can modelled and analysed from a integrate a number of other PRODUCT number of integrated user-defined views, such as Name Enterprise Modeller perspectives including which risks, competencies and First installed (year) 1992 role performs each part of the organisation assumptions. No. of UK sites/new sites last 12 months 189 – 9 process, which systems are Enterprise Modeller also used, how long the process integrates with workflow No. of World sites/new sites last 12 months 198 – 1 takes, how much it costs and products using XML. Having Key markets Business process modelling, continuous improvement, risk analysis, central the process capacity. analysed and designed government, banking & finance Each of these process views improved processes, it transfers Current version – date of release v4.2c – Nov 03 can be multi-dimensional, selected information to the Operating systems supported Windows 98, 2000, NT, XP providing additional insights. workflow development Software functionality offered: For example, for a financial environment – providing a Workflow No services company the cost of a starting position for the Document management No process may vary depending on development of the workflow Business process management Yes the product and channel to system. Knowledge management Yes market. In addition to software Content management No For the implementation of IT products, BiT offers a suite of Web content management No systems Enterprise Modeller supporting services to Electronic records management No provides an analysis of how the organisations using Enterprise Imaging No investment in such systems Modeller: Electronic forms processing No could deliver improvement Training – from introductory from the business perspective. courses through to specialist Other Business process modelling Process improvement within workshops. Standards supported XML a single organisation can offer Skills transfer – ‘one to one’ Web server standards supported to provide None integration capabilities significant benefits, but a multi­ working to impart specialist Does product have its own business Yes organisation view is often skills. intelligence/analytical tools? required to produce significant Implementation support – Does product support third-party business None directly improvement to the end-to-end practical support to help deliver intelligence/analytical software? process. Enterprise Modeller business modelling projects. Special application integration offered/ User-defined interfaces to third-party provides the ability to analyse Project management – to integration tools supported tools can be built via separated text files and improve processes across plan, manage and implement and XML multiple organisations. business modelling projects. www.conspectus.com JULY 2004 CONSPECTUS 7 Workflow, Document & Business Process Management Captiva Software

Founded in 1989, Captiva financial services, government, COMPANY CONTACT POINTS Software Corporation is a business process outsourcing, leading provider of input direct marketing and other Turnover (UK) N/P Name and Address management solutions. markets. Turnover (W) $57m Captiva Software Corporation, Hanover House, Cross Lanes, Its award-winning products Based on the time spent Profit Before Tax (UK) N/P Guildford GU1 1UG Captiva Software are used to manage business­ entering and validating data, Profit Before Tax (W) $3.5m Telephone critical information held on the high downstream cost of Number of Employees (UK) 20 01483 460500 paper and in faxed and scanned incoming errors and demands Number of Employees (W) 300 Fax forms and documents into the for instant responsiveness, Software Marketed (UK) D/I 01483 460600 enterprise. Captiva’s software is designed End User Support by D/I Contact name Beverly Fitzgibbon Captiva recognises that key to provide the missing link End User Training by D/I Email address information must be at required for greater efficiency Key: D Direct, I Indirect [email protected] immediate disposal. Clients’ and competitive advantage. N/A Not available/not Website address needs must be served, Even the most modern applicable, N/P Not provided, AOR Available on request www.captivasoftware.co.uk unimpeded by the delays and information systems are not User Group Chairman/Contact Point the high costs associated with designed with information Improve accuracy in N/A an ongoing ‘paper chase’. input in mind. information flows, and improve Its products automate the Captiva claims that its the accountability of standard, enterprise-level processing of billions of forms solutions help organisations to: information systems by scanning interface ISIS. and documents annually, Lower operational costs by initiating high-level reporting FormWare. Captiva converting their contents into reducing dependence on manual and auditing functionalities. recognises that forms are the information that is usable in processes, within the mailroom Enhance back-end systems by dominant way of doing database, document, content and throughout the enterprise. speeding up and improving the business: over 80% of all and other information Increase efficiency in overall flow of information into them business documents are forms, management systems. workflows by automatically through system-specific exports with more than $360 billion The software is used by prioritising and routing key which ease integration costs. spent processing forms annually. thousands of users in insurance, information. Increase security by capturing Despite these costs, many hard-copy documents in a businesses still rely on a manual PRODUCT single location, and delivering process to gather information Name Input Management Solutions them electronically throughout from forms. First installed (year) 1989 the organisation. FormWare is a forms No. of UK sites/new sites last 12 months 300 plus – AOR processing and data extraction Products platform that automatically No. of World sites/new sites last 12 months 2,000 plus – 162 InputAccel is an enterprise­ identifies and processes both Key markets Insurance, banking, government, business process outsourcing, level information capture paper and electronic forms, manufacturing solution that provides regardless of their design or Current version – date of release v5.1 – Jan 04 businesses with a method of point of origin. Operating systems supported Windows NT, XP, 2000, 2003 co-ordinating, validating and Digital Mailroom. Software functionality offered: assimilating incoming Information rarely if ever Workflow Yes documents. arrives ‘shrink-wrapped’ for the Document management Yes It is designed to offer high­ internal workplace: it is usually Business process management No speed functionality in data a mixed bag, with information Knowledge management No capture, processing and arriving in numerous formats Content management No integration and to improve the and from multiple sources. Web content management No integrity of business-critical Captiva’s Digital Mailroom Electronic records management Yes data by removing opportunities solution is designed to automate Imaging Yes for error. the information process, InputAccel is used by creating a virtual ‘front door’ to Electronic forms processing Yes hundreds of companies enterprise information systems, Other Input management, document/data capture, forms processing, classification worldwide to collect and and providing a single point of Standards supported XML, ISIS integrate external information entry for all input – incoming Web server standards supported to provide None into their systems. It turns paper mail, faxes, email and integration capabilities external data into usable, online communications streams. Does product have its own business No business-ready content, Digital Mailroom can intelligence/analytical tools? regardless of its format or point automatically recognise and Does product support third-party business N/A of origin. route these documents to the intelligence/analytical software? It is offered as an enterprise­ appropriate department or Special application integration offered/ Embedded VBA level solution by Captiva, which person, and run reporting and integration tools supported also created the industry- auditing capabilities.

8 CONSPECTUS JULY 2004 www.conspectus.com Workflow, Document & Business Process Management Cimage NovaSoft

For more than a decade, provider to specific regulated COMPANY CONTACT POINTS Cimage NovaSoft has been industries, it offers a solution providing enterprise content that combines domain Turnover (UK) £5m Name and Address management (ECM) solutions knowledge and best practice Turnover (W) £10m Cimage NovaSoft Ltd, Centennial Court, Easthampstead Road, that allow organisations to with software capabilities. Profit Before Tax (UK) £0.5m Bracknell, Berkshire RG12 1JZ Cimage NovaSoft comply with regulatory Its solutions are optimised to Profit Before Tax (W) £0.5m Telephone requirements. the requirements of specific Number of Employees (UK) 55 01344 767700 The company believes that industries through vertical Number of Employees (W) 100 Fax meeting these requirements metadata models, business Software Marketed (UK) D/I 01344 767701 requires a solution that spans process maps and standard End User Support by D/I Contact name Michelle Patch the content management integration tools. End User Training by D/I Email address lifecycle, from initial creation These off-the-shelf templates Key: D Direct, I Indirect [email protected] through to archival and enable enterprises to roll out an N/A Not available/not Website address disposal. Its solution combines established solution to key applicable, N/P Not provided, AOR Available on request www.cimagenovasoft.com business process management, business processes with less User Group Chairman/Contact Point collaboration and content customisation. A web services toolkit was AOR management. In Q3 2003, Cimage released at this time, supporting Cimage NovaSoft recognises NovaSoft launched its Fusion .NET and J2EE web solutions and user interfaces that rapid business benefit product suite, a web-based environments. The company geared around the user’s specific requires more than just platform for ECM solutions to claims Fusion Reference business environment. technology. As a single-source the regulated industries. Library, released in Q2 2004, Cimage NovaSoft has over has generated interest from 700 installations in over 30 PRODUCT customers and prospects due to countries. Name Cimage NovaSoft its innovative design. Its customers include First installed (year) 1990 aaiPharma Inc, Altana Pharma, No. of UK sites/new sites last 12 months 100 – 10 Products AMEC Offshore Services, No. of World sites/new sites last 12 months 700 – 50 Fusion is a framework for Ametek Aerospace Products, Key markets Government – capital projects and delivering enterprise content Applied Materials, BART, BF infrastructure (ie, rail), medical management solutions for Goodrich Aerospace, BNFL, manufacturing, oil & gas upstream regulated industries. Cimage BOBST SA, British Energy operations, pharmaceutical manufacturing (packaging, labelling, NovaSoft says the adage “one Generation, BT, BWX quality control), power generation and size fits all” no longer applies as Technologies, Cambrex Bio transmission ECM evolves to become more Science Walkersville Inc, Current version – date of release e3 v5.11 – April 04 of an enterprise infrastructure Central Arizona Project, Operating systems supported Client – Windows NT, 2000, XP, web rather than a focused business ChevronTexaco, Corning browser. Server – Windows NT, 2003, solution with proven benefits. Costar, Eli Lilly and Company, Solaris, HP-UX, AIX Fusion combines both models, Entergy, Enterprise Energy Software functionality offered: providing solutions tuned to the Ireland, Ford, Fujitsu Software Workflow Yes business requirements of specific Technology, GE Capital Rail Document management Yes regulated industries whilst able Services, Genentech, Gen- Business process management No to replace or utilise existing Probe, Georgia Gulf, Gillette, Knowledge management Yes ECM investments. Honeywell Aerospace Yeovil, Content management Yes It combines document and Husky Oil, Hydrocarbon Web content management No content management, Resources, I/N Tek, John Electronic records management Yes workflow, collaboration, Crane, LEONI Wiring Systems Imaging Yes knowledge and records UK, Lifescan, Lockheed Martin, Electronic forms processing No management into a single London Underground, Magnox Other N/A integrated web framework. Electric, Marathon Oil Standards supported XML, web services, SOAP, UDDI, SQL A web services interface Company, Mobil North Sea, Web server standards supported to provide .NET, J2EE supports web-based integration Northrop Grummon, Norton integration capabilities with popular web application Company, Phillips Medical Does product have its own business No servers and portal Systems, Powergen UK, intelligence/analytical tools? environments. A range of web Raytheon Aircraft Company, Does product support third-party business No intelligence/analytical software? applications are provided, Rockwell Automation, Salt designed to meet the River Project, Sempra Energy, Special application integration offered/ Web services, Windows API Toolkit, integration tools supported database integration, Cimage requirements of different Sumitomo, Suncor Energy, Framework Link, Office, Outlook, regulatory environments and Sunoco, Syntroleum, Talisman Maximo, Intools, SAP, Explorer, AutoCad, business processes. Fusion Energy (UK), TXU Electric and Microstation, Lotus Notes therefore offers a range of Wyeth Pharmaceuticals. www.conspectus.com JULY 2004 CONSPECTUS 9 Workflow, Document & Business Process Management View from the top

PROFILE hell let loose at this point, Company: Arup Group. partly because through the Interviewee: Tony Sheehan. consultation exercise we had Job Title: Group Knowledge Manager. raised expectations and also partly because there was The Subject: Engineering firm Arup has improved its business performance through suddenly an opportunity for portal-based knowledge and information management. people to make a difference and they wanted to be involved. There were loads of products out there with loads of functionality, not all of which Q: WHAT BUSINESS DRIVERS LED ARUP TO to be improved. We went were operating under. we wanted. In six to eight DEVELOP ITS PORTAL SYSTEM? through an extensive It was really a big juggling months we matured in terms of A: We are a large engineering consultation exercise and I exercise, there were 40 or 50 understanding what we wanted organisation with about 6,000 wrote a report to the board things that needed to be done in and also the market matured in to 7,000 people, seeking to around the end of 2000. They terms of improving knowledge terms of the products available. differentiate on innovation and said ‘right go do it’, and and three years on, we have Our key criterion was that we creativity – we design projects obviously that was when the done them all – and more. But wanted a portal that was simple like the Sydney Opera House fun started. we’ve done it in a low-key way, to use and access and that could and also the ‘wobbly’ bridge in We identified a wealth of exploiting opportunities to get access all our existing corporate London. things to improve which meant things done on the back of information which was on more To make that creativity we needed to run a number of other initiatives and refocusing than 20 databases, including happen, you need good people global projects. some activities to support the Oracle, Exchange and with information and From the start, we recognised knowledge management proprietary databases. knowledge at their fingertips. that technology was both the initiatives. We did detailed trials on a Knowledge is all we sell, it’s cause of our problems and also We always retained a small number of products and found fundamental to our business. the potential solution. Our central knowledge management that Autonomy could do the Round about 2000, we information overload was all team of two or three people job. realised that people in the about our intranet and the way with the projects delivered by organisation were getting it was designed. We wanted to other teams. Q: HOW DOES THE SYSTEM WORK IN overloaded with information change the way knowledge was PRACTICE? and we wanted to address that. retrieved, and we understood Q: HOW DID YOU CHOOSE AN IT A: In a nutshell, having a portal We also realised that the way that by addressing our SOLUTION? onto our sources of information we work has changed, in terms information infrastructure we A: After we got clearance from allows us to find the right of the immediacy involved. could achieve other goals, such the board we began looking at content, the right people (which Now, if an email comes in, as reducing the stress people intranet technology. In a way all is very valuable) and to create people have to respond to it ‘on the fly’ links to the content immediately – and we have to COMPANY FILE we’re looking at. make sure that people don’t just That last bit may sound revert to what they know Established in 1946 by Ove Arup, Arup is a firm of consulting trivial but what we do is when already, that they pause and engineers working on projects including automobiles, the portal presents information refer to the best knowledge infrastructure, structural engineering, communications to someone, we get Autonomy available in real time. consultancy, financial and socially led engineering. to suggest related content. It has 72 offices in 32 countries, and around 7,000 members For example, post 9/11 it Q: WHAT DID YOU DO TO ADDRESS THIS of staff. Its turnover in 2001/02 was £403 million. would be very easy for a PROBLEM? Arup is one of the world’s leading firms of designers, having structural engineer to think of a A: For us, it wasn’t a matter of worked on projects such as London’s Millennium Bridge. It also tall building just as a building in ‘great, let’s get a technology worked on the structural design of the iconic Sydney Opera terms of design and materials. solution’ – we spent six months House in the 1960s and the development of the route for the But these days the engineer looking at what was right and Channel Tunnel Rail Link in the 1990s. must also communicate to the what was wrong in the In 2000-2002, the firm undertook a comprehensive review of client an understanding of risk, business. its knowledge assets and as a result developed the Arup fire, ease of escape and so on. I was given free rein by the Global Intranet Project (AGIP). Design now is less about board to explore what needed individual disciplines. We have

