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Jim Barksdale, the charismatic CEO of Netscape, famously said, “Nothing happens until somebody sells something.” In the business world, truer words have never been spoken. Money is the lubricant that runs everything we do. The purpose of every organization is to grow and improve—and a better bottom line indicates achievement on both counts. Reaching a certain financial outcome is, however, determined by numbers, and numbers only.

What the bottom line fails to calculate, however, is the human element in our business ‘activity.’ Improvements can be made - sometimes big, sweeping improvements - that do not show up on a spreadsheet. In sales parlance, this is often referred to as a "soft benefit", and may not, unfortunately, be considered. When we talk with Process Director users, however, we find that these "soft benefits" are precisely what fuels large organizational changes which, in turn. ultimately lead to better bottom lines.

This is the crux of the Process Director BPM software value proposition. It enables processes that lead BOTH directly and indirectly to improvement!

Those improvements occur in a variety of different ways:

Participant contribution: Let’s be honest: this is not exactly sexy stuff. But business process management (BPM) is a critical piece of how we run our organizations When we have better insights into the way our companies operate, we get a deeper sense of what is, and what isn't, working. Maybe we knew from the beginning that invoices weren't getting approved quickly because submitters did not include copies of paperwork, for example. Yet, when using a BPM and workflow tool we can identify what is occurring throughout the course of a process, contributing our personal knowledge to improve how things get done. (And reminding submitters, in this example, to include the appropriate documentation). Imagine if everyone in an organization had a tool that would allow them to be that involved?

Insight: For the sake of speed and expedience, people want to be supplied with data and metrics on a regular basis. In far too many cases, users just want to validate the status of some activity. But that's not what is essential. The really critical things are the issues and process that can be changed and improved through insight and analysis. A weekly Excel report can indicate specifics, but it does not encourage users to seek solutions. Process Director empowers users to combine their own analytical skills with the insights provided through our BPM and workflow solution. When combined, they give an organization the ability to change and improve in ways that are meaningful to them, to their customers, and indeed, to the bottom line.

Usability leads to engagement: Process Director does not require users to code in order to create or make changes to usable processes. By knowing and understanding what is important the right types of changes can be made easily, changes that can impact company performance. There are two important outcomes that can result from this: 1) The potential for better processes and operations, and 2) A sense of ownership among the employees who are involved. What's more, when employees know they can contribute in this way, a feeling begins to permeate throughout the organization— creating an internal esprit de corps. This becomes an invaluable asset for any organization, and one that begins to build upon itself.

BPM software and workflow software are business tools. Using them effectively results in greater efficiency and effectiveness. Those lead to bottom line business process improvement. We know that customers seek that when looking for a solution initially. We have come to find, however, that the bottom line is not the only benefit from automating and streamlining processes and workflows. They are solutions that breed the mindset of accountability and improvement— and that ultimately leads to better financial results.

Time can be both the greatest asset and, potentially, biggest enemy, of any business. Failing to meet a schedule or not delivering on expectations can be disastrous. Having insight into your organization’s cadences and applying that information to ‘predict and prepare’ is one of the most important advantages any company can have.

Within the preparation process itself is the need to manage deliverables, activities and actions. One of the best ways to do that is by streamlining and automating the processes that run the company.

Process Director has been developed to address the dimension of time as it relates to meeting the demands of today’s business environment. The patented business process automation software technology, Process Timeline™, gives users the earliest and most immediate notice of potential delays in processes, leading to earlier intervention and fewer surprises. It also offers process owners the ability to examine “what-if” scenarios, enabling them to predict the impact of an anticipated or hypothetical delay in a given process instance.

Analysts at Info-Tech Research gave high praise to this functionality when they said, "...[the Process Timeline] ensures that processes are triggered and executed in the proper order. The Timeline feature also displays all of the project due dates in relation to each other, and when a due date is missed or the workflow is edited ad hoc by a user, the Timeline automatically adjusts and updates itself to reflect the new expected due dates with no additional plug-ins required.”

