Bpm Implementation - Success Criteria And Best Practice
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BPM Implementation Success Criteria and Best Practice
Alan McSweeney
What is a Business Process? A A business process is a collection of related , structured activities that produce a processes ses are critical to any service or product that meet the needs of a client. These proces organisation as they generate revenue and often represent a significant significant proportion of costs. Order Order
Documenting improvementt and Documenting business processes enables understanding, improvemen provides control November 26, 2009
2
What is Business Process Management (BPM)? • Business
Process Management (BPM) is a method of efficiently aligning an organisation with the wants and needs of clients
• It
is a complete management approach that promotes business effectiveness and efficiency while striving for innovation, flexibility and integration with technology
• As
organisations look to achieve their objectives, BPM attempts to continuously improve processes - the process to define, measure and improve your processes — a ‘process optimisation' process
November 26, 2009
3
Lessons Learned From Large Systems Implementation 80 % More attention on process optimisation 65 % Align systematically to company goals 60 % Pay more attention to understanding the subject area spanned 55 % Implementation of a management information system as part of scope 50 % Outsource project management of the project to a third party 45 % Increase investment in training 35 % Greater employees involvement 35 % Enforce changes more courageously 30 % Identify and capture proof of benefits and saving as part of scope 20 % Avoid big-bang implementations November 26, 2009
4
Processes Are Key To Business Success •
Understanding your processes are key in a number of business initiatives
•
Often this is done in isolation and in different ways
•
And using different tools
November 26, 2009
5
A Single, Consistent View of the Truth is Critical •
Having a single repository of business process information enables…..
•
Common standards
•
Re-use / best practice
•
Improved decision support
•
Significant time savings
•
= increased efficiency & effectiveness
November 26, 2009
6
Key Business Drivers for BPM •
Save money — Do things better with optimised processes − Build better new processes faster − Know what you are doing (right or wrong) through current process understanding − Get control of parallel processes by consolidating to core processes − Get non-value added work through automation of manual processes Business process outsourcing
•
Implement ERP software better
•
Stay ahead of compliance
•
Move faster through scenario building for agility and policy management
November 26, 2009
7
Benefits of Business Process Management Reduced process costs
10 - 15 %
Increased quality / reduced number of errors
20 - 30 %
Reduced process throughput times
10 - 30 %
Reduced training time / expenses
10 - 30 %
Reduced number of (internal) support requests
• Real
1515- 30 %
Reduced number of customer complaints
20 - 30 %
Increased forecast accuracy
15 - 30 %
benefits from BPM
• Intangible November 26, 2009
benefits also: better information quality 8
How do Organisations Improve? • Major
changes must start at the top
• Ultimately,
everyone must be involved
• Effective
change requires a goal and knowledge of the current process
• Change
is continuous
• Change
will not be retained without effort and periodic reinforcement
• Improvement
November 26, 2009
is continuous
9
Why Business Process Management? • Symptoms
of Poor Business Process Management and
Design − No standard process/method for addressing how to define business requirements and when to improve business processes − When automation of processes is commissioned, “Business” says that they do not always get what they think they have asked for − The processes used to document and communicate business processes and requirements are neither easy nor documented − Our business programs frequently exist in a culture of reacting to cross-functional problems/emergencies − IT has responsibility for creating and maintaining business process flows, business requirements, and business rules November 26, 2009
10
Why Business Process Management and Design — Common Problems 1. Lack of an integrated process for capturing the business domain 2. Techniques that are used are not consistently applied 3. We cannot/do not differentiate key stakeholders’ views and different business views 4. We are working without a common language across business, IT and our other partners/vendors 5. Inadequate root cause level business process analysis yields inadequate business requirements and rules to facilitate process optimisation/automation November 26, 2009
11
Why Business Modelling — The Problems 1. Lack of an integrated process for capturing the business domain 2. Techniques that are used are not consistently applied 3. We cannot/do not differentiate key stakeholders’ views and different business views 4. We are working without a common language across business, IT and our other partners/vendors 5. Inadequate root cause level business process analysis yields inadequate business requirements and rules to facilitate process optimisation/automation November 26, 2009