10 CONSPECTUS JULY 2004 www.conspectus.com Workflow, Document & Business Process Management a community of structural PERSONAL FILE within each brand whose role is engineers in Arup but if an to check the content. engineer is looking up building NAME: Tony Sheehan. design, Autonomy will copy the BACKGROUND: As Group Q: HAVE THERE BEEN ANY PROBLEMS WITH page into the search box and Knowledge Manager and THE SOFTWARE? with it present the top five links Associate Director of Arup, A: Honestly not for us. We to that page in real time. It Tony is responsible for the always tested it first. We had suggests links – which might development and people customising it for our pick up on that there’s implementation of the needs before we introduced it, something new been produced company’s global and it hasn’t fallen over. to do with risks. knowledge management People find they get much strategy. He specialises in Q: HAS THE SYSTEM BEEN DEVELOPED broader links which encourages cultural change, process SINCE YOU FIRST INTRODUCED IT? networking between the management and KM A: We continue to customise it. different disciplines. technology. People are still busy, they are Beyond Arup, he is involved in KM research projects at a still overloaded and there’s a Q: HAVE YOU EVALUATED THE SUCCESS OF number of universities and business schools and has been constant need to update the THE PORTAL? appointed as an advisor to the Department of Trade and system. We are always saying to A: The main benefit has been Industry on selecting suitable construction research and Autonomy ‘we want to do this easy access to content, innovation projects in the KM field. or that, what blend of your improved speed to find Prior to his current job, Tony worked for 12 years as a senior products can help us?’. answers. The portal has given member of the Arup materials and construction team, At the moment we’re looking us a new user-friendly interface providing consultancy to clients on the use of materials in fundamentally at the best to our legacy systems, which building and civil engineering. practice information that we means people are finding the make available. In the past, the right content while reducing the Harvard Business Review was information overload. It’s We integrated various legacy Having consulted with various the source of business best simple but it gives people a systems and, for each user groups about what they practice but now there are lots good feeling. integration, we have had to needed, our brief was always to of other sources. For example, just after we think about how it works. For make it very simple. We’re going through a kind had introduced it, someone example, we had a We didn’t go strong on of navel gazing exercise defining emailed me to say they had comprehensive projects training. There were lots of help what best practice means in this wanted to bid for a project but database, Ovabase, which pages available and we day and age. For us, it’s a their PA had spent four days captured previous project embedded some things into process of continuous failing to get the right support experience. This was getting existing training courses, but we evolution. information for the bid. poor feedback – it wasn’t bad kept it deliberately low key. Another area we are looking They decided to give this but it was a hard system to get at is how to get people to system a go, got the into. Q: DOES THE SYSTEM SUPPORT YOUR absorb content. The first phase information they needed from We created a better interface DOCUMENT MANAGEMENT, AS WELL AS has been to look at the way Autonomy in half a day – and but also we needed to integrate KNOWLEDGE AND CONTENT MANAGEMENT? people work and the knowledge we won the bid. a few things alongside it to give A: We have a number of they need, and pulling together As an organisation we are not people a kind of ‘one stop shop’ different document that content. strong on ROI partly because of information. If someone is management systems and But there’s no point in it’s so difficult to quantify. If the preparing a bid, they want to Autonomy decides which making content available if feedback is positive from users, look at past projects in documents should be shared people don’t use it. The way then the payback is there. We Ovabase, but they will also from each particular system. ahead is to look at how this had a lot of very tangible want information from the All documents or content are content can have an impact on examples that to turn into ROI financial system – did we make branded with one of five people, there’s got to be some would be meaningless. It just a profit or loss in the past? – ‘brands’, depending on whether interest or curiosity and that worked. they might want some data they relate to ‘people’, might involve some work with from the image base or some ‘projects’, ‘best practice’, e-learning systems. Q: WERE THERE ANY PROBLEMS GETTING timesheet data. ‘corporate rules’ or ‘networks’ THE PORTAL TO INTERFACE WITH YOUR We had to make those links (communities of people in the Q: WHAT KEY LESSONS HAS ARUP LEARNT EXISTING DATABASES, SO IT COULD DRAW happen, and for each database same role). FROM THIS IMPLEMENTATION? OUT THE INFORMATION? the way we presented and By categorising a document A: You have to think through A: During the first six months retrieved data had to be thought in one of these areas, people can your business first – think about of testing we almost mapped through. find the type of information your people and processes – the business – we realised that they are looking for grouped by and then the technology. The the portal was a good idea but Q: HOW DID THE USERS REACT TO THE Autonomy. acid test of technology in this then had to look at how it NEW SYSTEM, AND WHAT WERE THE They will also know that they area is how well it can be would work in practice, the TRAINING REQUIREMENTS? can use the document with customised to support your nitty gritty of how the different A: A lot of the system was confidence because it has been people and processes, to deliver systems would interact. intuitive, deliberately so. validated by one of our experts what you want. www.conspectus.com JULY 2004 CONSPECTUS 11 Workflow, Document & Business Process Management

WORKFLOW AND document workflow, process management management software has been and application integration. The around for some time, but other components are needed business process management is for real-world solutions, as a relatively new concept. And BPM on its own is worthless,” while all these technologies Workflow he said. deliver substantial benefits, The issue here is how working out just how to integration is to be achieved implement any or all of them is successfully. Staunton says the a challenging task. burden for ensuring this To look more closely at the happens should fall squarely on issues involved, Conspectus the supplier, rather than the invited four industry experts to workout buyer. give their views on current Four workflow and BPM experts debate how companies “The challenge for users is to trends in this market and to can get the most from this technology. Pat Sweet reports. resist buying standalone best of identify where and how such breed BPM components technology can best be used. because the BPM vendor should We spoke to David Skyrme, the whole picture, so the strengths of the existing cover the cost and risk of director of his own specialist requirement for point solutions technologies. This in turn may integration. This should be a consultancy David Skyrme will probably remain. The focus persuade companies to adopt major qualifier in new Associates; Michael Anniss, needs to be on using the an holistic approach. Where purchases. Users need to principal solutions architect appropriate level of such an approach has been examine offers carefully and with computer services group technology.” discussed, the integration of identify vendors pushing Xansa; David Scott-Jones, This view is echoed by David workflow components is critical components and being principal consultant with Skyrme, who believes that “the to realise the overall benefits economical with the actualité,” independent firm Cornwell name of the game is evolution and the management vision,” Staunton said. Management Consultancy; and and interoperability within a he said. Skyrme is another who Rory Staunton, managing well-defined but flexible But David Scott-Jones is questions just how close some director of the business architecture and vision. Even firmly of the opinion that few suppliers are to the nirvana of consultancy Strategy Partners. then, most of the innovative users will be rushing to scrap the fully integrated BPM Our panel began by and task-specific products come their legacy systems for an solution. considering the relationship from niche vendors. And often ‘holistic’ BPM solution just yet In his experience, the overall between the more established individual department – although he agrees this functionality on offer in some specialist software and the initiatives demand local and approach has important packages is the result of newer, all-embracing concept of adaptive solutions that can be potential benefits. companies acquiring other BPM. While applications such implemented quickly. Therefore “A strength of BPM solutions vendors and products. In these as workflow are usually well-designed and user-friendly is crossing existing system circumstances, it can take implemented in particular niche products will always have boundaries to extract real-time several years for the vendor to departments within a company, a place.” data from other applications to achieve seamless integration BPM is often seen as a more Anniss reckons that, in the manage the business process. (although the growing use of holistic approach which longer term, users may come to With appropriate standards and open standards such as J2EE transcends traditional realise that BPM offers a way to process-building tools simple can speed up the process). organisational boundaries. make the whole more than the enough for non-IT specialists to The resulting difficulty of However, our experts sound sum of its separate parts. use, a good BPM solution puts distinguishing between promise a note of caution about how “We are seeing a growing control in the hands of the and reality is another reason to this will work in practice. trend towards a collaborative business user and takes the stick with tried-and-tested Michael Anniss emphasises approach in exploiting the overstretched IT department single applications. that it is wise to consider wider out of the loop. So there “Several factors mitigate business and systems issues, absolutely is a place for against taking an holistic view. even if the initial intent is to point solutions, although First, companies may have implement a point solution, but no doubt vendors would many different legacy systems also stresses that introducing like to sell fully whose data and applications BPM is not a simple task. integrated solutions,” need to be migrated to the new “Many organisations will Scott-Jones said. environment. Secondly, there currently have point solutions Rory Staunton are concerns about a ‘big bang’ in place providing some of the elaborates on this view, all-embracing project that might elements of the overall BPM but sounds a note of disrupt current systems and solution,” he said. “However, caution about what have a high propensity to fail. the move to a complete BPM exactly is involved. “We Perhaps most importantly, the approach requires change and have never encountered a diversity of users’ needs often investment orders of magnitude user who regards the mitigates against a ‘one size fits greater than is needed for the scope of BPM as a term all’ solution,” Skyrme said. implementation of one part of Michael Anniss: appropriate technology to cover more than Often, there are also major

12 CONSPECTUS JULY 2004 www.conspectus.com Workflow, Document & Business Process Management costs associated with opting for will be more “Companies will need to do the holistic BPM approach. commonality of purpose lots of implementation work. “The work required to within the BPM market. Today most organisations are systematise documents, records, “For BPM to become deficient in their adherence to knowledge and workflow is successful, agreed standards, the consistency of enormous – and expensive. Nor standards must be used their corporate business will all the users need all the for modelling, classification scheme and modules. However, it is fair to implementing business metadata, and the discipline of say that there are other benefits process flows and their knowledge workers’ of an integrated toolset from a integration with working practices,” is how single vendor, and these are organisational resources. Scott-Jones outlines the increasingly being recognised,” In addition, for the point problems. Scott-Jones said. technologies to play an Skyrme is another sceptic Certainly, many vendors have effective role in the more about how easily BPM can be started down this path, even integrated world of David Scott-Jones: standards gaps introduced. though they may be having BPM, they need to “It’s certainly not ‘plug and trouble persuading users to provide additional the vendor, and more about perform’. Many of these follow them immediately. As a capabilities and well-defined how easy it is to extract and standards are at the very basic result, there has been an interfaces with other migrate the logic, templates and levels of message exchange and upsurge of mergers and technologies. The fewer vendors data from the chosen solution. interoperability. Companies acquisitions amongst suppliers there are, the greater the chance Again, adoption of industry need common schemas and in the workflow, document of investment in the standards such as XML will higher-level standards for management and BPM arena. re-positioning of products, their help future-proofing,” he said. resource definitions for systems Skyrme sums this up as “the integration capabilities and real However, while our panel to recognise – for example, that inevitable consequence of consolidation around broadly agree with Scott-Jones’ one company’s ‘customer’ is Darwinian evolution and standards,” Anniss maintained. assertion that standardisation is another’s ‘client’. Furthermore market forces in product spaces Skyrme reckons it is this “A Good Thing” for both it will be collaborative whose boundaries are process which will be of vendors and users, they also communities or participants in constantly changing”. greatest benefit to end users as maintain it would be a big supply chains where the The positive impact of this they weigh up potential mistake to assume that all BPM emphasis on customisation will should be that only the best purchases. “The primary technology can be bought off­ come. No company is an survive, but the downside is requirement is to think less the-shelf and plugged straight island,” he warned. users may be left with systems about the long-term viability of into the enterprise. Staunton points out that most that have become obsolete and BPM products at the moment unsupported – a concern voiced KEY ISSUES sit at the component level, are by several on our panel. sold to IT project managers, “There are several impacts on We asked our four experts to consider the following questions: and require very significant customers: will their preferred Most vendors now offer BPM systems which integrate configuration and extensive vendor still be around in three, separate technologies like workflow, knowledge management, customisation. In his view, ‘plug five or ten years? Will they be document management and content management. But how and play’ is a valid vision, taken over by one of the big many users adopt a similarly holistic approach? Is there still a rather than an operational boys such as Microsoft or IBM? place for the point solutions? reality, although this may While that might guarantee There has recently been a lot of merger and takeover activity change over the next two years. continuity, will companies find among vendors in the workflow, document management and In any case, not every themselves at the mercy of their BPM area. What is the impact of this, both positive and company is going to welcome development and pricing negative, for users? the emergence of standard strategies, and other restrictive Is the growth in corporate regulation and compliance products. “Commercial practices?” asks Scott-Jones. requirements – such as the requirements of Sarbanes-Oxley organisations need to Staunton is less exercised by and the impending Freedom of Information legislation in the UK continually build competitive this, as he believes this – encouraging greater use of BPM technology such as differentiation into their development is overall “largely document management? offering to their customer. The positive for users, because it is With the launch of integrated product lines, plus the use of wider effects of standardised creating a smaller number of standards such as XML and web services, BPM technology is systems and business processes larger players that are safer to increasingly billed as a ‘plug and play’ choice. Is this correct? may impact on this commercial buy from, rather than smaller, How much work do companies need to do to customise their imperative,” Anniss said. niche vendors fuelled by implementations? He believes the more dotcom money that are unsafe Companies are usually advised to implement technologies complex problem is creating to buy from”. such as workflow, document management, KM and BPM in standards for the information Anniss concedes that the small stages or via pilot projects, in order to reduce risk. But that is exchanged between impact for existing users may be does this limit the chances of an organisation achieving the products, and for the elements disruptive, but suggests there is expected benefits of enterprise-wide BPM? What kind of of the business processes that a lot for future users to gain strategy is appropriate? they manage. from this trend because there The emergence of standards www.conspectus.com JULY 2004 CONSPECTUS 13 Workflow, Document & Business Process Management