Our competitors tend to think of timelines differently than we do as is demonstrated in their offerings. For most, timelines are either about: A) How a process is structured, or B) As an element ‘baked’ into an action. In other words, every action is merely added to a time-specified place on the process continuum. There are others who view timelines as a series of milestones best instituted by identifying and establishing repetitive tasks. These vendors believe that at various steps in the process, (some) action should be dictated by a pre-defined set of milestones, events and notifications.

There is value in applying timeline concepts in this way, but it is also limiting. Checklists are helpful to a point. With this perspective, they encourage customers to make their business issues fit within this pre-defined set of potential circumstances.

Other vendors recommend creating processes before any tools are applied. This is not all bad, as it encourages a process-focused mindset— and we are all for that. But it fails to take into account the ways in which a process or solution can change, and how the organization needs to deal with that change.

The biggest difference is that BP Logix views timelines as relevant to the entire process. Each step along the process is subject to the dictates of the Timeline, and can be adapted as the process changes. Within each activity in the process can be entire separate, but related workflows that facilitate the overall process.

A process is very much an evolutionary thing. It must adapt to the changes that occur in the business. Process Director enables non-technical participants to update and change both the Timelines and its processes easily. It empowers the people who recognize problem to be able to affect necessary and relevant changes.

We believe the Process Timeline — and the results it achieves for customers. They attest to the fact that, because of the ability to predict and act, they are better equipped and prepared to be problem solvers. That, in turn, enables their companies to be more successful in delivering results and meeting expectations.

If you are interested in learning more about workflow and BPM, we invite you to join us for a free BPM software demo of Process Director, the award-winning solution from BP Logix - please contact us and we will coordinate with you.

In our technology-obsessed economy, business managers trying to find business process management (BPM) solutions to the problems they are facing often turn to software. In the eyes of many, anything that can be downloaded, accessed via the cloud, or available on a smart phones represents a potential problem-solver. And while technology can bring about major improvements regarding how we work, there’s a lot more to changing the way that the organization works than downloading bits.

One of the biggest predictors of success is preparedness and readiness to prepare for change. For our customers, success is a result of the benefits of the workflow they have initiated — workflows that automate, streamline and tie together what can sometimes be disparate parts of a process. We have learned that to have a realistic framework for that workflow, an organization must first recognize that it is ready. This means requirements gathering, internal education (or training) and “process change” to facilitate the transition to a workflow-friendly environment.

Recognition is an important first step; from there employees can factor in specific information about what needs to be solved, who needs to be involved, and the requirements that will lead to a successful outcome. These are the factors that play a key role in ultimately solving issues! In the preliminary stages of your workflow solution search, however, they provide a framework that helps participants truly understand the role they play in improving business operations.

Workflow doesn’t just happen. You can’t ‘announce’ a workflow launch one day and expect your processes to become wildly efficient the next. For workflow tools to have an impact on an organization, the team responsible for implementation needs to have considered where it will be used, how it will be used, and whom it will benefit. This is the defining moment for the workflow mindset.

The concept of workflow can, and should, enter the minds of your team before it is implemented. This gives them time to prepare, anticipate and create an optimal environment for the launch. Your internal workflow champion should advise those involved to begin building requirements around these questions.

- Do my processes need to only work internally, or should they be available to third-parties in our ecosystem?

- Can my workflow be improved by HOW it will be accessed? What impact do I anticipate from mobile, social and other types of digital interaction?

- Is our organization looking at short-term, repeatable processes only? Is this limiting my ability to achieve better results from workflow?

- Are there documents and data sources that, if included in my workflow, could make it more valuable?

- What level of interaction do I want my team to have? (For example, do you want participants to have the ability to make changes to the workflow or should this be the domain of experts only?)

- Could my workflow be more valuable if it provided data analysis and metrics?

The answers to these questions will determine how to move forward to adopt the right workflow for your needs. Simply asking these questions will help those who work on your processes to think through the fundamental aspects of how they can begin to make changes in thinking and work habits— changes that can ultimately help to identify the best workflow tool and to deploy it in the most effective way possible.