12
More Than a Picture A Picture . . . . Provides information Has no enforceable rigour Cannot be reused easily Cannot be updated easily
A Model can be . . . . Analysed Reported on Used to navigate through relationships Used for simulation Trigger workflows Used to drive business process management November 26, 2009
13
Finding the Right Project • Key characteristics of right project − The process or project is related to a key business issue − You have/can get customer input on the issue − Management assigns this project a high priority − Process owner and key stakeholders are defined − The problem is stated as a target or need and NOT a solution − The sponsor of this project can commit time and resources to this project − The business process(es) will not be changed by another initiative at any time in the near future − Focus on: • Which process is the most critical • Which process contributes the most
− Ensure the benefits of an improvement project do not degrade over time
November 26, 2009
14
Critical Success Factors • Linked
to business strategies and goals
• Linked
to customer value
• Ability
to implement incremental value added change
• Ability
to track results and measure success
• Ability
to be aligned with the business
November 26, 2009
15
Successful Business Process Analysis, Design and Implementation Projects Have • Understood
the Business Architecture — Business Process, Metrics, Strategy and Goals
• Engaged • Taken
stakeholders and defined process ownership
an iterative and incremental approach
• Tackled
the right project at the right time
• Implemented
internal and external standards and the right level of governance
• Understood
the role of information
• Incorporated • Achieve November 26, 2009
process improvement
business results with a series of small successes 16
Do Not Ignore Organisational Change • The
failure to manage the human side of business changes is a major contributor to the reasons programme, projects and initiatives fail
• Organisations
may not have the experience necessary to manage the speed and complexity of the large-scale changes
• Managers
are all too frequently concerned with tactical, operational issues and have not had the time to consider organisational changes
November 26, 2009
17
Process Analysis within Service Orientation •
Process Driven Integration − Services Based Integration − Cut integration costs and reduce development
•
New Business Initiatives − Agility, Growth — New Products and Services − Increased Delivery Channels
•
Process Improvement − Optimising business processes − Straight Through Processing
•
IT Regeneration − Enterprise IT Architecture — Aligning more with Business − Legacy Replacement
•
Extending the Enterprise − Partnering, B2B
November 26, 2009
18
Intelligent Use of BPM • Help
prioritising intelligent cuts: via a business process architecture and a good process measurement system
• Process
Optimisation: BPM teams can quickly examine processes and suggest changes to eliminate waste − Good BPM teams can almost always identify some quick changes that will save 10-30%
November 26, 2009
19
Intelligent Use of BPM • Reorganisations
− Changes in status also require that new processes and business rules be implemented throughout the organisation • Additional
Regulation
− New regulations require new practices and new business rules
November 26, 2009
20
Service Orientation — Aligning IT with Business Customer Service
Governance
Business Drivers Reduce Cost
New Services
Automation of Existing Processes
New Channels
Accountability
Efficient Delivery Of New Services
Support Business Requirements Faster
Dynamic
Shareholder Value
Visibility Better Information insight
Business Requirements
Business Processes
Business Service
Services
Business Service
Business Service
Business Service
Business Service
Services
Services
Services
Services
Standard Integration of Services
Reusable, Standard Services
Web Sites
Legacy Systems
Databases
Core Applications
Trading Partners
Static
IT Assets
AR
November 26, 2009
21
Service Orientation — Aligning IT with Business Customer Service
Governance
Business Drivers Reduce Cost
New Services
Automation of Existing Processes
New Channels
Accountability
Efficient Delivery Of New Services
Support Business Requirements Faster
Dynamic
Shareholder Value
Visibility Better Information insight
Business Requirements
Business Processes
Business Service
Services
November 26, 2009
Business Service
Business Service
Business Service
Services
Services
Services
Services
Standard Integration of Services
Reusable, Standard Services
IT Assets Web Sites
Legacy Systems
Databases
Core Applications
Trading Partners
Static
Mixed IT Systems and Applications
Business Service
AR
22
Service Orientation — Aligning IT with Business Shareholder Value
Customer Service
Governance
Business Drivers Reduce Cost
New Services
Automation of Existing Processes
New Channels
Accountability
Efficient Delivery Of New Services
Support Business Requirements Faster