But for Staunton, level BPM can bring. Yet “For example, you can regulations and experts like Skyrme dismiss deliver workflows sequentially compliance represent the such fears. rather than re-engineering many fastest growing segment “If proper knowledge processes at once. of the BPM and content management and learning Unfortunately other aspects of management markets in approaches are adopted, BPM don’t lend themselves to Europe today, which is companies can learn a lot from this – you can’t deliver half an why software and pilot projects that will stand electronic records management services in these sectors them in good stead for a major system, and even a pilot system are still growing, whilst rollout. But once they have requires as much preparation as other component learnt what works best in what a complete rollout,” he technologies such as ERP situations, they may need to be conceded. and CRM are not. ambitious in the speed and scale And as Anniss points out, This is likely to of the rollout to maximise moving to ‘full-strength’ BPM David Skyrme: pro pilot projects continue being the case, benefits. However, they don’t will force many organisations to if Scott-Jones is right. necessarily have to go for 100% change the way they such as BPEL, and the “Few organisations are utilising coverage. There will always be understand, define, run and standardisation of business the full capabilities of the a tail of diminishing returns, manage their business process modelling tools to technology at the moment – where investments may be processes. As a result, many will produce BPEL-compliant often because their top better applied to piloting the face dilemmas about the level of definitions, provides part of the management has yet to next innovative solution,” differentiation, cost, complexity solution here. appreciate the potential impact Skyrme said. and ROI involved. “Each organisation has to of the new regulations. Scott-Jones is another “Companies need to position define its own internal business Document management is only enthusiast for this approach, their business and technology processes and the environment a small subset of what will be arguing that pilot projects are change clearly in terms of their in which to manage them. They required by Sarbanes-Oxley and extremely valuable as a way of business performance will often have to create the Freedom of Information testing the ‘fit’ of the product implications and ensure that environment to interact with legislation, and many and assessing the organisation’s any technology used is very other organisations. In both organisations are implementing ability to implement and use it. clearly justified and provides a cases there will be specific it in a way that will fall short of “The pilot project should clear contribution to the customisable elements that need what is required,” he said. validate estimates of the time business performance,” Anniss to be addressed. The more In particular, Anniss said, and effort required, test said. standard the business process, while the greater use of procedures and training Staunton agrees that any the less the need to customise document management provision, and provide a strategy to realise ROI in BPM the application components for technology solves some demonstrator platform for depends on identifying the that process,” Anniss said. problems going forward, it does management and other staff not operational metrics that define In some areas, the move to not address the historical or directly involved in the success before the project starts, BPM technology has been ongoing underlying issue of programme. And by reducing rather than concentrating on prompted by the need for identifying and using base-level the probability of the project technical measures like the companies to meet additional business data in the first place. failing it should enhance the number or speed of processes. regulatory requirements, such “A focus on technology chances of realising the But for those organisations as the Sarbanes-Oxley components will simply move expected benefits,” he said. who understand the legislation in the US or new the wrong data round the In addition, a successful pilot implications of BPM and the Freedom of Information laws in business more effectively and gives senior management the way in which the market is the UK. not get to the root of the confidence to use the system developing, there are substantial Skyrme is in no doubt that business problem, or indeed organisation-wide. This is prizes to be gained by those compliance requirements are open up the opportunity which critical, because some projects who take the initiative. driving greater adoption – a greater understanding of the fail because of poor take­ especially in the public sector company’s lifeblood could up rather than poor which has not perhaps been as provide. By getting the data and technology, making a advanced as the commercial data management processes high-level mandate world in implementing right within a compliance important for electronic document and context, businesses can then acceptance. records management systems. look to exploit the knock-on A quick However, they are not CRM benefits this provides,” implementation in small necessarily a critical driver. Anniss said. pieces, rather than a ‘big “Even without such The final topic our panel bang’ requiring years of requirements, many debated is the thorny issue of work will also keep organisations already how best to implement BPM interest levels high – understood the business benefits technologies. While a pilot although there may be and have well-developed project reduces risk, it might obstacles to doing this, systems with intranet or portal also fail to deliver the benefits as Scott-Jones access,” Skyrme said. that only wholesale, enterprise­ acknowledges. Rory Staunton: operational metrics

14 CONSPECTUS JULY 2004 www.conspectus.com Workflow, Document & Business Process Management DST International

DST International (DSTi) document management, COMPANY CONTACT POINTS provides a range of investment straight-through automation, management and work compliance and other Turnover (UK) AOR Name and Address management software solutions components that integrate with Turnover (W) AOR DST International, DST House, St Marks Hill, Surbiton, Surrey and related services to 600 an organisation’s existing Profit Before Tax (UK) AOR KT6 4QD DST International clients in 55 countries. systems. Profit Before Tax (W) AOR Telephone DSTi has 16 offices and over DSTi uses these solutions in Number of Employees (UK) 650 020 8390 5000 1,300 professionals and is part its own core business, and says Number of Employees (W) 1,300+ Fax of DST Systems, a NYSE-listed that robustness in production Software Marketed (UK) D/I 020 8390 7000 company with revenues of more and costs of ownership are End User Support by D/I Contact name Robin Nathan than $2.4 billion and a record therefore critical for the success End User Training by D/I Email address of continuous profitability since of HiBPM. Key: D Direct, I Indirect [email protected] it was established in 1969. The company provides its N/A Not available/not Website address DSTi’s HiBPM business own consultancy resources to applicable, N/P Not provided, AOR Available on request www.dstinternational.com process management solution offer integrated products and User Group Chairman/Contact Point enables businesses to define, services, with over 90 EMEA­ availability profiling, and N/A automate, integrate and based staff working in HiBPM business process monitoring monitor business processes. implementation and support. It tools. single view of the customer It is designed to transform the also markets HiBPM through AWD offers a data-driven from initial contact to way business operates, offering strategic partners and sells design enabling the business, completed work. benefits in productivity, HiBPM on a licence or service­ not technicians, to make Process monitoring. The efficiency, cost control and based model. continuous improvements. The business intelligence compliance. HiBPM combines integral software is open and modular, functionality, which includes a HiBPM is a suite of capture services and workflow and uses its own middleware or quality subsystem, helps established, scalable solutions facilities with the scalable AWD others to integrate with existing managers understand the state and tools encompassing solution, providing graphical business applications, office of the business and gives them workflow, object repository, workflow tools, user skills and products, groupware, etc. tools to implement change. AWD encompasses process Process automation. This is PRODUCT automation in a variety of achieved through straight­ Name HiBPM areas, including: through processors that can First installed (year) 1989 Content management. automate activity, without No. of UK sites/new sites last 12 months 70 plus – N/A Companies use the integrated human interaction, to offer AWD capture suite to capture productivity improvements, No. of World sites/new sites last 12 months 300 plus – N/A paper, fax, email, text, data and particularly as a service Key markets Financial services, legal, utilities, government, telcos other information types, in fulfilment engine. Automation Current version – date of release v3.1 – 2003 order to build a repository of can cover a complete process; it Operating systems supported Windows NT, 2000, XP, IBM OS/400, Sun information for subsequent can also take on routine Solaris, Linux delivery and retrieval through preparation or follow-up tasks, Software functionality offered: the process management to remove repetitive activities Workflow Yes module. from knowledge workers. Document management Yes Process management. From Business process management Yes initial capture, AWD guides Market focus Knowledge management No business users through the DSTi has supplied BPM Content management Yes rules-based process, according solutions to over 300 Web content management No to task priority and the skills organisations with over Electronic records management No and availability of the user. 100,000 users worldwide. Imaging Yes Task management. AWD UK clients include Lloyds provides GUI tools to simplify TSB, Friends Provident, Legal Electronic forms processing Yes the definition of business rules, & General, Aegon, C&G, Other N/A allowing best practice/ Scottish Widows, IFDS, Standards supported XML, WfMC, BMPI compliance elements to become Standard Life, Web server standards supported to provide .NET, J2EE integration capabilities entrenched in the business BS, , Scottish Does product have its own business Yes process and enabling users to Life and Unisys Insurance intelligence/analytical tools? embed and demonstrate process Services. Many of these Does product support third-party business Yes – Business Objects transparency. implementations involve intelligence/analytical software? Contact management. AWD complex processes over Special application integration offered/ Integration toolkit/expertise provided; includes a module for multiple sites, and AWD is integration tools supported standard thick/browser desktops or workflow-enabled customer fundamental to DST’s own BPO custom-built using Developer’s Toolkit contact centres, providing a service centres worldwide. www.conspectus.com JULY 2004 CONSPECTUS 15 Workflow, Document & Business Process Management eiStream

eiStream is a global leader in with the aim of reducing COMPANY CONTACT POINTS providing business process process cycle times and Turnover (UK) N/P Name and Address

eiStream management technology. enhancing quality and Its imaging and workflow accountability. eiStream’s Turnover (W) $80m+ eiStream Inc, Dukes Court, Headstone Drive, Harrow, Middlesex HA1 4TY products and services are used scalable production workflow Profit Before Tax (UK) N/P Telephone by more than 4,000 customer and document management Profit Before Tax (W) N/P 020 8424 4960 sites in 134 countries. systems, coupled with its system Number of Employees (UK) 15 Fax eiStream offers scalable, integration and distributed Number of Employees (W) 400 020 8424 4961 enterprise-wide work computing capabilities, enable Software Marketed (UK) D/I Contact name management solutions. It organisations to automate End User Support by D/I Jay Sayed pioneered workflow and processes in their entirety. End User Training by D Email address [email protected] imaging solutions more than a eiStream offers a customised Key: D Direct, I Indirect decade ago and aims to service portfolio, the Investment N/A Not available/not Website address www.eistream.com continue this innovative Protection Programme (IPP). applicable, N/P Not provided, AOR Available on request User Group Chairwoman/Contact Point approach. IPP takes a proactive support Ms Judith Smith/AOR eiStream is a privately owned stance to ensuring that systems efficient production and company and has been – and the companies using them offering insight into ongoing eiStream says the product consistently profitable since it – remain productive. costs. scales rapidly and cost­ was founded, with 20% of Customers have direct access eiStream Enterprise 9 effectively through its multi­ revenues reinvested in research to eiStream through a dedicated provides a combination of platform service-oriented and development. team, including technical product capabilities and architecture. More than 1 million eiStream specialists. This is designed to architecture, augmented with a It can also be integrated with licences are in use worldwide. provide predictable, proactive deployment methodology for other enterprise systems using Companies use eiStream to maintenance and accessible continuous improvement. standards-based internet streamline the flow and expert assistance, supporting It offers three major product technologies and a variety of management of information, customers in establishing features, specifically developed other alternatives for system for business process integration. PRODUCT management: Enterprise 9’s deployment Start to end processing – this methodology completes the Name eiStream Enterprise 9 enables the software to interact offering, with a roadmap for First installed (year) 1990 and integrate with a company’s implementation and long-term No. of UK sites/new sites last 12 months 67 – 6 people, processes, systems and continuous improvement. No. of World sites/new sites last 12 months 5,000 – 25 information. It helps users to transform Key markets Financial services (banking & With Start to End Processing, their processes and deploy new insurance), government, cross-industry (healthcare, retail, legal, utilities, etc) eiStream Enterprise 9 can processes without business Current version – date of release eiStream Enterprise 9 – 2004 manage the lifecycle of business interruption. Operating systems supported J2EE, .NET, Windows processes, spanning enterprise Enterprise 9’s components Software functionality offered: boundaries if necessary. consist of: Goal management – enables Domain services – manage Workflow Yes users to define and embed the back-end infrastructure that Document management Yes business goal objectives in their delivers Enterprise 9’s Business process management Yes operational processes and capabilities. Knowledge management Yes manage service level System interfaces – used to Content management Yes commitments. develop custom client Web content management No Business activity monitoring applications and integrate with Electronic records management Yes – enables managers to monitor other application servers and Imaging Yes process performance and spot enterprise systems. Electronic forms processing Yes emerging trends and Administration tools – Other N/A improvement opportunities configure the domain services Standards supported N/A based on the process feedback. and provide system utilities for Web server standards supported to provide .NET, J2EE Working in concert with managing live environments. integration capabilities eiStream Enterprise 9’s product Design tools – used to Does product have its own business Yes intelligence/analytical tools? capabilities is its architecture. configure and design business Does product support third-party business Can be integrated with range of third­ eiStream Enterprise 9 supports process maps. intelligence/analytical software? party BI products a diverse combination of Business process maps – Special application integration offered/ Can be integrated with key applications technologies and platforms, composed of process definitions integration tools supported (PeopleSoft, SAP, Siebel, Oracle) and allowing users to develop that manage how work is systems (IBM MQSeries, MSMQ, web broad, distributed enterprise routed throughout an services, LDAP, SMTP/Mail) solutions. enterprise.

16 CONSPECTUS JULY 2004 www.conspectus.com Workflow, Document & Business Process Management FileNet/Oceanus

Every day organisations need to Oceanus offers this capability COMPANY CONTACT POINTS make business-critical decisions: through two main areas: claims need to be paid, Enterprise interaction Turnover (UK) N/P Name and Address mortgage applications management (EIM), a Turnover (W) $365m FileNet: 1st Floor, Waterside House, Cowley Business Park, Uxbridge processed, regulatory configurable case and Profit Before Tax (UK) N/P UB8 2FN FileNet/Oceanus compliance terms met, contracts interaction management Profit Before Tax (W) N/P Oceanus: 47 George Street, signed and tasks completed. solution that can be applied to a Number of Employees (UK) 65 Birmingham B3 1QA Key decisions affect the number of different business Number of Employees (W) 1,700 Telephone 01895 207300/0121 212 3554 quality of service an areas. With standard software, Software Marketed (UK) D/I Fax organisation provides. They pre-built business solution End User Support by D/I 01895 207365/0121 212 3554 determine the efficiency of configurations, user End User Training by D Contact name operations and the speed with configurability and 8-12 week Key: D Direct, I Indirect Jane Empson/Martin Hagger N/A Not available/not which new business implementations, Oceanus Email address applicable, N/P Not provided, opportunities can be addressed, states that its EIM solutions [email protected] AOR Available on request as well as driving profitability. start delivering benefit in rapid [email protected] FileNet and Oceanus help timescales and adapt to management and monitoring of Website address organisations improve decision­ changing business requirements. interactions (letters, emails, www.filenet.com/www.oceanus.co.uk making by enabling them to Environment management faxes, SMS text, etc) between User Group Chairman/Contact Point Chris Stevens, Willis/Doug Forbes – meet their organisational goals (EM). This range of products the people and/or systems N/A through the management of the and services offers the proactive involved in business processes, work and content that drives and reactive management of whatever the location, method Manager, Forms Manager, their businesses. EIM and FileNet environments. or channel of communication. Image Manager, Oceanus provides solutions Oceanus EIM is a work and Through a ‘configuration­ Content/Document Manager and services that are designed to content management layer that not-programming’ deployment and Team Collaboration. offer a quick and low-risk enhances organisations’ core model, Oceanus EIM solutions They are used by more than method of accessing FileNet systems by linking them with help companies deploy systems 4,000 organisations worldwide. business process and enterprise case, process and content more rapidly, with adaptability Oceanus’ environment content management management. and control placed in the hands management products and technology. It offers the delivery, of business users. services help to ensure that The solutions are scalable organisations’ FileNet-based PRODUCT and can be deployed as point environments are managed Name FileNet BPM/Oceanus EIM solutions or span multiple efficiently. First installed (year) 1984/2000 business areas to create a linked Its main services are: No. of UK sites/new sites last 12 months 98/12 – N/A environment. They offer the Monitor – unburdening local No. of World sites/new sites last 12 months 2,600 – N/A ‘big picture’ of work visibility FileNet system administrators. Key markets Finance, insurance, government, and control with real-time Assistance – reducing the manufacturing, utilities analysis, reporting and work need for local FileNet system Current version – date of release v2/v2.9 – Dec 03 direction. administrators. Operating systems supported Microsoft Windows 2000, Sun Solaris There are three technologies Manager – removing the Software functionality offered: required to support this need for local FileNet system Workflow Yes enhanced business operating administrators. Document management Yes model: case management, Starter – ensuring new Business process management Yes enterprise content management systems are set up correctly. Knowledge management Yes (ECM) and business process Oceanus’ latest EM active Content management Yes management (BPM). monitoring and reporting Web content management Yes FileNet’s ECM solutions product helps organisations Electronic records management Yes enable organisations and reduce the amount of effort Imaging Yes government agencies to required to manage and Electronic forms processing Yes streamline and automate their maintain FileNet-based Other Case management processes, connect their environments whilst improving Standards supported XML, J2EE business systems, and access system knowledge, uptime and Web server standards supported to provide .NET, J2EE and manage all forms of capacity planning. integration capabilities content. Established in 1986, Oceanus Does product have its own business Yes They offer a range of is a FileNet-certified partner intelligence/analytical tools? capabilities that integrate with with a customer base including Does product support third-party business Yes – Cognos, Business Objects, existing information systems. Alliance & Leicester, Mellon intelligence/analytical software? Microsoft FileNet’s solutions include , Standard Bank, Special application integration offered/ EAI connector Business Process Manager, Vodafone, O2 and Cumberland integration tools supported Records Manager, Web Content . www.conspectus.com JULY 2004 CONSPECTUS 17 Workflow, Document & Business Process Management