Increasing profits is critical, but BPM and workflow can positively impact so many elements of organizational operations

Any organization’s bottom line is an incredible “motivator.” It is used to pay bonuses, bestow awards and give accolades to those whose efforts lead to reducing spending and increasing profits. After all, the purpose of any organization is to grow and improve— and a healthy bottom line indicates achievement on both counts. There are limitations, though, to what a company can try to achieve through its profit-maximizing efforts. As a result companies have to safeguard against idealizing “business improvement” in terms of numbers only.

What the bottom line fails to calculate is the human element in business activity. Improvements can be made — sometimes big, sweeping improvements— and not be represented in a spreadsheet as those efforts may be more difficult to quantify. When we talk with Process Director users, however, we find that these so-called "soft benefits" often help change the mindset of the organization in such a way that long term bottom line improvement becomes embedded into how the company actually operates.

This is the essence of Process Director. It enables processes that lead BOTH directly and indirectly to business process improvement. Some benefits are realized immediately, while others form over time yet their impact is seen, felt and heard for years to come. These longer term improvements are usually seen in a variety of ways:

Participant contribution: We all go to a job every day and would like to make an impact, and play a role in both our own and the company’s success. When we have greater insights into the way our company truly operates, we can gain a deeper sense for what is, and is not, working. Maybe we sensed that invoices weren't getting approved quickly because submitters did not include appropriate paperwork, for example. Yet, by using a BPM software and workflow software solution, we can identify what is going on throughout a process leading to improving the way things get done. Imagine if every person in an organization had a tool that would enable them to be involved in creating better, and faster, processes leading to better, faster results.

Increased visibility: Pilot and author Antoine de Saint-Exupéry wrote, "...what is essential is invisible to the eye." He was talking about things far grander than workflow, but his sentiment can also be applied to our business environment. Let's look at it this way: for the sake of expedience, employees rely on a steady flow of data and information. In far too many cases, that data may not lead them to think too much about the process. But that's truly not what is essential. It's useful however the critical things are the issues and processes that, through insight and analysis, can be changed and improved. A weekly Excel report does not encourage employees to seek ways to improve a process. On the other hand, Process Director empowers users to apply their analytical skills to the insight provided by our product. When combined, they give an organization the ability to change and improve in ways that are meaningful to the organization, its customers, and to the bottom line.

Ownership: Employees that have the right tools and permissions can make changes that move a company closer to its goals. Process Director, for example, does not require coding skills to create a usable process —nor to change that process when required. By knowing and understanding the desired outcome, the right types of changes (those that will impact the bottom line) can be made. Two important outcomes result: 1) The potential for better processes and company operations, and 2) A sense of ownership among the employees who are involved. What's more, when employees know their contributions hold the potential to make a real impact, a feeling begins to permeate throughout the organization –and a sense of esprit de corps emerges. This becomes an invaluable asset for any organization, and one that begins to build upon itself.

BPM and workflow are outstanding tools to help businesses perform more effectively. Using them can and ‘should’ result in bottom line improvements. We also know that BPM and workflow can lead to a mindset among 'players' that enables them to be a part of, and accountable for a better way of doing business.

Every organization has some elements of workflow occurring in its daily operations. Even though an organization might not have formalized the very structure of its processes, we know that nothing can happen unless there is a sequence of actions that arrive at a desired result. In colloquial terms, it's called, "Getting Stuff Done." In our vernacular it’s called “Getting Stuff Done through Workflow.” And while stuff always gets done, making sure it's the right stuff, done at the right time, with the right people requires a more structured action plan.

One of the first steps towards business efficiency is recognition. That recognition might be as simple as “Something has to change!” or just the awareness that there's a potential to do things better. This is important because it goes to the heart of what the people in companies actually value. We understand that there is a huge difference between a company that was ‘sold’ a workflow software solution versus one that was seeking a workflow solution for business process improvement in some specific area of its business. For those organizations that want to find a tool to serve as the basis of a better way of doing business, workflow software can be an incredibly effective asset.