Dynamic
Business Model
Visibility Better Information insight
Business Requirements
Business Processes
Business Service
Services
Business Service
Business Service
Business Service
Business Service
Services
Services
Services
Services
Standard Integration of Services
Reusable, Standard Services
Web Sites
Legacy Systems
Databases
Core Applications
Trading Partners
Static
IT Assets
AR
November 26, 2009
23
Service Orientation — Aligning IT with Business Customer Service
Governance
Business Drivers Reduce Cost
New Services
Automation of Existing Processes
New Channels
Accountability
Efficient Delivery Of New Services
Support Business Requirements Faster
Dynamic
Shareholder Value
Visibility Better Information insight
Business / IT Gap
Business Requirements
Business Processes
Business Service
Services
Business Service
Business Service
Business Service
Business Service
Services
Services
Services
Services
Standard Integration of Services
Reusable, Standard Services
Web Sites
Legacy Systems
Databases
Core Applications
Trading Partners
Static
IT Assets
AR
November 26, 2009
24
Service Orientation — Aligning IT with Business Customer Service
Governance
Business Drivers
Business Processes Bridges the Gap
Reduce Cost
New Services
Automation of Existing Processes
New Channels
Accountability
Efficient Delivery Of New Services
Support Business Requirements Faster
Dynamic
Shareholder Value
Visibility Better Information insight
Business Requirements
Business Processes
Business Service
Services
Business Service
Business Service
Business Service
Business Service
Services
Services
Services
Services
Standard Integration of Services
Reusable, Standard Services
Web Sites
Legacy Systems
Databases
Core Applications
Trading Partners
Static
IT Assets
AR
November 26, 2009
25
Service Orientation — Aligning IT with Business Customer Service
Governance
Business Drivers
Business Processes Bridges the Gap
Reduce Cost
New Services
Automation of Existing Processes
New Channels
Accountability
Efficient Delivery Of New Services
Support Business Requirements Faster
Dynamic
Shareholder Value
Visibility Better Information insight
Business Requirements
Business Processes
Business Service
Service Oriented Architecture
Services
Business Service
Business Service
Business Service
Business Service
Services
Services
Services
Services
Standard Integration of Services
Reusable, Standard Services
Web Sites
Legacy Systems
Databases
Core Applications
Trading Partners
Static
IT Assets
AR
November 26, 2009
26
Service Orientation — Aligning IT with Business Customer Service
Governance
Business Drivers Reduce Cost
New Services
Automation of Existing Processes
New Channels
Accountability
Efficient Delivery Of New Services
Support Business Requirements Faster
Visibility Better Information insight
Business Process Management
Business Requirements
Business Processes
Business Service
Service Oriented Architecture
Dynamic
Shareholder Value
Services
Business Service
Business Service
Business Service
Business Service
Services
Services
Services
Services
Standard Integration of Services
Reusable, Standard Services
Web Sites
Legacy Systems
Databases
Core Applications
Trading Partners
Static
IT Assets
AR
November 26, 2009
27
Service Orientation — Aligning IT with Business Business Process Improvement
Customer Service
Governance
Business Drivers Reduce Cost
New Services
Automation of Existing Processes
New Channels
Accountability
Efficient Delivery Of New Services
Support Business Requirements Faster
Visibility Better Information insight
Business Process Management
Business Requirements
Business Processes
Business Service
Service Oriented Architecture
Dynamic
Shareholder Value
Services
Business Service
Business Service
Business Service
Business Service
Services
Services
Services
Services
Standard Integration of Services
Reusable, Standard Services
Web Sites
Legacy Systems
Databases
Core Applications
Trading Partners
Static
IT Assets
AR
November 26, 2009
28
Connecting Business and IT Customer Service
Governance
Business Drivers Reduce Cost
Business Analysis
Automation of Existing Processes
New Services
New Channels
Accountability
Efficient Delivery Of New Services
Support Business Requirements Faster
Dynamic
Shareholder Value
Visibility Better Information insight
Business Requirements
Business Processes
SOA Layer
Business Service
Services
Business Service
Business Service
Business Service
Business Service
Services
Services
Services
Services
Standard Integration of Services
Reusable, Standard Services
Web Sites
November 26, 2009
Legacy Systems
Databases
Core Applications
Trading Partners
Static
IT Assets
29
Business Challenges •
Business is facing − − − −
•
Technology’s typical response − − − − − −
•
Global business competition Rapid innovation and fast-changing business requirements Regulatory compliance challenges Increasing cost pressures
Slow delivery times High maintenance costs Brittle solutions Stove piped functional applications Redundant development efforts and operations Redundant and costly investment in multiple technical solutions
Can technology be realigned to support the needs of business? November 26, 2009
30