AMTEC’s Malcolm Beach says electronic document and records management is more than a passing fad. Here to stay

THE MODERNISING management and knowledge organising information into Government initiative – whose management. logical groupings, providing deadline of 2005 is fast As with most electronically powerful search capabilities to approaching – has forced public enabled change, EDRM is not find relevant information, and sector organisations to address just about implementing ensuring that information is their management of electronic technology but about changing deleted once its business need records, and many have elected ways of working (policies, has past. to include both document and processes and culture), Ongoing access to records management supported by technologies to information. functionality in the scope of improve the management of an Paper is widely used as a their projects. organisation’s documents and medium for long-term storage. But mention electronic records. Provided the physical paper is document and records EDRM encompasses the kept in good conditions, it is management (EDRM) to many capture, storage and retrieval of readable for many years. Take a commercial companies and you documents and records, trip to The National Archives in will get either a blank look or a potentially both paper and Kew and you can view the yawn. electronic, including workflow, original Domesday books, As with many innovations, content and knowledge which are over 900 years old. the hype and promises of management. However, without careful EDRM have not been matched planning and processes, it is by reality and experience. Reasons to invest very easy to store electronic The paperless office has not The case for continuing to information and then be unable materialised and organisations address EDRM is stronger than to retrieve it. Sixteen years after are still struggling with their the reasons for ignoring it, for it was created, the £2.5 million paper management. Seldom has the following key reasons: BBC Domesday Project EDRM been regarded as the Growth in electronic achieved the unexpected and document and records documents and records. unwelcome status of being management silver bullet. No-one needs to be unreadable. Much effort was But can the private sector just persuaded that the volume of involved in finally making the ignore EDRM? Is it going to electronic documents and information accessible. follow the fate of CASE records, especially emails, is How many organisations (computer aided software growing rapidly. have electronic records stored engineering) which promised Most information generated on magnetic tapes, created by much, had wide publicity and by an organisation appears systems that were replaced a take-up, and ended up as electronically. Most information number of years ago? Part of an shelfware in many received by organisations is EDRM project involves organisations? Or is EDRM electronic or is obtainable in assessing and planning for something that organisations electronic format. Email continued access to electronic still need to seriously consider? systems are overloaded with records. In first analysing what messages, not all of which are Without this planning the EDRM encompasses, Figure 1 spam or irrelevant. information becomes highlights the key areas It is estimated that 90% of an unavailable, and therefore involved in managing electronic organisation’s information worthless. information effectively. exists in unstructured form, Compliance with legislation Clearly, records management with only 10% being managed and regulations. and document management are within application systems. All organisations work two distinct areas. They can be Information is being kept in within regulations and legal addressed in isolation and many electronic format rather than requirements. Some of these are organisations have done so, paper and to maximise the sector specific – such as implementing solutions for one benefit, organisations must have financial, pharmaceutical or or the other. However, there is systems and processes to public – others tend to span all often value in tackling the two manage this information. sectors, such as the requirement together or as part of a wider EDRM can help a company to keep financial records for at programme of work that may ensure it does not drown under least seven years. include workflow, content the volume of this data by Many of these rules and

18 CONSPECTUS JULY 2004 www.conspectus.com Workflow, Document & Business Process Management regulations relate to organisations to mitigate risks part of a wider set of functions amount of paper flow down information. Some legislation and comply with external that affect the effectiveness of from 20 copies to a single paper specifically addresses the requirements, it also provides an organisation’s information original, cutting the amount of requirement to effectively direct benefits including: management. paper stored and helping speed manage electronic information, – easier and better sharing of Probably the most closely up the process of responding to such as the National Archives information across the related are workflow, content queries. target for government organisation. management and knowledge organisations to implement an – more effective retention of management, which while Conclusion EDRMS by 2004. The private corporate memory. building on a largely Has EDRM had its day? Quite sector is also facing compliance – easier control of versions of behavioural foundation, have a the opposite. requirements with the Sarbanes- documents. strong dependency on The reality of business life is Oxley Act being prominent in – sound and comprehensive information being effectively that electronic documents and the past year. Basel II is another audit trails. managed and easily retrievable. records are here to stay, at least requirement that focuses on The fact that organisations When an organisation for the foreseeable future. Every financial sector organisations. addressing EDRM must also considers EDRM, it should also email is a record, every file a With much content being consider cultural and business assess the interfaces with other source of information that held in electronic format, it is dimensions, encourages areas and whether these carry carries a cost. Organisations shy imperative that organisations companies to review and value or are likely to have an away from the challenge, but are able to manage their improve the policies and adverse effect. they must accept the need to information in a manner that processes that support effective EDRM can underpin and effectively manage their complies with requirements. information sharing and support many other areas, such electronic documents. The implications for management. as providing a controlled Some continue to print and organisations that do not Even if an organisation repository of information for file in hard copy. Others use comply with regulations and decides not to implement full knowledge management standard network storage and legislation can be enormous. In technology-driven EDRMS, by products to interrogate. others implement EDRM 2002, British American upgrading its policies, processes As an example, whilst systems. Tobacco (BAT) destroyed and overarching systems it will working with one client it Whatever the approach, the documents that were relevant to gain tangible benefits in terms became obvious that extending business driver is still the same a court case. Because of this the of access, effective management the scope of the solution – to control and manage the judge threw out BAT’s defence. and reducing the costs beyond strict EDRM would information in a cost-effective As a result, BAT share prices associated with information help them respond to queries. way. This means that EDRM dropped 5%. management. A simple workflow solution will not disappear off the Business benefits. Basis for other functions. combined with scanning horizon of organisational EDRM not only allows As Figure 1 shows, EDRM is incoming mail reduced the projects. Even when the Modernising FIGURE 1: Key areas in managing electronic information Government timescales pass, government organisations will still need to manage their Workflow Knowledge electronic records, both for management business efficiency and to meet legislative requirements (such as the Freedom of Information Scanning/OCR Act). Content Private sector organisations MS Office also face compliance Data in + Data vault management requirements that will force Faxes Metadata + them to demonstrate effective Records management of their electronic Quality check Email Documents Search & information (such as Sarbanes- retrieval Oxley). There will always be pressure to manage information more effectively, and with increasing Records Document volumes and dependency on management management electronic documents and records, EDRM is with us for the long run.

Malcolm Beach is a senior Paper consultant specialising in EDRM at AMTEC Consulting. files Tel: 01252 737866. Email: [email protected]. www.conspectus.com JULY 2004 CONSPECTUS 19 Workflow, Document & Business Process Management

Organisations have not yet taken content management to the next ‘enterprise’ level, says Jeffrey Mann of META Group. Challenge still

MOST LARGE organisations least in terms of organisational However, few organisations organisation, how these content have been investing in various thinking, if not actual have the extra money to types are used, and the disconnected content implementations – in 2003. provide such infrastructure technologies used now and in management technologies services for free. More usually, the future to manage the during the past few years. New approach LOBs will have to pay for the different parts of the content Efforts to improve web Shifting from a project focus to technology either by shifting lifecycle. content management have been a content infrastructure some of their operational especially noticeable over the approach is one of the key budget to central IT or by Market moves last 18-24 months, as challenges IT organisations will increasing chargeback fees. META research suggests that organisations try to tame the face through to 2006. Content consolidation. Most content management chaos behind their public Making this change is not as larger organisations have implementations and products – internet and internal intranet simple as it might sound. It implemented several document management, web sites. involves more than just overlapping content content management, output More recently, regulatory mandating that new projects management initiatives. Rather management, digital asset concerns have reawakened build on products already than not enough technology, management and imaging – are interest in records management, purchased, rather than buying they face the problem of too quickly multiplying. archiving and document new ones for each project. many systems, none of which Organisations can improve management. Indeed, such heavy-handed fully meets the organisation’s their costs and efficiency by In addition, organisations simplistic pronouncements are needs. cutting the number of software seeking to increase innovation rarely effective and are doomed Some degree of content products used to manage and overall employee efficiency to ultimate failure. consolidation will be required content and the places where have initiated projects to An infrastructure approach for any movement toward content is stored. This can also improve collaborative requires major changes in how content infrastructure and reduce their legal risk, while capabilities. content capabilities are scoped, reducing organisational risk. improving the value they realise However, most organisations designed, built, managed and Although it might seem to be an from their content. have just begun – if they have retired. obvious requirement, In a recent European META begun at all – to combine these The steps involved in consolidation is rarely popular Group study, almost 60% of different efforts into an overall implementing an ECM since managers see their respondents reported that they enterprise content management structure are: favourite systems in danger of had initiated a specific content (ECM) approach. Scoping. End users have to being consolidated away. consolidation project. Organisations have tended to understand that efforts to meet Technology discipline. As end Content consolidators need approach such initiatives as a their specific requirements must users become more familiar and to build and develop end user series of separate projects rather fit into an overall plan – rather comfortable with technology, and business manager support than part of a consolidated than being tied to a specific they naturally try to exert more for their consolidation efforts ECM strategy. Consequently, project aimed only at their influence over IT decisions. and set priorities for the systems each project often ends up using needs. Any resulting delays and Software vendors have also to be targeted for consolidation, a separate technological base. possible concessions made on recognised this development. since this cannot all be done at The projects generally include their requirements should be Increasingly, salespeople go once. a phase of choosing a product offset by increased speed of directly to LOB managers to sell The METAspectrum In that supports the users’ delivery in other areas and their wares, bypassing IT Depth report shows that the requirements – with little general cost savings. departments and their enterprise content management thought given to whether an Budgeting. In this context, architectural vetting processes. tools market will reach existing product could meet the ‘infrastructure’ refers to Discipline and a process for $2.3 billion in software and needs. products or technologies that making technology choices $7 billion in services by 2007, The base technologies have support several different must be defined and shared representing a compound not been acquired or designed applications or projects. with LOB managers. annual growth rate of 15%. with an eye toward using them However, many line of business Content architecture. The ECM systems are generally to support multiple projects. So (LOB) managers will interpret main requirement for adopting tactical and non-discretionary rather than layering capabilities an infrastructure approach as an infrastructure approach is to expenditures, but they are on an existing infrastructure, meaning that more of the develop an overall content increasingly viewed as strategic each project creates a new self­ technology they need will be architecture, which ideally core investments as contained island of provided from the central IT should map onto an overall organisations deal with functionality, data and department, and will not be enterprise architecture. accelerating business velocities, technology. paid for out of their LOB or This architecture should chart consolidation of redundant This began to change – at project budgets. the kinds of content in the content management systems,

20 CONSPECTUS JULY 2004 www.conspectus.com Workflow, Document & Business Process Management to be conquered

exponential growth of content, knowledge workers supported Organisations are seeking capabilities, robust and compliance issues by an infrastructure that more strategic enterprise channels/partners and the (mandated or perceived). features different composite­ content solutions and striving to ability to support high-volume, Moreover, these systems are based applications sitting on standardise on as few strategic strategic and enterprise becoming more infrastructure top of a service oriented vendors as possible. Therefore, deployments. Long-term vendor than application like. architecture. the ability of ECM software to viability is playing an The enterprise content There will also be increasing fully manage all enterprise increasingly important role. management market comprises overlap with relational database content – and avoid costs by Challengers often exhibit a vendors supplying software that and enterprise storage. consistently applying proper strong focus on a specific enables organisations to compliance and legal risk technology or vertical expertise. create/capture, manage/secure, Vendor landscape policies/procedures – is This segment contains both store/retain/destroy, Technology is still a key emerging as critical. traditional document publish/distribute, search, selection driver. However, gaps As a result, many vendors management vendors and personalise and between the different vendors’ have tried by acquisition to add vendors evolving to ECM from present/view/print any digital products are beginning to the functional components static archival, web content and content (eg, pictures/images, narrow, and acquisitions previously lacking in their imaging/workflow. text, reports, video, audio, designed to help achieve offerings – specifically, records Followers generally trail due transactional data, catalogues, technology parity are management, web content and to limitations in terms of code). increasing. workflow. technology components or These systems focus primarily Vendors now regard support Even though not every lower overall market presence. on the capture, storage, for previously ‘non-traditional’ organisation will require all Typically, these vendors have a retrieval and dissemination of content types – such as email, content functionality in their stronger focus on core legacy digital files for enterprise use digital assets and records – as ECM portfolio, this trend will capabilities and view ECM as and their lifecycle management. integral to ECM. Equally, continue. secondary to their core target centralised administration, Within the ECM market, market. Forecast integrated management and there are three levels of vendors: In summary, adopting a More vendors are likely to delivery interfaces, and a Leaders possess global content infrastructure approach adopt the mantle of ‘enterprise scalable product architecture presence, significant installed will not radically change the content management’ during have become as important as bases, full technology functionality available to the next 12 months (the process pricing and vendor viability. components, deep integration content creators and managers is already happening). This will or the content that users leave a smaller group of consume. However, it will make vertically oriented or traditional the process of providing that image/COLD/workflow management and the content vendors, or those selling specific itself more effective, with less components of that functional organisational risk. set. Therefore, organisations can But while the market is save money and increase growing, vendors will continue efficiency by shifting from a to consolidate through to next project-driven approach to year, due to continued designing and building a acquisitions. comprehensive content We estimate that by 2006, infrastructure. approximately 60% of the top global 2000 organisations will Jeffrey Mann is a vice standardise on a strategic ECM president of IT research and framework, though many will consulting firm META Group, maintain existing investments in specialising in content/ tactical or line of business knowledge management and content deployments. portals. More information These web services-based about the METAspectrum In content services will be Depth report is available from consolidated around a discrete www.metagroup.com/ set of trusted vendors, and will metaspectrum. Tel: 01252 be used by a network of Jeffrey Mann: gaps between the products are narrowing 819494.

