|Posted by CE Admin on October 6, 2011 at 12:55 AM||comments (0)|
Use Lean Discovery To Accelerate The Return On Your BPM Investment
by Clay Richardson with Connie Moore and Ralph Vitti
In these lean economic times, business process professionals watch their budgets get slashed, while at the same time, the hunger for business process management (BPM) and process improvement continues to accelerate across the enterprise. To meet these conflicting demands, business process leaders should audit BPM projects to eliminate common budget-busters that cause projects to become bloated and unmanageable. Successful teams have zeroed in on Lean strategies that eliminate unnecessary waste typically encountered during process discovery — the first phase of a BPM project that scopes requirements for the process solution. These strategies:
1) put process leaders in charge;
2) often employ new collaborative tools like Lombardi Blueprint and IBM BPM BlueWorks that streamline process discovery; and
3) embrace Agile approaches like Scrum and Feature Driven Development. The result?
Reduced friction among key process stakeholders when defining and prioritizing features for the BPM solution — ultimately yielding dramatic cost and time reductions for process discovery.
© 2009, Forrester Research, Inc. All rights reserved.
|Posted by CE Admin on October 6, 2011 at 12:45 AM||comments (0)|
A Lombardi Whitepaper.
"BPM allows us to focus on our most critical business priorities first." - Erik Keller, CIO, SIRVA (Keynote Presentation, Driven Online 2009)
|Posted by Judy on September 8, 2010 at 2:30 AM||comments (0)|
Super System Review
In accordance with its terms of reference, the Super System Review Panel delivered its final report to the Government on 30 June 2010.
The Government has now released the Final Report. For information on the Government response see the Stronger Super website
The Super System Review has now completed its work. The Chair of the Review Jeremy Cooper and the Panel would like to thank all those who supported the Review by making submissions, providing feedback and encouragement along the way.
|Posted by Nicole Marchment on July 16, 2010 at 12:00 AM||comments (0)|
With 200 million customers in 140 countries, overhauling Citi’s IT spine meant reigning in multiple complicated processes.
By Stephanie Overby
As the financial crisis unfolded in 2007, executives at Citigroup (C), an $80.2 billion company, announced a far-reaching restructuring that included cutting some 17,000 jobs, aiming to trim $2.6 billion in expenses in a year.
The IT infrastructure group immediately identified a way to save the company hundreds of millions of dollars—simplify and standardize its network—but Citi’s size made the project far less straightforward than it sounds. Yesim Akdeniz, Citi’s managing director of network engineering, saw the restructuring as an opportunity—not just to save money, but to change how the company managed its massive IT backbone. The initiative earned Citi a 2010 CIO 100 award.
Over the years, Citi chased an aggressive growth strategy, and today it processes $3 trillion in transactions for 200 million customers in 140 countries. The speed of its expansion forced the company to take a reactive approach to IT, valuing time to delivery above all else. IT infrastructure was so inefficient that calculating total network volumes, cost of ownership or vendor spending was impossible. “We had teams across the globe executing changes within their regions and rarely did we see a global view of those changes and how they may potentially affect one another,” explains Akdeniz. “We needed to transform fundamentally how we operated.”
Citi identified several problems with its network: too many silos, lack of asset- and demand-management processes, costly legacy infrastructure, overcapacity and underutilization, limited financial controls, and resistance to change. The company planned to re-engineer IT’s spine, including 45,000 network devices and 225,000 phones that support mission-critical operations across the business.
It’s a project that would typically take five years for a company of Citi’s size. Akdeniz completed it in one year. To make sure IT’s response was rapid but not reflexive, Akdeniz’s group took what she calls a “business incubator” approach. Network teams developed a process for evaluating new tools compared to existing ones, and reported those results to the globally dispersed group. “This methodology accelerated the implementation of innovative technologies and increased the likelihood that these solutions would become part of our long-term strategic plans,” Akdeniz says.
Citigroup is one of the world’s largest consumers of infrastructure resources, but due to its fractured sourcing strategy, it didn’t have sway with suppliers. The network group established partnerships with strategic vendors to conduct more comprehensive contract negotiations and introduced continuous spending analysis to increase competition and improve provider service levels. The group also synchronized the company’s technology refresh schedules to optimize cost and effort and introduced new demand-management processes to improve resource use.
“We were looking to develop something that was sustainable and would maintain our best-in-class performance supporting corporate growth, cost leadership, service quality and risk,” says Akdeniz.
The results are rolling in. The company has reduced the number of devices and circuits by 25 percent over the last three years and cut costs by 20 percent, a savings of more than $300 million so far. And, Akdeniz says, almost all her group’s solutions were designed to produce a positive ROI within a year, allowing it to avoid adding much in costs.
Article published on CIO: www.cio.com