More Information Alan McSweeney [email protected]
November 26, 2009
31
Alan McSweeney
What is a Business Process? A A business process is a collection of related , structured activities that produce a processes ses are critical to any service or product that meet the needs of a client. These proces organisation as they generate revenue and often represent a significant significant proportion of costs. Order Order
Documenting improvementt and Documenting business processes enables understanding, improvemen provides control November 26, 2009
2
What is Business Process Management (BPM)? • Business
Process Management (BPM) is a method of efficiently aligning an organisation with the wants and needs of clients
• It
is a complete management approach that promotes business effectiveness and efficiency while striving for innovation, flexibility and integration with technology
• As
organisations look to achieve their objectives, BPM attempts to continuously improve processes - the process to define, measure and improve your processes — a ‘process optimisation' process
November 26, 2009
3
Lessons Learned From Large Systems Implementation 80 % More attention on process optimisation 65 % Align systematically to company goals 60 % Pay more attention to understanding the subject area spanned 55 % Implementation of a management information system as part of scope 50 % Outsource project management of the project to a third party 45 % Increase investment in training 35 % Greater employees involvement 35 % Enforce changes more courageously 30 % Identify and capture proof of benefits and saving as part of scope 20 % Avoid big-bang implementations November 26, 2009
4
Processes Are Key To Business Success •
Understanding your processes are key in a number of business initiatives
•
Often this is done in isolation and in different ways
•
And using different tools
November 26, 2009
5
A Single, Consistent View of the Truth is Critical •
Having a single repository of business process information enables…..
•
Common standards
•
Re-use / best practice
•
Improved decision support
•
Significant time savings
•
= increased efficiency & effectiveness
November 26, 2009
6
Key Business Drivers for BPM •
Save money — Do things better with optimised processes − Build better new processes faster − Know what you are doing (right or wrong) through current process understanding − Get control of parallel processes by consolidating to core processes − Get non-value added work through automation of manual processes Business process outsourcing
•
Implement ERP software better
•
Stay ahead of compliance
•
Move faster through scenario building for agility and policy management
November 26, 2009
7
Benefits of Business Process Management Reduced process costs
10 - 15 %
Increased quality / reduced number of errors
20 - 30 %
Reduced process throughput times
10 - 30 %
Reduced training time / expenses
10 - 30 %
Reduced number of (internal) support requests
• Real
1515- 30 %
Reduced number of customer complaints
20 - 30 %
Increased forecast accuracy
15 - 30 %
benefits from BPM
• Intangible November 26, 2009
benefits also: better information quality 8
How do Organisations Improve? • Major
changes must start at the top
• Ultimately,
everyone must be involved
• Effective
change requires a goal and knowledge of the current process
• Change
is continuous
• Change
will not be retained without effort and periodic reinforcement
• Improvement
November 26, 2009
is continuous
9
Why Business Process Management? • Symptoms
of Poor Business Process Management and
Design − No standard process/method for addressing how to define business requirements and when to improve business processes − When automation of processes is commissioned, “Business” says that they do not always get what they think they have asked for − The processes used to document and communicate business processes and requirements are neither easy nor documented − Our business programs frequently exist in a culture of reacting to cross-functional problems/emergencies − IT has responsibility for creating and maintaining business process flows, business requirements, and business rules November 26, 2009
10
Why Business Process Management and Design — Common Problems 1. Lack of an integrated process for capturing the business domain 2. Techniques that are used are not consistently applied 3. We cannot/do not differentiate key stakeholders’ views and different business views 4. We are working without a common language across business, IT and our other partners/vendors 5. Inadequate root cause level business process analysis yields inadequate business requirements and rules to facilitate process optimisation/automation November 26, 2009
11
Why Business Modelling — The Problems 1. Lack of an integrated process for capturing the business domain 2. Techniques that are used are not consistently applied 3. We cannot/do not differentiate key stakeholders’ views and different business views 4. We are working without a common language across business, IT and our other partners/vendors 5. Inadequate root cause level business process analysis yields inadequate business requirements and rules to facilitate process optimisation/automation November 26, 2009