www.conspectus.com JULY 2004 CONSPECTUS 21 Workflow, Document & Business Process Management FloSuite

FloSuite is a Microsoft .NET­ workflow and electronic service COMPANY CONTACT POINTS based business process delivery applications with low

FloSuite management application that levels of external programming. Turnover (UK) £2m Name and Address has been co-developed with FloSuite is packaged as a set Turnover (W) £2.5m FloSuite Ltd, 5 Holyrood Avenue, Glenrothes KY6 3PF leading professional and of graphical and dialogue-based Profit Before Tax (UK) N/P Telephone financial services organisations. software tools that support the Profit Before Tax (W) N/P 01592 760601 It utilises .NET, XML and creation of web forms, reports, Number of Employees (UK) 45+ Fax other emerging standards to process workflows, decision Number of Employees (W) 45+ 01592 610534 provide business analysts (ie, criteria, data structures and Software Marketed (UK) D/I Contact name not software developers) with systems integrations. End User Support by D/I Russell Wood an extensible framework – It also includes a documented End User Training by D/I Email address N/P allowing them to model and programmable API, enabling Key: D Direct, I Indirect orchestrate the interactions end users to embed it within N/A Not available/not Website address www.flosuite.com between the users, teams, existing applications where applicable, N/P Not provided, AOR Available on request User Group Chairman/Contact Point computer applications and required. N/A documents involved in the Standard data integrations and automation. delivery of enterprise business include Oracle, SQL Server, Its framework capabilities applications. processes. DB2, Excel and Access. include: Programmable API – to FloSuite is a ‘process-centric’ Standard application and Data modelling – describes create custom applications that system designed to support the web services interfaces are also people, organisations, business can utilise base workflow automation of both the available for leading accounts, objects (requisitions, invoices, engine capabilities. complex interactions typified by HR, CRM, document applications) and processes. Portal compatible – the knowledge-based professional management and email systems. Process automation – software aggregates and services work and simple FloSuite’s feature set is automates data retrieval, data accesses process actions and administrative workflows. designed to offer an easy-to-use value monitoring, risk application data using leading It helps organisations develop development environment for assessments, decisions and task portal products such as and deploy a range of case BPM solutions, providing web­ allocation, and report Interwoven Worksite and management, risk management, based collaboration, integration generation. Microsoft Sharepoint. ‘Virtual’ database design – FloSuite claims the benefits of PRODUCT builds data entities which the package include: Name FloSuite include properties from multiple Cost reduction – First installed (year) 2002 systems and link to external organisations can cut staff costs No. of UK sites/new sites last 12 months 50 – 30 data sources live and in place, by moving back-office tasks to No. of World sites/new sites last 12 months 60 – 40 with no duplication. the front office. Key markets Legal, financial, government, Data and process access Risk management – users can manufacturing, retail security – automatically restricts evaluate and decide actions in Current version – date of release v4.4 – Feb 04 user access/abilities to view data real time based on current data. Operating systems supported Windows 2003 or participate in process Best-practice decisions – users Software functionality offered: execution, depending on a pre-define process flows to Workflow Yes user’s profile. capture and apply the expertise Document management Yes Process reporting – of qualified professionals. Business process management Yes automatically records process Legal compliance – FloSuite Knowledge management Yes data and actions for report ensures that processes comply Content management Yes generation and audit purposes. with legal requirements. Web content management Yes FloSuite’s user interface FloSuite’s principal markets Electronic records management Yes includes: have historically been Imaging No Web browser interface – professional and financial eliminating the need for thick services, but it is increasingly Electronic forms processing Yes client software. being used in areas such as HR, Other N/A User-defined forms – users marketing, design management, Standards supported XML, SOAP, XForms can create targeted user-friendly order processing and logistics, Web server standards supported to provide .NET integration capabilities forms using drag-and-drop and across a range of industry Does product have its own business Yes form filling techniques. sectors. FloSuite BPM solutions intelligence/analytical tools? Document production – users are suited to any sector that has Does product support third-party business N/A can automatically create printed defined processes and/or a case intelligence/analytical software? forms and documents using or process-centric workload Special application integration offered/ Integration tools included for best of process and application data. which needs to interact with integration tools supported breed applications, databases and Visio Process Modeller – to multiple systems and operating systems graphically design processes and organisations.

22 CONSPECTUS JULY 2004 www.conspectus.com Workflow, Document & Business Process Management Intalio

Intalio provides a business US, UK and central Europe, COMPANY CONTACT POINTS process management system for plus distributors supporting Intalio enterprise-class organisations. additional markets. Turnover (UK) N/P Name and Address Its Intalio n3 technology offers a The company has raised over Turnover (W) N/P Intalio, 7200 The Quorum, Oxford | Business Park North, Oxford OX4 2JZ platform for modelling, $34 million in funding and Profit Before Tax (UK) N/P Telephone deploying, executing and investors include 3i, Woodside Profit Before Tax (W) N/P 01865 487158 managing business processes Fund, XMLFund, SAP Ventures Number of Employees (UK) N/P Fax while re-using existing software and Cargill Ventures. Number of Employees (W) 52 01865 481482 assets such as legacy Intalio partners with leading Software Marketed (UK) D/I Contact name applications, workflow, prior professional service providers to End User Support by D/I Matthew Wright process models and middleware deliver a range of business End User Training by D/I Email address [email protected] investments. solutions. Its key global Key: D Direct, I Indirect Intalio is based on advanced alliances include CSC, N/A Not available/not Website address www.intalio.com Pi-Calculus techniques for Northrop Grumman and EDS. applicable, N/P Not provided, AOR Available on request User Group Chairman/Contact Point mobile processes. It can manage These relationships are N/A complex and dynamic supplemented by local and chief strategy officer, is co­ processes, and has been providers with specialised chair of the BPMI organisation Covers the process lifecycle. architected to provide enterprise knowledge and experience. In that has produced standards 100% process design code scalability. Europe, Intalio partners with such as BPML and BPMN (for coverage (no coding used). Founded in July 1999 by organisations including Alexsys, which Intalio was the reference Scalable to support high entrepreneurs and innovators Corviz, Dreamsoft, Glue, Inex, template). transaction throughput. working in enterprise software Valtech and Perfect Connection. Intalio says it is committed to Handles complex end-user development, Intalio is a From its formation, Intalio a standards-based approach to workflows. privately held, venture-backed has been involved in developing BPM through its involvement in Works with existing J2EE company located in San Mateo, BPM standards. Ismael a range of standards bodies and application servers. California. It has offices in the Ghalimi, the company’s founder via continuing adoption of these Deploys on top of existing standards within its products. message brokers. PRODUCT Intalio|n3 is a BPM system Supports BPML, BPMN and which enables business BPEL. Name Intalio n3 | processes to be extended into First installed (year) 2001 executable and manageable Market focus No. of UK sites/new sites last 12 months AOR processes that can be deployed Intalio specialises in BPM. Its No. of World sites/new sites last 12 months AOR onto existing IT assets and customers come from a broad Key markets Horizontal business process directed by business users. range of industry sectors such management system Intalio says the platform was as telecoms, government, Current version – date of release v2.6 – May 04 built to help the IT organisation finance, utilities and Operating systems supported Any Java-compatible environment. Certified platforms include Win 2000, XP, achieve key strategic corporate manufacturing. Server 2003, Sun Solaris, IBM AIX goals while gaining quick Clients include BAE Systems, Software functionality offered: tactical returns on investment. Dutch Animal Health, 3 Workflow Yes Intalio|n is architected TeliaSonera, US Navy Criminal Document management No around the process lifecycle, Investigative Service, iUniverse, Business process management Yes providing a platform to design, LexisNexis, Broadlane and the Knowledge management No deploy, execute, control, National Geospatial Intelligence Content management No monitor, analyse and optimise Agency. Web content management No business processes. Some Intalio partners have Electronic records management No It offers a path for connecting adapted the software to address existing as well as new specific vertical market Imaging No applications and technology challenges – for example, name Electronic forms processing Yes assets using a single, integrated portability within the telecoms Other Business activity monitoring graphical development market. Standards supported Entirely standards-based including BPML, BPMN, BPEL, XML, WSCI environment that supports the Common uses of the Web server standards supported to provide All web services standards including collaboration of business technology include managing integration capabilities .NET, J2EE analysts and IT professionals. application extension for ERP Does product have its own business Yes Key aspects of the product or CRM systems; application intelligence/analytical tools? include: consolidation of a large number Does product support third-party business All standards-based BI tools supported Leverages corporate assets of packages and/or legacy intelligence/analytical software? via web services (processes, people, systems). systems; and dealing with Special application integration offered/ Process integration offered via Intalio Supports complexity – eg, dynamic processes that may integration tools supported Connector technology distributed transactions. change during execution. www.conspectus.com JULY 2004 CONSPECTUS 23 Workflow, Document & Business Process Management Metastorm

Metastorm recognises that the business performance and COMPANY CONTACT POINTS software application market has competitive advantage – or focused its efforts on addressing what Metastorm calls Turnover (UK) N/P Name and Address

Metastorm a broadly generic set of business ‘Enterprise Process Advantage’. Turnover (W) N/P Metastorm Ltd, Central House, 1 Alwyne Road, London SW19 7AB processes – processes which, Metastorm is a private Profit Before Tax (UK) N/P Telephone while often very important, are company with corporate Profit Before Tax (W) N/P 020 8971 1500 not necessarily core to any headquarters in Columbia, Number of Employees (UK) 60 Fax business and could possibly be Maryland, and international Number of Employees (W) 115 020 8971 1501 better executed as an headquarters in London. It is Software Marketed (UK) D/I Contact name outsourced service. backed by investors including End User Support by D/I Michelle Gunter Metastorm focuses on the 3i, UBS and Dresdner End User Training by D Email address [email protected] business processes that are not Kleinwort Wasserstein. Key: D Direct, I Indirect generic – those ‘core’ processes It has over 700 customers N/A Not available/not Website address www.metastorm.com that make an organisation worldwide, with sales offices in applicable, N/P Not provided, AOR Available on request User Group Chairman/Contact Point unique in its marketplace and North America and Europe, AOR provide competitive edge. and a worldwide network of processes’ approach, along with Metastorm’s sole focus with partners and distributors its award-winning software. money laundering/terrorist its BPM software is in helping serving the broader market. Metastorm’s e-Work software legislation; Freedom of both public and private sector Named as a ‘leader’ in provides a platform for Information Act compliance; organisations improve those Gartner Group’s BPM Magic deploying and customising hazardous processes and core processes in order to Quadrant, Metastorm offers a BPM solutions, designed to process auditing. achieve a higher level of ‘people are integral to meet the individual and Process efficiency complex process needs of any improvements. Examples are PRODUCT organisation. cross-functional or Name e-Work As an enterprise BPM organisational process First installed (year) 1996 platform, e-Work includes five improvements; debt/cash No. of UK sites/new sites last 12 months 350 plus – 150 plus key elements – process designer collection; document No. of World sites/new sites last 12 months 800 plus – 150 plus tools; runtime execution engine; processing; sales/trading Key markets Government, business services (eg, agility facilities; monitoring and settlement; client interaction; legal and accountancy firms), financial management functions; and supply chain and internal services, retail, manufacturing & distribution, construction process analytics. operations. Current version – date of release v6.2 – March 04 The solution is particularly Process and business agility – making sure that the business Operating systems supported Windows 2000, Server 2003, XP suited to unique, people-based Professional, 2000 Professional processes. can react quickly to changes in Software functionality offered: Metastorm has over 700 market dynamics, that Workflow Yes global clients in manufacturing, organisations and systems can Document management No* financial services, business be integrated or merged quickly, Business process management Yes services and government. and new products and services Knowledge management No* They use the software in are brought to market faster. Content management No* areas such as customer service, Examples include resource reallocation; frequent legislative Web content management No* supply chain operations, risk management and internal changes (eg, tax laws) and new Electronic records management No* (*integrates with all key DM, KM, CM and ERM products) operations. product development. Imaging No Together with its partner Companies using e-Work in Electronic forms processing Yes network, Metastorm aims to these areas include London Other Process activity monitoring help companies improve their Underground, Deutsche Post, Standards supported Metastorm utilises those standards core ‘human-centric’ processes Fiat, MSB International, appropriate to BPM systems which are in three key areas: Harrow Council, Stirling generally adopted, inc. XML Process management and Council, Morse, University of Web server standards supported to provide .NET, J2EE, web services (SOAP, WSDL) control – ensuring processes are Nottingham and Tayside integration capabilities adhered to according to rules, Contracts in Europe. Does product have its own business Yes exceptions managed and In North America they intelligence/analytical tools? reported, procedures followed, include Tetra, Cooper Tire, Does product support third-party business Any BI software that can access SQL intelligence/analytical software? data legislation adhered to, etc. This Morrison Foerster, Blue Rhino, Clarks, US Treasury Special application integration offered/ Integrates to other XML applicatons. can be described as process ‘risk integration tools supported Supports MS BizTalk, Outlook, Exchange mitigation’. Community Development & SharePoint Portal Server, LDAP Examples include Basel II Financial Institutions Fund Directories, Novell GroupWise, SMTP adherence; corporate (CDFI), and Gaston Memorial mail + Jscript and VB Script governance processes; anti- Hospital.