Establishing a “Workflow Process” doesn't begin immediately after you sign a purchase order. It starts by establishing a culture that looks to its workflow tools as an operational foundation (the place to start). If your organization is ready for that mindset, you are already a step ahead. (You would be surprised at how many companies buy workflow software, yet have a very limited concept of how to use it). The fun starts once you begin building your guidelines and requirements for implementing what the ‘workflow mindset’ in your organization.

Based on working with hundreds of customers over the past 10+ years, we have observed that there are four steps that, when followed, tend to ensure workflow success. There is also a recommendation: that your implementation team includes both IT and business leaders. The more closely aligned they are, the faster the road to success:

Here is our list:

1. Write down the steps: Yes, this may seem obvious however you want to be clear about the actions, people and decisions that need to occur to arrive at a desired result. Be aware not to make the mistake of thinking that workflow takes care of itself. Workflow is incredibly effective, but only if it is provided with the proper steps.

2. Anticipate changes: Workflow is not something you set up once, then leave it to take care of itself. Workflow is meant to be responsive to your business and the people involved with it. If you have no intention of ever changing what you do, when you do it, or who does ‘it’, then you could set up your workflow and leave it. But we all know that business needs change constantly. Your workflow and processes need to be equipped to be easily changed and updated so they remain in alignment with your goals.

3. Predict outcomes: Do you know what results you are trying to achieve? A workflow is wonderful only if it improves results by delivering a result faster, better, or more efficiently. The key for you and your business is knowing what that "thing" is. You should give serious thought to the results you are currently achieving— and create a model for what a post-workflow world would look like. Make intelligent, thoughtful predictions about the improvements you will see, then measure whether or not you are actually achieving them.

4. Analyze: For workflow nerds (we are among the more dedicated), the REAL fun comes when you have time under your belt and look at the results: Are projects being accomplished faster? Did you eliminate time-consuming steps? How is workflow contributing to your company’s overall efficiency and effectiveness? Remember to think about the metrics that will demonstrate the improvements you wanted to achieve — then analyze your processes to determine whether or not workflow is helping you reach them.

Workflow is neither simple, nor complex. It is a methodology and it is a tool. Workflow can be used in any number of ways you to help your organization. It is not, however, something that should be implemented once —then left to run in the background. Leave that to your high six-figure ERP systems. Workflow can help you to accomplish something constructive and useful. Make sure that you apply it with that in mind for your organization.

If you search the Web for the term "business productivity", you will find that many of the results are associated with business applications. There are apps for time management, apps for invoice processing, apps for inventory control, and apps to help you with just about everything you might want to do. (There is even an app that will remind you when to take breaks). At a macro level, this makes sense. Because they are built to target specific functions, apps are great at identifying and attacking well-defined issues. In and of themselves, however, applications can only solve those problems they are equipped to address. That, too, makes sense.

Business operations can also be enhanced by, and through, applications. Irrespective of how work is inputted, transacted and delivered, the foundation for business productivity will always be process and workflow.

Your business is a complex creature that changes constantly. While most applications are updated regularly with new features, businesses themselves thrive on real-time decision-making, which can only happen with an underlying set of principles and actions that move the business forward.

At BP Logix, we work with a variety of companies who operate in many different industries and markets. Each organization is unique with goals change from quarter to quarter (or week to week). The one thing our customers continually tell us is that they need a unified way to conduct their business; not the "same way" but, rather, having a template that facilitates consistency among users. While workflows themselves are flexible and meant to be modified when needed, employees must be prepared to attack problems as they arise, in order for the company to thrive and be successful.

Our customers also come to us with different types of problems. Because they are smart and innovative, they come with what we call a ‘solution mindset’. There are very few issues that they haven't been able to solve— and Process Director is a major ally in how they attack those issues. The BP Logix faithful use Process Director to address both narrow, specific issues, and larger, inter- and intra-company ones. Process Director gives them the flexibility and comprehensiveness they need to address and resolve their problems.

