2010 Trends to Watch: Business Process Management - Market Research Report on Aarkstore Enterprise

Introduction"Overview 2
Business process management has been steadilyCATALYST 2
entering the mainstream as enterprises realizeSUMMARY 2
that business processes are the ultimateOVUM VIEW 2analysis 3
differentiators. In the volatile businessRESOURCE CONSTRAINTS, PRICE VOLATILITY
circumstances that are set to dominate in 2010,AND PRESSURE ON MARGINS WILL
enterprises in many industries are realizing thatCONTRIBUTE TO CONTINUED ECONOMIC
process efficiency and agility is a necessity whenUNCERTAINTY 4
dealing with pressures of a protracted economicResource strain: volatility in prices of commodities
recovery.4
ScopePrice volatility: rapidly alternating episodes of
*Explains how BPM will help to address the relateddeflation and inflation 5
issues of resource constraints, price volatility andPressure on margins: capitalising on the expansion
margin pressure.opportunities while retaining tight control over
*Describes why organisations need to focus onmargins 5
process efficiency and agility supported by BPMBusiness model challenges: long-term demographic
solutions.shifts and technology disruption 5
*Provides advice for both enterprise and vendorDEPLOY SUPERIOR PROCESS MANAGEMENT
clients.CAPABILITIES 5
*Covers all industry sectors and geographies.Process-centricity creates efficiencies and allows
Highlightsfor adaptation to changing circumstances 6
In 2010 process management initiatives will beEfficiency and agility are the imperatives common
driven by the need to streamline businessto many industry verticals 6
processes, optimize the execution of theseFOCUS ON PROCESS EFFICIENCY AND
processes and support unprecedented level ofPROCESS AGILITY 7
adaptability in order to react to the changingNew circumstances call for running changes and
conditions in the market.an inclusive approach to business process
Ovum emphasizes the importance of aefficiency 7
comprehensive closed-loop optimization strategyIn 2010, business should approach process
based on the exact requirements of each processefficiency through closed-loop process lifecycle 7
identified for improvement. Although manyPROJECT PORTFOLIO MANAGEMENT HELPS
enterprises will have previous experiences ofIDENTIFY PRIORITY TARGETS FOR BUSINES
process improvement methodologies, an inclusivePROCESSES IMPROVEMENTS 8
approach to the continuing challenge of businessPortfolio management offers an efficient way to
process optimization is vital.allocate resources to processes that merit them
Prevailing conditions will call for a greater emphasisthe most 8
on process portfolio management and IT servicesBUSINESS PROCESS ANALYSIS SUPPORTS THE
management in order to match each businessSTREAMLINING OF KEY BUSINESS PROCESSES
process with the optimal execution environment9
and optimization methodology: Business processEnterprise architecture modelling is a good starting
management frameworks will also have topoint for process analysis and optimisation
integrate other adjacent disciplines like enterpriseinitiatives 9
architecture.BPA is becoming increasingly inclusive as
Reasons to Purchaseorganisations realise that processes are 'good to
*Identify market trends to help evaluatethink with' 9
opportunities for business process improvement in2010 will be a breakthrough year of collaboration
your industry sector.modelling platforms 9
*Understand the BPM landscape, including drivers,Innovative synchronous collaboration platforms
technology evolution, and vendor approaches.could become BPA platforms of the future 10
*Understand the long term implications of BPM onCollaborative modelling will not render specialist
business agility and performance optimisation.modelling standards obsolete 10
Table of Contents :BPMN 2.