24 CONSPECTUS JULY 2004 www.conspectus.com Workflow, Document & Business Process Management Objective

Objective Corporation develops benefits to both smaller COMPANY CONTACT POINTS enterprise content management organisations and those (ECM) solutions that help involving tens of thousands of Turnover (UK) AOR* Name and Address Objective organisations utilise knowledge users. Turnover (W) AOR* Objective Corporation UK Ltd, Tectonic Place, Holyport Road, Maidenhead, in all its forms. The company’s professional Profit Before Tax (UK) AOR* Berkshire SL6 2YE The solutions address a range service team, which has years of Profit Before Tax (W) AOR* (*at Telephone of business challenges by experience in implementing www. 01628 640460 objective. enabling organisations to re-use Objective solutions, helps com) Fax 01628 640461 corporate memory, reduce ensure the technology, the Number of Employees (UK) 70 Contact name processing costs, take decisions solution design and the human Number of Employees (W) 170 based on more complete factors line up to deliver the Noel O’Connell Software Marketed (UK) D information and ensure anticipated business outcome. Email address End User Support by D [email protected] regulatory compliance. The Objective Product Suite End User Training by D Website address Objective’s solutions are used has been engineered to meet the Key: D Direct, I Indirect www.objective.com in a range of business requirements of government N/A Not available/not User Group Chairman/Contact Point applications: eGovernment; organisations and large applicable, N/P Not provided, AOR electronic records management; corporations with large volumes AOR Available on request case file management; electronic of unstructured information, centric view of process and document management; content often complex business automation/workflow, web knowledge management. management; process requirements and diverse content lifecycle management, The object-centric perspective management; and enterprise deployment characteristics. team collaboration, enterprise replaces the purely process­ knowledge management. Objective is an integrated knowledge discovery and oriented approaches which seek Objective has a worldwide suite of ECM modules, reporting. to put the task list at the centre customer base, including the designed to address the broad of the user experience and UK. They include major requirements of document Objective Workflow relegate objects to a peripheral government bodies as well as lifecycle management, electronic Objective extends traditional role. large corporates. Objective says and physical records electronic document In the object-centric model, its solutions offer business management, process management (EDM) and familiar and traditionally static records management (RM) to objects such as documents, PRODUCT offer process management to folders and files take on a new Name Objective the organisational desktop. dynamic dimension. Instead of First installed (year) 1998 Objective Workflow is designed being related to workflow No. of UK sites/new sites last 12 months 60 plus – 30 plus to streamline business processes and tasks as No. of World sites/new sites last 12 months 500 plus – 100 plus processes, improve back-office referenced objects, these entities Key markets Government, finance, utilities, productivity and provide key are seen as owning the eGovernment, enterprise content business knowledge to staff and processes to which they belong. management management. This method also allows Current version – date of release Objective 6i – 2003 It is a process automation workflow complexity to be Operating systems supported MS Windows, Solaris product that works within an reduced, says Objective. Software functionality offered: organisation’s knowledge Traditionally, the majority of Workflow Yes management framework, workflow design effort was Document management Yes allowing it to control and often spent creating special Business process management Yes extend business processes while routes through processes for Knowledge management Yes reducing the security risks and exceptional cases, rather than Content management Yes logistical costs associated with focusing on the main flow of Web content management Yes paperbound, manual processes. control. Electronic records management Yes As with any enterprise Objective Workflow provides Imaging Yes content management solution, the ability to move a case object Electronic forms processing Yes the greatest challenge an across a workflow map even Other Case management organisation will face will be between tasks and in ways that Standards supported XML getting everyone to use it. the workflow designer had not Web server standards supported to provide J2EE Objective suggests users will thought of at design time. integration capabilities make more use of process and Objective says the aim is to Does product have its own business No task-based computing if it is make workflow fit the way that intelligence/analytical tools? incorporated seamlessly into the people work with everyday Does product support third-party business Built-in integration with Crystal Reports everyday environment in which objects that they use and intelligence/analytical software? they work. manage, rather than forcing Special application integration offered/ C++, VB, Java APIs Objective sees the key to users to fit the mould of a rigid integration tools supported workflow as being an object- process design. www.conspectus.com JULY 2004 CONSPECTUS 25 Workflow, Document & Business Process Management New routes Katie Walsh of EDS (right) looks at how processes can be improved through workflow and document management.

WITH BUSINESS MODELS sophisticated rules-based constantly changing and solutions can make decisions organisations moving to without users being involved outsourced solutions, the drive and provide an efficient and towards improving business consistent working processes has never been environment, as this enables greater. tasks to be automatically co­ Organisations expect ordinated. outsourcing to streamline For example, an application project to their colleagues. especially if a big bang business processes efficiently form will be received and the It can be beneficial to set up a approach is taken – where the and effectively if they are to user will process the sections user consultation group that failure is high profile because it achieve rapid payback and that they are qualified to do; the meets with project and technical is visible to all users. return on investment (ROI). rules engine will then determine managers on a regular basis – Often these types of rollouts This is where workflow can where the application form for example, once a month or are under-resourced and users support the inhouse and should be routed to next. more frequently during testing – do not get the support or outsourced business process In this instance, workflow to discuss the progress of the training they need to use the improvements that help CEOs can provide an important link project, and any business and system. It is highly gain the business benefits they between front-line operations technical issues that are critical recommended that smaller, seek in order to remain and the back-office processes. to its success. more manageable rollouts are competitive. This is especially useful in There is always going to be undertaken, as these can be contact centre environments, as resistance to new systems. But supported more easily – and Background a phone call can initiate a while this can never be any failure can be contained. Historically, workflow in its process that requires eliminated, it can be reduced by Smaller rollouts are also more basic form routed documents to administrators to process making users feel their opinion successful because the result is end users, centred on scanning paperwork. is valued. easier to achieve. In addition, and basic data capture. Like all IT projects, workflow If users feel undervalued, users talk to one another; if the Ideally, workflow offers an implementations can go wrong. resistance can grow and first team of users to receive the end-to-end process that The most common mistakes lie rumours develop. A system new system is satisfied, they will provides the user with the in not involving users in the with a bad reputation is a tell others and the level of required information, project, taking the big bang system no-one wants, even if it resistance amongst other teams instructions and tools to approach on go-live, providing has full management support. is likely to lower. perform a business task, based inadequate training or sticking Training should be dynamic on the information that with poorly defined business and should simulate the real Business benefits initiated the process and the processes. working environment in Workflow is suitable to a user’s skills profile. The human factor in classrooms, so users can relate variety of commercial and Nowadays workflow is workflow is one of the main to how the system operates on a operational service-related becoming increasingly challenges – it is essential to get daily basis by undertaking industries, such as the public sophisticated. It can support buy-in from end users as early typical work scenarios. This is sector, financial services, complex business processes and as possible. This means users important, as go-live is not the insurance, utilities and offer the ability to integrate must be encouraged to time to address training needs. telecoms. with other systems, update participate in the analysis, Business processes should be Organisations that perform databases, automatically start design and, most importantly, streamlined during the analysis repetitive administration tasks, processes without user acceptance testing. and design stages of the project, support collaborative working participation and make It is impractical to involve the so inefficiencies are removed. environments or are customer intelligent decisions based on entire workforce; for this However, many organisations service-centric will benefit the information captured – reason, key users from each automate manual processes most from this technology. allowing users to focus on work department affected by the regardless of how good or bad Workflow, if correctly that is more important. proposed change should be they are. This is poor practice implemented, can provide the Workflow is still used in its used as a vehicle to voice users’ and introduces bottlenecks and following benefits: traditional role of routing concerns – and in return they inefficiencies into the new Real-time business images and managing the flow should communicate the aims, system. performance monitoring and of documents. However, objectives and progress of the System go-live can go wrong, management information.

26 CONSPECTUS JULY 2004 www.conspectus.com Workflow, Document & Business Process Management

Enhanced performance by image, web portals, CRM and that is the most important to managing the inevitable culture identifying and reducing line of business applications – the business and the customer. change. bottlenecks. also achieve real business Workflow is typically Workflow highlights Improved consistency and benefits. implemented in clerically information about operational accuracy of information by Only when processes are fully intensive business processes in processes that would not reducing errors and loss of data. joined up can organisations order to streamline them and previously have been visible, Help in achieving compliance begin to achieve next­ bring greater efficiencies, making it easier for managers to throughout the process lifecycle. generation efficiencies by consistency and improvements make comparisons and improve Support for real-time changes straight-through processing and to customer service. individual and team by automatically routing by better harnessing customer Benefits – whether reduced productivity. information to individuals data. service time for the customer, This alone is enough to make and/or groups responsible for It can also be beneficial to single-point customer resolution users wary; it’s therefore vital to performing tasks associated integrate workflow with active or cheaper processing costs – invest time in gaining buy-in with the change. management software. This will only be realised if the new and making users feel part of Organisations that fully enables organisations to control systems and processes are the implementation project. integrate workflow with other resources more strictly, by smoothly introduced and Table 1 sums up the key technologies – such as ensuring the resources available accepted by users. factors to consider if the mailroom automation software, are used to undertake the work The key to success here is implementation of workflow is going to be successful. TABLE 1: Key factors when implementing workflow However, this is not a definitive list and each project will have Factor Description unique factors which must be managed. Technology Confirm that current and future business demands can be supported by the technology selected Clearly, there are many and investigate a variety of solutions. Ask product vendors to provide site references and factors to consider, and business arrange visits as this will give an idea of what can be achieved, even if it is not industry related. benefits can only be embraced if Cost can appear prohibitive but the right investment can deliver long-term business benefits the project is correctly managed and savings, so it may well pay to spend the money on the correct technical solution. Do your cost benefit analysis carefully. from its conception.

Resources Assign the correct resources and do not under-resource the project. Ensure users take time out Conclusion from operational work to assist in requirements definition – a balance between blue-sky In summary, both outsourced thinking from consultants and real practical insight from users is ideal for solution optimisation. and inhouse business processes Don’t skimp on training or go-live user support. can be improved using good workflow solutions. Experience Choose systems vendors and integrators with an established record and experience in delivering workflow solutions. Staff must be trained and time must be invested. Training must With organisations facing not be ignored or rushed, as no matter how well staff understand the current processes and constant challenges, and technologies used, the new solution is still an unknown and must be treated like one. No matter business models having to how streamlined a process, it can still allow for human error and only training can reduce this become increasingly fluid, risk. workflow can have a major positive impact. Performance Establish performance measures for both staff and processes at the earliest opportunity; do not Workflow is capable of Measures wait until the project has been delivered. Workflow can provide this information, but it needs to be used effectively to assess and improve the overall business process and provide the managing a variety of diverse information sought for ROI. Stress/volume testing is a must as it indicates how well the system processes within equally diverse will perform in the live environment. industries. But the key to success is to take into Need Assess that there is an actual need for workflow on a per department basis, as no business consideration the factors benefits can be realised if there is not a problem to address. outlined in Table 1. Managed Current business processes should be reviewed and streamlined where possible so that the Organisations should look Processes inefficiencies are removed. Never simply automate existing processes. Once live, continuously beyond current business assess processes to make sure that they are still delivering reduced processing time and that limitations and revenues and delays are minimal. This is an ongoing process and is vital if the organisation is to remain start to work towards aligning competitive. processes with the business strategy, which in turn will help Communication Stakeholder communication must be extensive. Communication must remain constant during deliver that strategy. the project lifecycle so that expectations and requirements are met. Commitment Full support from management is vital from start-up to conclusion. Resources assigned to the Katie Walsh is an project from the customer must be able to offer full commitment to the project. This is also information analyst with EDS. applicable to vendor and system integrator resources. For more information on image and workflow, please contact Scope The project scope must be defined and managed from the start and communicated to all Jane Scott, EDS UK CMS stakeholders so that expectations can be managed and the aims and objectives of the project Delivery Lead. Email: are clear. Manage expectations, make sure people understand what they are getting and do not make promises that cannot be met. [email protected]. Website: www.eds.com. www.conspectus.com JULY 2004 CONSPECTUS 27 Workflow, Document & Business Process Management Cinderella systems?

The true worth of document improvements that many earlier activities such as photocopying reputation as ‘big people management systems is automated systems failed to and distributing paper reduction’, so it’s not surprising achieve. documents. If paper has to be that many staff are still finally being recognised, Of course there are a number used, due to the physical nature suspicious when organisations says Stewart Mills of Parity. of caveats that must be of the business operation, then talk about re-engineering a considered if organisations are an electronic document should process. to succeed. be sent and printed locally. However, when people come DOCUMENT management or For example, a workflow Of course good system design to appreciate that they can EDMS – electronic document solution should connect all the remains important and for an access information held in management systems – have people in different functional EDMS, using templates and/or documents quickly and easily long been pushed aside by areas who undertake the document samples that others and share this information with many IT professionals. activities that make up a can easily access or make use of others, the attitude tends to Traditionally, systems process. On the technical side, improves the system. Also, the change. designers like to hold all companies also need to ensure more that people are involved When people see they will corporate data electronically that electronic documents can in the detailed design, the more benefit from a change, they are and to capture that data at be migrated to new likely they are to use the new willing to go along with it. source. The internet allows environments when a process/system. Productivity improvement is customers to operate in self­ technology infrastructure As Lao Tzu, the Chinese achieved by having everybody service mode – and you can’t upgrade takes place. philosopher, once said: “Tell me undertake the process activities get nearer to ‘data capture at Too many system architects and I’ll forget. Show me and I in a consistent manner, and this source’ than that. focus on how to automate may remember, but involve me is facilitated by the workflow So why do we still need activities where data retrieval is and I will understand.” package. This is quality document management easy – such as sales data management in action or systems? captured online and held in a Designing processes ‘getting it right first time, every In the real world, many relational database. Workflow and document time’. people are not sitting at By using workflow and management software packages One of the advantages of workstations but are out and document management enable organisations to re­ workflow and document about where paper is still, and packages, organisations can engineer business processes and management systems is that the always will be, the most now streamline a whole achieve substantial returns on system keeps track of events as convenient way to hold process. the investment in IT. they occur, so there is an audit information. Every company still wants to BPR (business process re­ trail as well as an easily For many who work for get rid of labour-intensive engineering) has acquired a bad understood and operated set of organisations like the utilities controls. industry, digging holes in the Both of these features are ground, paper is the most important for security, since sensible arrangement. people only see information Research papers contain when it is appropriate and are information held on one or reminded to undertake the next more databases. Minutes of activity in a process. meetings hold information that However, using a software may subsequently prove to be package does not mean vitally important. Companies ignoring good documentation therefore recognise that while design principles, such as: all data should be held Version control, including electronically, useful document date. information often sits in Retention times, so as to not documents, which cannot. clog up the system with out-of­ The challenge is how to date information. retrieve data to make best use Categorisation on a of the information. And this document – eg, meeting minutes explains why document or research papers. management is at last being Author and other contact taken seriously, and why details. workflow solutions are Audience, objective and/or providing the productivity Stewart Mills: involve people and they will understand key word summary, which will