Any type of process, be it one for marketing, financials, HR, manufacturing, or any combination of these, can be addressed by Process Director. Beyond a BPM software and workflow software solution, it is also a methodology that weaves a mindset among users. No business application, no matter how robust, can do this unless it is integrated across the enterprise. That requires months of work and a significant budget. A process, on the other hand, can be created to identify the critical data and human interactions needed to move forward. A process is not at the mercy of data; rather, it makes use of data from a variety of BPM applications and workflow applications to make the things it delivers more valuable than the sum of its parts.

Business processes offer a unique type of platform. They do not rely solely on bits and bytes. Business processes take data, combine it with the human element, and establish a more efficient and productive environment for the employees that make a business more competitive and successful.

Learn more about Process Director with a free BPM software demo.

What does workflow solve? A lot, it turns out, but only if you give it the consideration it deserves

A simple, but often unacknowledged truth about the modern corporate world is that it is rife with doses of irrationality. For a segment of the economy that is supposed to operate with precision, it is surprising how many managers at enterprises across the globe lack what we call  “common sense”. Even in the best-run companies, there are times when best intentions go awry and people are left wondering, "How did we EVER get here?”

Is implementing a workflow and/or a business process easy? Not necessarily. It can, however, be simple —and simple leads to less stress, more control, and a greater likelihood of meeting expectations. "Simple" does not mean that the approach is lacking in sophistication, as simplicity is an admirable goal when pursuing a better way of doing business

We know that best-laid plans may often go astray — as competing demands can distract and turn “simple” into a multi-headed beast. Take heart. It is rare to be able to consistently adhere to defined policies and steps in the face of “unintended issues.” Our thought, however, is that it is beneficial to have a  list of considerations to discuss, in advance, with your team — so that all of you can think through, and act on, the steps necessary to prepare your workflow and its  implementation.

Here are those considerations:

First, it is important to recognize that plans are not reality. They are an effort to create an optimal future. No matter what you put into a spreadsheet, it will not likely end up exactly as planned. Different strategies may assist in the preparation (think: agile, waterfall, checklist.) Irrespective of how you do it, a good rule of thumb is to anticipate that you will encounter every possible consequence you have not considered. And, because it wasn't something you planned for, you can expect to waste days dealing with it.

A better use of your time is to identify:

Your concept of success: This is far more than a mission statement. Implementing a workflow does not mean just arriving at a single goal. Successful implementation and management means that your company executes an infinite number of actions according to a predefined (yet flexible) framework. It does so in order to move in the direction of greater efficiency and better results. You need executive approval of what constitutes success: Is it financial, is it based on what IT can deliver, does it mean better use of employees' time, or does it have to do with extending your business to a broader ecosystem? Perhaps it is a combination of these things. Know what it is — then drive towards that goal.

Players: Who are your primary stakeholders? What do they NEED and what are they likely to REQUEST. Those are two different things; you need to be judicious in what you agree to deliver. Part of your job will be to have people understand the nature of your project (at a macro level), not just their part in it. A myopic approach can lead to an enhanced sense of self-interest, which can lead to each person/group thinking its issues are the most important. If you ignore this, however, you will have disagreement before you even have requirements.

Risks: Doing certain things incorrectly will create major issues. Sound simple or silly? Understanding the trade-off is not enough. Not doing certain things (you will know what they are) will cause delays. Think through, in a linear and interconnected way, where the pain points are likely to be — and how you can avoid them.

Granular vs. high-level: As former Netscape CEO James Barksdale used to say, "The main thing is to keep the main thing the main thing." You always need stakeholders to step back and remember the ultimate goal. You and the project team must ask yourselves repeatedly, "Is this action leading us towards our goal?” By not asking, you are more likely to move the project in an unintended direction.

Build requirements for the business and technology teams: There is a need to align business and IT goals, but reaching a successful outcome for those two sides of the house may involve different skill sets and requirements. That is perfectly normal and expected; there is a symbiotic relationship between IT and business —and ultimately they are both trying to achieve some level of complementary results. But make sure there is an effort to articulate goals and acceptable practices for achieving them from the start. By identifying, up front, where the responsibilities reside and expectations in terms of deliverables, these groups can better support one another to achieve their common goal.

