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![Page 1: Business Performance Management – Driving Your Organization to Peak Performance Eduardo Niebles Director, International Business Development BST Global.](https://reader030.fdocuments.net/reader030/viewer/2022032707/56649e0c5503460f94af59dc/html5/thumbnails/1.jpg)
Business Performance Management –Driving Your Organization to Peak Performance
Eduardo NieblesDirector, International Business Development BST Global
Proprietary & ConfidentialCopyright © 2005 BST Global
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Current Business Information Landscape
Current Business Information Landscape
• Disparate information systems
• Wealth of data
• Dispersed ecosystem
• Increasing client expectations
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ChallengesChallenges
• Islands of information• Lack of proactive
intelligence • Inefficient collaboration• Inability to competitively
mine intellectual capital
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The Real Mission of Information Management
The Real Mission of Information Management
To promote competitive advantage through information, (executives) must do more than deliver solid technology. They must influence the enterprise toward a higher information orientation.
Source: Gartner’s from Value to Advantage: Exploiting Information, June 2004
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Information Orientation Correlates to Business
Performance
Information Orientation Correlates to Business
Performance
People Information Technology
•Proactiveness•Sharing•Transparency•Control•Formality•Integrity
•Sensing•Processing•Maintaining•Organizing•Collecting
•Management•Innovation•Business Processes•Operations
Business PerformanceBusiness Performance
•Market Share GrowthMarket Share Growth•Financial PerformanceFinancial Performance•Level of InnovationLevel of Innovation•Superior company reputationSuperior company reputation
Source: Marchand, D., Kettinger, W. and Rollins, J., Making the Invisible Visible: How Companies Win with the Source: Marchand, D., Kettinger, W. and Rollins, J., Making the Invisible Visible: How Companies Win with the Right Information, People and IT, London and New York: John Wiley and Sons, 2001Right Information, People and IT, London and New York: John Wiley and Sons, 2001
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The Answer…The Answer…
Business Performance Management
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Business DriversBusiness Drivers
• Understand and act upon today’s information today, not tomorrow
• Companies make a quantum leap forward when they can illuminate and deal with significant business issues in real time
• Enables businesses to spend time making decisions – not gathering information to make a decision
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The BPM ParadoxThe BPM Paradox
• Information growth in project-driven organizations multiplies daily
• Too much information can be a business detriment and cause confusion
• Information must be funneled, sorted and prioritized to equate to valuable business knowledge
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Your Business is all About ProjectsYour Business is all About Projects
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Win Work Client Relationship Management
Win Work Client Relationship Management
• Key elements• Lead identification• Opportunity pursuit• Contact management• Proposal generation
Client Relationship Management
Client Relationship Management
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Manage Work Enterprise Project Management
Manage Work Enterprise Project Management
• Key elements• Project initiation• Project budgeting and scheduling• Time and expenses• Issues and risks• Team collaboration • Portfolio management• Resource management
Enterprise Project
Management
Enterprise Project
Management
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Execute Work Enterprise Resource Planning
Execute Work Enterprise Resource Planning
• Key elements• Project procurement• Project accounting• Billing• A/R and A/P• Cash Flow• General Ledger
Enterprise Resource Planning
Enterprise Resource Planning
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Analyze Work Business Intelligence
Analyze Work Business Intelligence
• Key Performance Indicators• Data Mining / Correlation• Trend / Dimensional Analysis• Alerts / Notifications• Dashboards• Knowledge Management
AnalyzeWork
AnalyzeWork
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Illustrations of BPM Illustrations of BPM
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Traditional Business Processes
Traditional Business Processes
• Project Initiation• Project Billing• Project Reporting & Status
Update
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Traditional Project Initiation ProcessP
roje
ctM
anag
er
Pro
ject
Man
ager
Acc
ount
ing
Acc
ount
ing
Bus
ines
s D
evel
opm
ent
Bus
ines
s D
evel
opm
ent
Opportunity Awarded
Initiate Project Information Form(Paper or Excel)
Manually Load Emp Class Codes
& Bill RatesPrint Document
Submit Document to
Project Accountant
Project Account Review
Data Re-Keyed Into Project
SystemProject ActivatedMissing Information or Edits
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Traditional Billing ProcessP
roje
ctM
anag
er
Pro
ject
Man
ager
Clie
ntC
lient
Acc
ount
ing
Acc
ount
ing
Draft Invoice Generated
Draft Invoice Printed
Draft Invoice Sent to PM
Manually Edit Draft Invoice
Edits Submitted to Accounting
Edits Manually Keyed
(Holds, Write-Offs, Transfers)
Manually Create Final Invoice for
Client(Word, Excel)
Client Receives Invoice
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Traditional Project Reporting and Status Update Process
Pro
ject
Man
ager
Pro
ject
Man
ager
Acc
ount
ing
Acc
ount
ing
Project ReportsGenerated
Project Reports Printed
Project Reports Submitted to PM
PM Manually Re-Keys Data
Into Excel
PM Manually Updates Percent
Complete / Budget Changes
Accounting Receives
Changes From PM
PM Submits Changes to Accounting
Accounting Manually Enters
Percent Complete /
Budget Changes
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Demonstration of Streamlined Business Processes
Demonstration of Streamlined Business Processes
• Project Initiation
• Project Billing
• Project Reporting & Status Update
• Project Initiation
• Project Billing
• Project Reporting & Status Update
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Technologies of A BPM Driven Enterprise
Technologies of A BPM Driven Enterprise
• Web-based Architecture (.Net)– Leveraging the Internet for access to information from
anywhere, anytime
• Open Information Architecture (SQL, SDK, Data Mart)
– Individual’s ability to make custom inquiries on the fly with drill down capability
• Portal technology (WSS)– Portal / Dashboard organized by role specific to your
company and processes
• Application to Platforms (Word, Excel)– Process Automation using SmartDocs
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Strategic Approach Strategic Approach
• Articulate the need• Identify pain points
• Map pain points to business opportunities
• Quantify business opportunities
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Strategic Approach Strategic Approach
• Develop a vision– Think holistically
• People – organizational structure, culture
• Process – core process definition / improvement
• Technology – people / process enabler
– Start with business goals– Define business requirements based
on goals
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Q & AQ & A
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Copyright © 2005
BST Global
Telephone: (1) 813-886-3300
Web Site: www.bstglobal.com
All rights reserved. No part of this proprietary and confidential document may be reproduced, duplicated, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior
written permission of BST Global.