28 CONSPECTUS JULY 2004 www.conspectus.com Workflow, Document & Business Process Management

FIGURE 1: Knowledge management tool functionality management is a facility that enables people working in teams to share information in Information management dynamic (real-time) mode, and Categorisation Search & reporting keep track of events within a Information retrieval – eg, web crawler project team. The original Lotus Notes Content management software was an early version of this facility. Document management Where there is a standard process for dealing with a Records management situation, then an organisation can build this into a workflow module so that a consistent Explicit Collaboration & project management Knowledge knowledge approach is used. This feature can be taken management Workflow & forms – eg, PDF & other renditions further – an organisation can set up the software so that Event notification by email when a certain type of ‘event’ has occurred, an email will be Directory services – eg, remote cache generated and sent to an management of replicated information individual to alert them to the situation. Open architecture – ie, XML, enabling Maybe there is a toolset links to other systems (ERP packages, already out there that provides imaging systems, etc) this functionality, but if not, it Tacit will not be long before one is Skills database knowledge introduced. As can be seen from the list of headings, workflow and document management are be of use to individuals seeking much reliance on individuals’ productivity, this is a huge integral components within a information. personal knowledge. wasted opportunity that is knowledge management Data can also be captured On the other hand, software costing businesses money. solution. using a variety of hardware and vendors believe that knowledge As a consultant, I have helped software-based techniques such management is all about search clients to improve their business Conclusion as: engines and how best to processes, and on occasions this So where does all of this take Numbered forms. structure and hold information. has involved changing the us? Barcodes pre-printed on In this type of scenario, naming whole work environment. Although IT impacts on all forms. standards are a key feature; Nowadays the type of aspects of life, organisations Mark sensing – ie, crosses in otherwise the ability to find software tools that are available have accepted that some designated boxes on a form. useful information is impaired. can offer vastly more than just information will always need to Optical character readers Actually, neither of these workflow and document be held in documents or stay (OCR). approaches addresses the way management. Figure 1 provides paper-based. that people actually work an outline of what could go in a This means document Knowledge which is the sequence of toolkit. management is going to remain management activities that people undertake For reference, explicit an important tool in the IT I believe workflow and in following a process. This is knowledge can be recorded and arsenal for some time to come. document management systems where workflow comes into its accessed by others; tacit Likewise all routine processes are now key components of a own. knowledge is what an can now be better managed in a whole new way of working. I once heard knowledge individual knows instinctively quality environment through What sort of picture do the management guru Karl Sveiby from experience and/or gut feel, the use of workflow software words ‘knowledge say that: “Knowledge is the plus the application of common with measurable gains in management’ conjure up in the capacity to act, not something sense. productivity. mind? stored in a database.” The diagram shows all the I think this is the year when To some, knowledge In my view, without subject areas that come under the ‘Cinderella of IT’ finally management is all about that workflow present to structure the heading of knowledge gets to go to the ball. fuzzy term ‘networking’, where business activity, knowledge management. For example: people get together in virtual workers are operating in an Document management is Stewart Mills is a principal ‘knowledge’ groups and share environment where there is important, as much of an consultant with Parity experiences and information. reduced productivity. organisation’s information specialising in business The problem with this Given that the whole point of actually sits in documents. performance improvement. description is that there is too using technology is to improve Collaboration and project Email: [email protected]. www.conspectus.com JULY 2004 CONSPECTUS 29 Workflow, Document & Business Process Management SDL International

Founded in 1992, SDL maintenance of multilingual COMPANY CONTACT POINTS International is a world leader content. in the provision of translation SDL believes the key to Turnover (UK) N/P Name and Address services and technology optimising this process is the Turnover (W) £64.4m SDL International, Globe House, Clivemont Road, Maidenhead SL6 7DY solutions. It is headquartered in clear definition of process, the Profit Before Tax (UK) N/P Telephone SDL International the UK and has over 40 offices timely execution of that Profit Before Tax (W) £4.1m 01628 410100 worldwide. process, the efficient sharing of Number of Employees (UK) 350+ Fax Since its flotation in 1999 on translation assets and tracking Number of Employees (W) 1,300+ 01628 410150 the , each step in the process. Software Marketed (UK) D/I Contact name SDL’s revenues have grown SDLWorkFlow manages the End User Support by D/I Terry Lawlor from £13 million to over end-to-end localisation process, End User Training by D/I Email address [email protected] £64 million. including integration with Key: D Direct, I Indirect The company provides existing systems and the N/A Not available/not Website address www.sdl.com outsourced localisation, application of translation applicable, N/P Not provided, AOR Available on request User Group Chairman/Contact Point translation products and technology components. N/A localisation services, and has Its web-based architecture and can also view a web-based achieved market share growth and role-based security provides summary of all outstanding content in 10 languages across in all these sectors. access to everyone who needs it, tasks assigned to them. 24 websites, resulting in wherever they are located. Once a process has been thousands of pages that need to Workflow The software establishes a defined, SDLWorkFlow be kept synchronised with the SDL recognises that increasing task-based workflow, consisting monitors the source content for English source content. content volumes, more frequent of human and system tasks, for change. When a change is Although the company’s web updates, more languages and each content type and for each detected, it automates much of content was already managed distributed resources accessing target language. Individual the work, including extracting and published using Interwoven centralised translation assets all resources in the workflow are the text to be translated, TeamSite, this central control add to the complexity of notified via email when they applying translation memory, did not extend across the managing the creation and need to work on a given task, costing and invoicing, and all distributed team of authors, aspects of managing the content translators and reviewers. PRODUCT through the translation process. Before it implemented Name SDLWorkFlow 2004 The re-integration of translated SDLWorkFlow, PeopleSoft’s First installed (year) 1999 content into the target system manual process for preparing No. of UK sites/new sites last 12 months 20 – 10 can also be automated. content files for translation and SDLWorkFlow manages re-integrating the files back into No. of World sites/new sites last 12 months 60 – 25 translation memories in a TeamSite involved 36 manual Key markets IT, electronics, automotive, hospitality & leisure, information services centralised repository. Offline steps. This process has now Current version – date of release SDLWorkFlow 2004 – May 04 and online translation resources been cut to six steps. Operating systems supported Windows 2000 Server, IE 6+ and have access to these assets to The implementation of Netscape 7+ browsers optimise the use of translation SDLWorkFlow for translation Software functionality offered: memories. management has provided Workflow Yes SDLWorkFlow provides central control and visibility of Document management Yes standard reports covering all translation costs, while Business process management No different metrics, such as offering the management Knowledge management No translation memory usage, metrics needed to optimise the Content management Yes translation costs and savings, overall translation process. Web content management Yes productivity of linguistic Electronic records management No resources and job status. Market focus Imaging Yes Users can also define custom SDL sells to consumer, SME reports and output into third­ and enterprise organisations in Electronic forms processing No party tools, to further analyse the major vertical markets, Other N/A the data. Reports can be including IT, electronics, Standards supported XML, Unicode, TMX scheduled and a circulation list automotive, financial services, Web server standards supported to provide .NET integration capabilities defined to ensure appropriate pharmaceuticals and Does product have its own business No staff are kept informed of key manufacturing. intelligence/analytical tools? project metrics on a regular Customers include Adobe, Does product support third-party business Interfaces to all reporting tools basis. Bayer, Bosch, Canon, DAF, intelligence/analytical software? DaimlerChrysler, Kodak, Special application integration offered/ Integrates with single language content Case study Microsoft, Morgan Stanley, integration tools supported management systems to provide One SDLWorkFlow customer, Oracle, PeopleSoft, Reuters, multilingual content management PeopleSoft, generates web Siebel, SAP and Sun.

30 CONSPECTUS JULY 2004 www.conspectus.com Workflow, Document & Business Process Management Singularity

Founded in 1994, Singularity is Platform, the company’s COMPANY CONTACT POINTS a leading provider of process­ foundational offering, is a centric solutions, offering the business process management Turnover (UK) N/P Name and Address award-winning Singularity and workflow solution that Turnover (W) N/P Singularity, 100 Patrick Street, Derry, Singularity N Ireland BT48 7EL Process Platform and a range of helps organisations manage Profit Before Tax (UK) N/P Telephone professional services. business processes throughout Profit Before Tax (W) N/P 028 7126 7767 The product has been rated their lifecycle. It offers the Number of Employees (UK) N/P Fax as “visionary” by Gartner and a following components: Number of Employees (W) 105 028 7126 8085 “potent and effective BPM The Builder is a graphical Software Marketed (UK) D/I Contact name product that distinguishes itself tool that business and IT staff End User Support by D Dermot McCauley from the competition” by Butler use to design, simulate, test and End User Training by D Email address [email protected] Group. It won a 2003 Global deploy effective processes. Key: D Direct, I Indirect Excellence Award given by the The Driver is the engine that N/A Not available/not Website address www.singularity.co.uk Workflow Management orchestrates efficient execution applicable, N/P Not provided, AOR Available on request User Group Chairman/Contact Point Coalition. of these processes. N/A Singularity is a privately held The Monitor provides insight management, and process company, operating globally into process and business monitoring and continuous processes which helps users from its HQ in Ireland and performance. improvement. manage risk and progress offices in London, New York, The Optimizer closes the It acts as co-ordinator and methodically to achieve forecast Singapore and Hyderabad. loop by triggering and orchestrator, configuring the results. It has customers throughout supporting continuous optimal combination of people Knowledge Transfer Europe, North and South improvement of processes. and technologies to achieve Programmes – help customers America and South East Asia, The Platform combines business goals and tying become self-sufficient in process including JPMorgan (global), workflow, enterprise together existing systems with management. British Telecom (UK) and application integration (EAI), new ways of doing business. Singularity also offers Datamail (New Zealand). document management, process The Platform has an open education in the form of five, The Singularity Process automation, rules and forms and component-based service three and one-day courses. oriented architecture (SOA) 24x7 customer care via PRODUCT designed to permit rapid telephone and email is also Name Singularity Process Platform development, integration, offered. First installed (year) 1999 deployment and revision of No. of UK sites/new sites last 12 months 81 – 54 business processes. The Market focus Platform enables business and The Singularity Process No. of World sites/new sites last 12 months 126 – 74 IT staff to collaborate in the Platform is targeted Key markets BPM, workflow, financial services, government, healthcare control and improvement of a horizontally at buyers of BPM Current version – date of release v2.9 – March 04 company’s processes. and workflow solutions, and Operating systems supported Windows NT, 2000, XP, 2003 vertically at the financial Software functionality offered: Services services, telecoms, government Workflow Yes Singularity packages its services, and healthcare markets. Document management Yes aiming to provide predictable Singularity’s move to more outcomes, early visualisation of targeted solutions is illustrated Business process management Yes result, best practice, project risk by the development of a Knowledge management No management and knowledge securities trading management Content management No transfer. solution for financial services Web content management No Its pre-packaged services companies. Electronic records management No include: It has established Imaging No ROI Discovery – highlights partnerships with OEM Electronic forms processing No the areas that constrain a partners as part of its strategy Other N/A company’s business to serve customers in targeted Standards supported XML, COM, SOAP performance and prioritises vertical sectors – for example, Web server standards supported to provide .NET areas with good potential for Northgate and currently integration capabilities profit through better process. embed the Platform in products Does product have its own business Yes intelligence/analytical tools? Proof of Concept – sold in the government sector. Does product support third-party business Yes – any that supports industry­ demonstrates how ROI can be Singularity’s partnership with intelligence/analytical software? standard interfaces achieved through better process Software provides Special application integration offered/ Integrates with COM, Script, .NET, web management. access to enterprise data integration tools supported services + other integration tools Phased Implementation – a integration capabilities which communicated with via these standards disciplined approach to complement the company’s (eg, MQSeries, SNA Server, etc) implementing new or improved process-centric solutions. www.conspectus.com JULY 2004 CONSPECTUS 31 Workflow, Document & Business Process Management Triaster

Triaster is a leading UK strategic objectives, so that COMPANY CONTACT POINTS business process improvement process improvement can riaster T specialist, providing a range of continue and scale. Turnover (UK) N/P Name and Address Continual Process Improvement The Continual Process Turnover (W) N/P Triaster Ltd, Unit 4 Henderson House, Hithercroft Road, Wallingford solutions. The company has a Improvement solutions place Profit Before Tax (UK) N/P OX10 9DG consultancy background, ownership and responsibility Profit Before Tax (W) N/P Telephone combining an understanding of for process improvement in the Number of Employees (UK) N/P 01491 821800 organisational culture and the hands of the staff who execute Number of Employees (W) N/P Fax challenges involved in process the process. However, Triaster Software Marketed (UK) D/I 01491 821808 improvement together with recognises that enterprise-wide End User Support by D Contact name Dan Alexander technical expertise. process mapping and End User Training by D Email address Triaster is based in improvement is a major Key: D Direct, I Indirect [email protected] Oxfordshire and was undertaking, and supports users N/A Not available/not Website address established in 1994. It has with the process mapping, the applicable, N/P Not provided, AOR Available on request www.triaster.co.uk strong links with Microsoft and analysis of the data captured, User Group Chairman/Contact Point BSi. Its solutions are designed to and the implementation of an Process Navigator, is core to its N/A – currently setting up user group provide faster core processes so improvement road map. Continual Process Improvement that users can, for example, This support is tailored to solutions. Process Navigator wrapper on the Microsoft Visio deliver new and improved specific requirements and comes in two parts: Mapping 2003 object model, in a logical products to market faster than includes all or some of the Edition and Analyst Edition. structure for business processes. before. following: Process Navigator, Mapping Edition enables Triaster says any developer The solutions support more customisation, training, non-process specialists to familiar with object oriented efficient support processes, consultancy, improvement capture the processes they programming models can build reduced waste and improved workshops, middleware and perform on a daily basis, in a applications on top of Process morale. They enable software/hardware graphical format. It is designed Objects. organisations to review and implementation. to be easy to use and imposes a Triaster says its Continual assess process fit against Triaster’s flagship product, uniform process framework Process Improvement solutions across the organisation. can help any organisation PRODUCT Analyst Edition identifies the improve its processes. Name Process Navigator end-to-end business processes Accordingly, the company has First installed (year) 2000 and where the improvements customers across a number of No. of UK sites/new sites last 12 months 300 – 80 should start. It is wizard driven, vertical markets. and builds the enterprise map Triaster also has major No. of World sites/new sites last 12 months 400 – 100 and publishes it to HTML so market share in the public Key markets Public sector, telecoms, IT, financial services, manufacturing everyone has access to the sector, telecoms, IT, financial Current version – date of release v3 – Jan 04 process data captured. services, manufacturing, Operating systems supported Windows 2000, XP Process Navigator is written engineering and professions. Software functionality offered: on the .NET platform, utilising Within the public sector, Workflow Enabled the Microsoft Visio graphics London Borough of Hillingdon (LBH) is a customer. By Document management Enabled engine. It enables users to capture data enterprise-wide in streamlining its processes and Business process management Yes real time. Subsequent having all legacy documentation Knowledge management Yes consolidation of the data into at employees’ fingertips, LBH Content management Enabled an XML-based repository believes it will save £470,000 Web content management Enabled enables it to become a re-usable on its generic processes, Electronic records management No resource – the aim being to extrapolating from the first six Imaging No deliver the right information at documented processes. Electronic forms processing No the time it is wanted, in the Currently, only LBH’s 2,000 Other N/A format required. Civic Centre employees have Standards supported XML Process Navigator can be the process intranet available to Web server standards supported to provide .NET integrated with the Microsoft them, but even with the 56 integration capabilities Office system, in particular processes presently Does product have its own business Yes intelligence/analytical tools? Microsoft Project 2003, documented, LBH believes that Does product support third-party business Yes – Simul8 SharePoint 2003, OneNote £250,000 savings are intelligence/analytical software? 2003 and InfoPath 2003, and achievable. Special application integration offered/ Process Navigator v3 uses XML and other common applications More details on this and integration tools supported XSLT to turn data captured in the such as Oracle. other Triaster customers are process map to any format, in particular It exposes an ActiveX Server available from MS Office called Process Objects. This is a www.triaster.co.uk.

