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Benefits Management

With the implementation of Business Process Management often comes the question of what the benefits of BPM are. Why should a company invest on an organized management of processes? What are the real benefits, and how can they be measured?  SAP also needs answers to these questions, so I have started to develop a general overview of relevant benefits, which can be divided into four main categories:  – Costs – Customer – Productivity – Transparency  In the graphic below, I have added the expected tangible benefits within each of these four categories: image In addition, it is also interesting to analyze the relationship between process maturity levels and benefits, which I call benefit levels. These benefit levels describe which benefits can expected by reaching a specific maturity level.   This is especially helpful for management in making strategic decisions on the transformation need of processes for the enterprise. imageimage
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  • Thanks for this, Dirk. I work in the HCM arena and it’s always interesting and useful to apply models like these to an area in which a need for continuous process change is less prevalent – at least not in my experience.

    That’s different of course from the need to measure processes in order to drive towards improvement and near-perfection.

    I’d be interested in your views on how process measurement is/will be accomplished in SAP generally speaking – i.e. how it is enabled by the technology.

    I’d also be interested in your thoughts about whether a high maturity level ito of business process management and modeling allows the introduction of wholly new processes to go through the maturity phases faster

  • Hello Cornelis,

    thanks a lot for your interest in this blog. Regarding you two questions I can actually give you the following answers:
    – SAP actually performs prototypes together with IDS in order to automatically measure processes performance.
    – Regarding Benefits Management or more the overall maturity status of processes, I’ve developed a questionnaire for each process in order to score each process following a method of Michael Hammer. I guess I will extend this blog regarding this methodology.
    – Regarding your last question. In my opinion it is not our goal to drive new processes threw this maturity levels. It is more the goal to achieve a specific maturity level up from the design phase of a new process, by using the experience and tools we’ve implemented in the company.