12
More Than a Picture A Picture . . . . Provides information Has no enforceable rigour Cannot be reused easily Cannot be updated easily
A Model can be . . . . Analysed Reported on Used to navigate through relationships Used for simulation Trigger workflows Used to drive business process management November 26, 2009
13
Finding the Right Project • Key characteristics of right project − The process or project is related to a key business issue − You have/can get customer input on the issue − Management assigns this project a high priority − Process owner and key stakeholders are defined − The problem is stated as a target or need and NOT a solution − The sponsor of this project can commit time and resources to this project − The business process(es) will not be changed by another initiative at any time in the near future − Focus on: • Which process is the most critical • Which process contributes the most
− Ensure the benefits of an improvement project do not degrade over time
November 26, 2009
14
Critical Success Factors • Linked
to business strategies and goals
• Linked
to customer value
• Ability
to implement incremental value added change
• Ability
to track results and measure success
• Ability
to be aligned with the business
November 26, 2009
15
Successful Business Process Analysis, Design and Implementation Projects Have • Understood
the Business Architecture — Business Process, Metrics, Strategy and Goals
• Engaged • Taken
stakeholders and defined process ownership
an iterative and incremental approach
• Tackled
the right project at the right time
• Implemented
internal and external standards and the right level of governance
• Understood
the role of information
• Incorporated • Achieve November 26, 2009
process improvement
business results with a series of small successes 16
Do Not Ignore Organisational Change • The
failure to manage the human side of business changes is a major contributor to the reasons programme, projects and initiatives fail
• Organisations
may not have the experience necessary to manage the speed and complexity of the large-scale changes
• Managers
are all too frequently concerned with tactical, operational issues and have not had the time to consider organisational changes
November 26, 2009
17
Process Analysis within Service Orientation •
Process Driven Integration − Services Based Integration − Cut integration costs and reduce development
•
New Business Initiatives − Agility, Growth — New Products and Services − Increased Delivery Channels
•
Process Improvement − Optimising business processes − Straight Through Processing
•
IT Regeneration − Enterprise IT Architecture — Aligning more with Business − Legacy Replacement
•
Extending the Enterprise − Partnering, B2B
November 26, 2009
18
Intelligent Use of BPM • Help
prioritising intelligent cuts: via a business process architecture and a good process measurement system
• Process
Optimisation: BPM teams can quickly examine processes and suggest changes to eliminate waste − Good BPM teams can almost always identify some quick changes that will save 10-30%
November 26, 2009
19
Intelligent Use of BPM • Reorganisations
− Changes in status also require that new processes and business rules be implemented throughout the organisation • Additional
Regulation
− New regulations require new practices and new business rules
November 26, 2009
20
Service Orientation — Aligning IT with Business Customer Service
Governance
Business Drivers Reduce Cost
New Services
Automation of Existing Processes
New Channels
Accountability
Efficient Delivery Of New Services
Support Business Requirements Faster
Dynamic
Shareholder Value
Visibility Better Information insight
Business Requirements
Business Processes
Business Service
Services
Business Service
Business Service
Business Service
Business Service
Services
Services
Services
Services
Standard Integration of Services
Reusable, Standard Services
Web Sites
Legacy Systems
Databases
Core Applications
Trading Partners
Static
IT Assets
AR
November 26, 2009
21
Service Orientation — Aligning IT with Business Customer Service
Governance
Business Drivers Reduce Cost
New Services
Automation of Existing Processes
New Channels
Accountability
Efficient Delivery Of New Services
Support Business Requirements Faster
Dynamic
Shareholder Value
Visibility Better Information insight
Business Requirements
Business Processes
Business Service
Services
November 26, 2009
Business Service
Business Service
Business Service
Services
Services
Services
Services
Standard Integration of Services
Reusable, Standard Services
IT Assets Web Sites
Legacy Systems
Databases
Core Applications
Trading Partners
Static
Mixed IT Systems and Applications
Business Service
AR
22
Service Orientation — Aligning IT with Business Shareholder Value
Customer Service
Governance
Business Drivers Reduce Cost
New Services
Automation of Existing Processes
New Channels
Accountability
Efficient Delivery Of New Services
Support Business Requirements Faster
Dynamic
Business Model
Visibility Better Information insight
Business Requirements
Business Processes
Business Service