Fail forward: It is easy to say that you can learn important lessons from failing, but when you have deadlines and a budget, few executives are interested in allowing you time to fail, then learn, when things need to come together. Does the workflow you create with 100% compliance reflect the requirements you had at the beginning— or does it reflect changes in your business that may have occurred along the way? Is 100% compliance with your initial requirements still valid? Seek ways to determine if certain forms do not work well with their corresponding processes. Uncover preconceived ideas as to how things are done. Are there outdated ways of doing things that should not be considered in the new environment? Do things – and do them with purpose! That will enable you to uncover your potential for failure yet the ultimate outcome will be better.

You undoubtedly want to change how your company works, in whatever form that takes. That requires thinking through many scenarios, while keeping your eyes on the prize. The prize, however, will likely change the working lives of everyone in your organization, so take care to give your workflow tools the attention that all prizes deserve.

The advertising industry long ago shed the style dramatized in “Mad Men”— and the same can be said about the ad agency workflow process of old. Rather than Scotch-fueled strategy sessions, ad agency conference rooms are now more likely to be occupied (and surrounded by) iPads, tablets, smart phones and the ever-present latte.

What has not changed is the strict focus on the needs of the clients. As a service-based business, ad agencies can only grow when they have built a solid reputation for delivering on strategies that make their clients successful.

The unveiling of new designs and ad concepts is highly visual —and evokes an immediate response. Clients have come to expect and appreciate that. The ad agency workflow for each project includes decisions, actions and tasks that enable a campaign to be highly successful are the invisible, but crucial, pieces that need constant attention for the ad agency.

In order for an ad agency to "get it right" for their clients, the creative process calls for the right people to collaborate. Additionally, there is a cast of others who provide review and approval for copy, budget, staffing etc. Every action has an impact, and when there are problems, they can lead to delays. In a deadline-driven, "get-it-done-yesterday" environment, time and decisions are of the essence and there is a premium placed on reducing bottlenecks. Business process management provides a huge advantage in streamlining the efforts of ad agencies and media companies.

For the advertising industry, one of the most noticeable areas that workflow successfully addresses is marrying a digital structure with a traditionally paper-based environment. Even today, most ad agencies rely on forms and paper to drive internal processes. Reviews, sign-offs, decisions and client expenditures are among the many elements of daily life in advertising. And as client demands grow, it becomes increasingly more challenging to keep up due to inefficient processes.

Moving from a paper-based environment to an ad agency workflow solution like Process Director smart forms means that stakeholders can easily access vast numbers of forms and data— and these documents can then become part of an integrated approval workflow that helps to manage content, ensure collaboration and provide access to information needed for decision-making.

Lag time in decision-making creates delays which stymies the ability to deliver concepts to clients and execute a tight project plan. With ad agency workflow software, an organization can start to rely on an automated set of processes for tasks, routing of content, approvals and decision-making. Rather than requests sitting in in-boxes, alerts, rules and notifications can be created to streamline and automate the process. Workflows enable organizations to be flexible and accountable as they seek to meet the demands of their stakeholders.

Leo Burnett, a BP Logix customer, provides an example of why routing and rules-based workflow is so important. Two members of the team that implemented Process Director, said, “We needed and ad agency workflow solution to route estimates for the work that every client requests from us - and for every brand and sub-brand. All estimates we create on behalf of clients must go through a process. Additionally, we need to update estimates along the way and to set up rules based on brand and dollar amount – and to control the process."

It is easy to see that, without a foundation and an ad agency workflow system for creating and updating processes, internal stop-gaps could easily prevent an agency from meeting deadlines and delivering its best work.

Producing higher quality materials under ever-tightening project deadlines, integrating new technologies and becoming both more agile and collaborative are some of the benefits of workflow. In an industry that relies heavily on relationships, the more important benefit, however, comes in the form of accountability to its clients.