32 CONSPECTUS JULY 2004 www.conspectus.com Workflow, Document & Business Process Management Vignette

Vignette V7 Platform. Vignette multiple initiatives on a single COMPANY CONTACT POINTS V7 products offer a suite of portal network. services to create, share, manage Vignette Application Builder Turnover (UK) AOR Name and Address Vignette and present information to puts the capability of portal Turnover (W) $158m Vignette Europe Limited, 99 King Street, Maidenhead, Berkshire users anywhere, at any time. application building in the Profit Before Tax (UK) AOR SL6 1DP Vignette V7 Application hands of business users. The Profit Before Tax (W) ($0.03m) Telephone Services are built on industry­ visual environment enables Number of Employees (UK) 100 01628 772222 standard open technologies and users to create and customise Number of Employees (W) 950 Fax can be deployed in a modular applications, helping them to Software Marketed (UK) D/I 01628 772266 fashion to assemble business respond more rapidly to End User Support by D/I Contact name Emma Jenkins applications within the changing business needs. End User Training by D Email address heterogeneous environments Vignette Dialog utilises an Key: D Direct, I Indirect [email protected] found within most enterprises. organisation’s investment in its N/A Not available/not Website address Vignette Content websites and portals, offering a applicable, N/P Not provided, AOR Available on request www.vignette.com Management automates the software solution that can User Group Chairman/Contact Point processes for creating, automate personalised Tom Hogan (President + CEO) managing and publishing sequences of customer retention was the domain of a 00 1 888 608 9900 content for the web. interactions – or dialogues – small group of highly trained Vignette Application Portal with the aim of creating loyal, records managers. Today, with Vignette RDS includes: provides businesses with profitable relationships. a growing list of legal and Records management. Users enterprise portal management Vignette Records & regulatory requirements, can manage risk across the capabilities. It helps companies Document Server (RDS). Vignette recognises that organisation through record realise economies of scale by Traditionally, records document and records cut-off control, expiration aggregating and managing management capture and management systems must be review cycles and workflow, automatic, flexible, integrated, manual authorisation steps, and PRODUCT secure and intuitive for secure high-speed XML/SSL Name Vignette V7 Platform everyone to use. transfer of information between First installed (year) EMEA: 1998 Vignette RDS provides the departments and different No. of UK sites/new sites last 12 months 328 – 75 plus following features: storage media. No. of World sites/new sites last 12 months 1,600 plus – AOR Single repository. Vignette Electronic information Key markets Public sector (central + local), financial RDS integrates document capture. Users can incorporate services, insurance, healthcare & management capabilities with captured documents and images pharmaceuticals, telecoms records retention policies. This from streamed computer output Current version – date of release v7 – 2003 helps to avoid ‘broken records’ (ASCII, XML), fax and paper Operating systems supported Windows, Solaris, AIX, HP-UX, Linux as information is transferred documents and web Software functionality offered: from document management to transactions. Workflow Yes the records management system Imaging and indexing. Users Document management Yes for long-term storage and can access distributed or Business process management Yes ultimate disposition. centralised scanning and Knowledge management Yes Compliance standards. indexing of physical documents Content management Yes Vignette RDS supports and correspondence records, Web content management Yes document and web transaction with support for independent or Electronic records management Yes non-repudiation, with built-in remote scan workstations. Imaging Yes recording of digital audit trails Email archival. Users can Electronic forms processing Yes directly into a secure database. capture, categorise and archive Other Portal, collaboration, email It helps users meet regulatory high volumes of internal and management, case management, mandates such as the Gramm external email and instant integration, web content management Leach Bliley Acts and industry messages for improved filtering, Standards supported XML, WfMC, J2EE, .NET, JSR168, standards such as SEC17a-3 searching, retrieval, auditing DoD5015.2, etc and 17a-4 and DoD5015.2. and long-term storage. Web server standards supported to provide .NET, J2EE Lifecycle solution. The Collaborative document integration capabilities software reduces paper trails for services. Users can manage Does product have its own business Yes intelligence/analytical tools? casework and establishes complex documents, created from popular desktop Does product support third-party business Yes – Vignette, Cognos, Business standards for secure public and intelligence/analytical software? Objects, Comshare, Hyperion corporate records. Scanned applications such as Microsoft Special application integration offered/ Vignette Business Integration Studio images, collaboration, Office with check-in and check- integration tools supported provides 70+ standard adaptors for workflow and publishing of out, versioning, audit trails and integration to ERP, CRM, SCM, EAI, documents are managed, stored document review and approval database, email systems, etc and optimised for compliance. workflows. www.conspectus.com JULY 2004 CONSPECTUS 33 Workflow, Document & Business Process Management The knowledge proposition

Nigel Oxbrow of TFPL THE KNOWLEDGE economy This proposition, addressed and operational excellence – shows why different types has become a reality for many to chief executives and all though they will also ensure organisations and countries. business leaders, states that: that they are competitive in the of organisation need to use As Tony Blair said in his Significant additional two other dimensions. their corporate knowledge keynote address to the CBI stakeholder value and This model can be used to in distinctive ways. Conference last November: competitive advantage will be demonstrate the benefits of the “The success of the economy derived if the expertise, knowledge proposition in the will be determined by information and ideas of context of different priorities knowledge, skills and employees, partners and (although there are also a education.” In other words, the customers are continually number of core knowledge wealth of a nation no longer developed and used in all activities that companies find depends on its ability to convert business and decision-making invaluable to achieving their raw materials into tangible processes. business aims irrespective of goods, but rather on its ability their primary orientation, as to develop and harness the Knowledge impact shown in Figure 1). abilities and knowledge of its Companies fully exploiting their citizens. knowledge potential are Customer intimacy Equally, the success of characterised by: In his book Customer Intimacy organisations in this economy Excellent customer (Harper Collins, 1997), Fred depends on the ability of their understanding. Wiersema suggests that: “The leaders to create a culture and Innovation and creativity. hallmarks of intimacy are trust, style where knowledge is Better informed decisions. collaboration and partnering.” valued, nurtured and used. Continuous improvement to Organisations with a primary Many organisations have operational efficiency and orientation towards customer realised significant benefits effectiveness. intimacy need to be recognised from developing a knowledge­ Astute risk management. as trusted advisors for their conscious style of management All of which results in market. They are looking to and from specific knowledge improved business performance extend their market by actions. In others, senior and profitability. developing the strength of managers are still considering But because the business reputation and trust. Their how the core principles and priorities of senior management trading proposition is to exist practices could deliver business depend on the type of on their reputation and earn benefit for their full range of organisation and its primary money through trust. stakeholders. orientation, different So the types of organisation To provide new insights into approaches to realising the with a primary focus on the dynamics of knowledge­ benefits of the knowledge customer intimacy would conscious management – and its proposition are needed to include corporate banking, law potential for improving business reflect these priorities. firms, consultancies, wealth performance and profitability – Michael Treacy and Fred management, outsourcing 20 leading knowledge Wiersema in their book The companies and all professional practitioners developed a Discipline of Market Leaders advisory organisations. ‘knowledge proposition’ during suggest that successful Such customer intimacy the sixth annual chief companies have a leading organisations need: knowledge officers (CKO) capability in one of three A passion for understanding summit held in Dublin last primary dimensions – customer the needs, concerns and October. intimacy, product leadership ambitions of their customers.

34 CONSPECTUS JULY 2004 www.conspectus.com Workflow, Document & Business Process Management

To meet those needs and their knowledge activities. and having open, flexible and needs, so becoming closer and solve customer problems. The flow of expertise, co-operative internal processes more trusted advisors. To ensure that all their staff information and ideas is the and operations.” The knowledge actions and can see the whole of the essence of the relationship with The knowledge value initiatives that will deliver this relationship with the client. customers and should be proposition for organisations value proposition include the To understand how their embedded in all actions and with this orientation is as core actions and range of internal capabilities meet communications. follows: customer-focused knowledge customers’ needs. As Wiersema puts it: “All By continuously developing actions shown in Table 1. A client-centric approach to employees should collaborate and using expertise, developing new products and closely with the customer and information and ideas, the Product leadership solutions. be able to respond in flexible organisation can build an The types of organisations with Customer intimate ways. Both individual and understanding of the needs, a primary focus on product organisations see their world in organisational adaptability are ambitions and concerns of its leadership would include a customer centric way, necessary. These require customers, and develop its pharmaceutical R&D, FMCG, supported by business processes empowering employees to take internal capabilities to help it telecoms and electronic and functions developed from decisions and make changes anticipate and respond to these equipment manufacturers, media and energy-related FIGURE 1: Knowledge conscious management – core knowledge actions companies. Such organisations need to continually enhance their Expertise Information Ideas portfolio by seeking to innovate and invent. Their ability to Directing cross-silo Providing an appropriate Encouraging creative collaborative working information architecture communities identify, understand and respond to current and future Encouraging learning and Preventing information Supportive environment for market needs is critical. insights duplication and filling gaps sharing and applying ideas Product leadership and knowledge organisations have to Building external networks Mobilising customer, understand and manage their market and competitor Facilitating the identification product lifecycle portfolio Turning good practice into intelligence of relationships common practice across the three horizons in Developing processes to Providing the time and which they operate: Ensuring that expertise can capture intellectual capital permission for reflection Horizon 1 – Defend and be located extend current core businesses. Valuing diversity and fresh Horizon 2 – Build the eyes on problems and momentum of merging new processes businesses. Horizon 3 – Create options Connecting people to people and people to content for future businesses. The focus of their knowledge value proposition and delivery will therefore be determined by TABLE 1: Knowledge conscious management – customer intimacy the most important horizon for the organisation or teams Expertise Information Ideas within it. Core actions. Core actions. Core actions. The dynamics of Horizon 1 will be similar for those of an Enabling flexible solutions rather Maintaining excellent customer Organising processes for early organisation striving for than off-the-shelf products. relationship management idea generation and application. operational excellence, whereas Creating organisational processes. Identifying and revealing key those of Horizon 2 will match capabilities and structures that Making capabilities, information relationships. those for organisations striving are built around clients’ needs. and insights visible to customers. Creating feedback loops. for customer intimacy. Training and coaching – how to Sharing information with clients. Conducting ‘after action’ reviews. Overall, the knowledge value encourage customer feedback Capturing repeatable practices. Sharing knowledge with proposition for organisations and how to use it. Presenting information about customers and partners. with an orientation to product Ensuring sales proposals build on solutions from a client issue Developing processes to support leadership is that: previous successful approaches. viewpoint. rapid re-use of new solutions for By continuously developing Developing active listening Providing sector and client other clients. and using expertise, throughout the organisation. information that allows staff to information and ideas, an Identifying and acting on signals. deliver the right solutions for organisation can develop better each client. Ensuring that staff can readily insights into market trends, and match customer problems with enable better informed decisions appropriate services. that drive portfolio value. The knowledge actions and www.conspectus.com JULY 2004 CONSPECTUS 35 Workflow, Document & Business Process Management

TABLE 2: Knowledge conscious management – product leadership organisations is that: By continuously developing Expertise Information Ideas and using expertise, Core actions. Core actions. Core actions information and ideas an organisation can drive Managing decision chain Delivering supply chain Developing an innovation culture. improvement in efficiency, management. intelligence. Managing the product portfolio. effectiveness and cost reduction. Portfolio management. Maintaining portfolio intelligence. Stimulating and rewarding new The balance and flow between Conducting simulation, Making product information product ideas. ideas, expertise and information visualisation and modelling. easily available to employees and Encouraging off-the-wall drives continuous improvement Directing knowledge sharing customers. thinking. (see Figure 2). between projects. Recording decisions and their The knowledge initiatives evidence. that will deliver the value proposition include the core actions shown in Table 3 and a initiatives that enable the value Driving costs out of the Enhancing productivity variety of operational-focused proposition include the core system. across the input and output actions. actions shown in Table 2, and a Developing more efficient chain. In summary, knowledge variety of product-focused processes. Increasing speed to market. conscious management aligns knowledge actions. Making most effective use of The knowledge value an organisation’s expertise, Strategies in Horizon 3 will resources. proposition for these information and ideas around vary depending on whether the the critical success factors of the organisation is a ‘shaper’ or a FIGURE 2: Key factors in process improvement organisation. It also employs an ‘challenger’ in the market appropriate mix of tools of sector. intervention – people, processes For example, if an Ideas and technology. organisation is creating a new The knowledge proposition market (a shaper) it will need to outlined here suggests a be much more focused on knowledge framework that can stimulating creativity and help organisations map Embedding Identifying innovation through the knowledge opportunities knowledge-focused activities development and exploitation into business for process against their key performance of ideas, whereas a challenger processes improvement indicators. will be more focused on Driving competing through the continuous Nigel Oxbrow is CEO of application of information and process information and content improvement expertise. management recruitment and advisory business TFPL. Operational excellence Tel: 020 7251 5522. Email: Organisations with a primary [email protected]. A copy Connecting orientation towards operational Expertise people with Information of the knowledge proposition excellence will be continually people can be downloaded from focused on methods to improve www.tfpl.com. their productivity – through efficient and effective processes TABLE 3: Knowledge conscious management – operational excellence and supply chain management – in order to increase speed to Expertise Information Ideas market and competitive pricing. Core actions. Core actions. Core actions. Knowledge processes deliver the agility such organisations Ensuring that all expertise is Benchmarking. Encouraging new perspectives to require to excel in a market applied to continuous Capturing and sharing be applied to processes and with no product or service improvement. performance data. problems. differentiation. Embedding knowledge activities Providing research and Coaching people to look at new The types of organisations into business processes. information to take appropriate innovative ways of doing things. with this type of focus would Measuring how good you are, actions. Developing processes for sharing include retail, manufacturing, coming up with better ways and Developing location tools for ideas with suppliers and making these happen. partners. commodity-based industries, internal and external expertise to retail , energy distributors Making customer-facing people help solve problems. Ensuring that all parts of the as smart as possible. organisation contribute ideas. and government services. Creating feedback processes. Operational excellence Developing management education and communication to organisations need to help embed the value of the continually improve knowledge. productivity by:

36 CONSPECTUS JULY 2004 www.conspectus.com