Services
Business Service
Business Service
Business Service
Business Service
Services
Services
Services
Services
Standard Integration of Services
Reusable, Standard Services
Web Sites
Legacy Systems
Databases
Core Applications
Trading Partners
Static
IT Assets
AR
November 26, 2009
23
Service Orientation — Aligning IT with Business Customer Service
Governance
Business Drivers Reduce Cost
New Services
Automation of Existing Processes
New Channels
Accountability
Efficient Delivery Of New Services
Support Business Requirements Faster
Dynamic
Shareholder Value
Visibility Better Information insight
Business / IT Gap
Business Requirements
Business Processes
Business Service
Services
Business Service
Business Service
Business Service
Business Service
Services
Services
Services
Services
Standard Integration of Services
Reusable, Standard Services
Web Sites
Legacy Systems
Databases
Core Applications
Trading Partners
Static
IT Assets
AR
November 26, 2009
24
Service Orientation — Aligning IT with Business Customer Service
Governance
Business Drivers
Business Processes Bridges the Gap
Reduce Cost
New Services
Automation of Existing Processes
New Channels
Accountability
Efficient Delivery Of New Services
Support Business Requirements Faster
Dynamic
Shareholder Value
Visibility Better Information insight
Business Requirements
Business Processes
Business Service
Services
Business Service
Business Service
Business Service
Business Service
Services
Services
Services
Services
Standard Integration of Services
Reusable, Standard Services
Web Sites
Legacy Systems
Databases
Core Applications
Trading Partners
Static
IT Assets
AR
November 26, 2009
25
Service Orientation — Aligning IT with Business Customer Service
Governance
Business Drivers
Business Processes Bridges the Gap
Reduce Cost
New Services
Automation of Existing Processes
New Channels
Accountability
Efficient Delivery Of New Services
Support Business Requirements Faster
Dynamic
Shareholder Value
Visibility Better Information insight
Business Requirements
Business Processes
Business Service
Service Oriented Architecture
Services
Business Service
Business Service
Business Service
Business Service
Services
Services
Services
Services
Standard Integration of Services
Reusable, Standard Services
Web Sites
Legacy Systems
Databases
Core Applications
Trading Partners
Static
IT Assets
AR
November 26, 2009
26
Service Orientation — Aligning IT with Business Customer Service
Governance
Business Drivers Reduce Cost
New Services
Automation of Existing Processes
New Channels
Accountability
Efficient Delivery Of New Services
Support Business Requirements Faster
Visibility Better Information insight
Business Process Management
Business Requirements
Business Processes
Business Service
Service Oriented Architecture
Dynamic
Shareholder Value
Services
Business Service
Business Service
Business Service
Business Service
Services
Services
Services
Services
Standard Integration of Services
Reusable, Standard Services
Web Sites
Legacy Systems
Databases
Core Applications
Trading Partners
Static
IT Assets
AR
November 26, 2009
27
Service Orientation — Aligning IT with Business Business Process Improvement
Customer Service
Governance
Business Drivers Reduce Cost
New Services
Automation of Existing Processes
New Channels
Accountability
Efficient Delivery Of New Services
Support Business Requirements Faster
Visibility Better Information insight
Business Process Management
Business Requirements
Business Processes
Business Service
Service Oriented Architecture
Dynamic
Shareholder Value
Services
Business Service
Business Service
Business Service
Business Service
Services
Services
Services
Services
Standard Integration of Services
Reusable, Standard Services
Web Sites
Legacy Systems
Databases
Core Applications
Trading Partners
Static
IT Assets
AR
November 26, 2009
28
Connecting Business and IT Customer Service
Governance
Business Drivers Reduce Cost
Business Analysis
Automation of Existing Processes
New Services
New Channels
Accountability
Efficient Delivery Of New Services
Support Business Requirements Faster
Dynamic
Shareholder Value
Visibility Better Information insight
Business Requirements
Business Processes
SOA Layer
Business Service
Services
Business Service
Business Service
Business Service
Business Service
Services
Services
Services
Services
Standard Integration of Services
Reusable, Standard Services
Web Sites
November 26, 2009
Legacy Systems
Databases
Core Applications
Trading Partners
Static
IT Assets
29
Business Challenges •
Business is facing − − − −
•
Technology’s typical response − − − − − −
•
Global business competition Rapid innovation and fast-changing business requirements Regulatory compliance challenges Increasing cost pressures
Slow delivery times High maintenance costs Brittle solutions Stove piped functional applications Redundant development efforts and operations Redundant and costly investment in multiple technical solutions
Can technology be realigned to support the needs of business? November 26, 2009
30
More Information Alan McSweeney [email protected]
November 26, 2009
31
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