Think about the number of products you use that involve some form of liquid to produce, clean or maintain that product. Consider that almost about everything you eat and wear was washed multiple times before you came into contact with it. Your apple, jeans, the gel in your hair; the floors, walls and ceilings of your home and office - they have all received a variety of ‘liquid treatments’.

Most of us don’t think about this very often —however, when we do, it is difficult to imagine any product we encounter that has not been “delivered” without the involvement of some form of liquid.

One of our customers spends a great deal of time thinking about liquids. The business of Liquid Controls is the development and manufacturing of liquid process control instrumentation and measurement products. Through their products, companies effectively use water, adhesives, chemicals and a variety of liquids. A part of IDEX Corporation, Liquid Controls is dedicated to providing high quality flow meters and accessories for accurate liquid measurement in a variety of industries. Their reach is global, and their products essential.

Learning about their business and the impact of their products has helped shape our opinion about how workflow changes the way the world operates. Without ways to monitor and manage liquid distribution, our lives would be quite different.

Like most companies, Liquid Controls relies on its intranet to provide electronic forms and information for its employees — from policies and procedures to expense reports and sales quotas. Yet its intranet had also become more of a repository of data —and less of a tool for initiating and managing processes. In the eyes of Bruce Lawrence, Group Network Manager, the intranet had the potential to provide so much more value! He sought a BPM software and workflow software solution that could apply business process management (BPM) to make things easier and more efficient within Liquid Controls.

Lawrence wanted a system that would work the way that employees worked. He initially looked for ways to process online forms, then expanded the scope to include workflow solutions. Lawrence consulted with business users to further determine what they needed and found a variety of requests: Accounting wanted to control the process for capital expense (CapEx), a manual, paper-based process at that time. (As a result of misplaced documents, Accounting was missing audit deadlines.) QA wanted all of its quality procedures online. (One of its documents required 12 signatures – and it was discovered, on several occasions, that no one knew who had the form.)

Additionally, as an ISO-certified organization, any time there is a change in any procedure, Liquid Controls had to secure signatures approving that change— as well as track documents associated with that change to ensure that information access and distribution was seamless.

For this workflow initiative to be successful, Lawrence did not have time to waste cycles on extensive back-end development and integration. A fast roll-out was important!

The Liquid Controls team reviewed trial versions of Adobe and Microsoft forms builder. They did not address the company’s workflow needs to their satisfaction. The product that did was BP Logix's Process Director.

Liquid Controls is using Process Director for applications ranging from attendance and engineering change control to shop floor work constructions. Providing the appropriate workflows to ensure that a new hire could build a product to the same tolerance as a more senior employee was one initial challenge that the company successfully addressed.(Building a flow meter, for example, requires 600 work constructions. Changes to the process are now done through one workflow. Instructions are published in real-time which makes them available to shop floor employees immediately.)

According to Lawrence, “For us in IT, the world is one of nonstop projects. There is always a queue of people waiting for us to respond to a request.” One of the benefits of Process Director for Lawrence and his team is greater transparency and insight into requests, as well as opportunities to reduce redundant work, perform better parallel tasking and standardize on requirements.

An industry that is highly regulated also deals with audits. Liquid Controls is audited at least once a year for its ISO accreditation, as well as regular Sarbanes-Oxley (SOX) requirements. Once ISO-certified, procedures must be available to anyone who needs to see them. Process Director helps with business process governance making the reporting, monitoring and auditing of processes seamless and gives authorized employees and auditors access to the information they need and the approval workflows that were given.

Perhaps the biggest advantage Liquid Controls has gained from using Process Director is that the IT team does not need to write code, allowing them to focus on deploying other applications. And while employees appreciate the user interface and friendliness of Process Director. IT appreciates the business logic that lets them dive as deep as necessary to be consistent with their workflow.

Process Director enables Liquid Controls to drive from the results side backwards and to better leverage its investments. We invite you to consider whether Process Director can do the same for your business.

Learn more:

• Companies in a variety of markets are using Process Director to make their business more efficient. Read our BPM Case Studies from our customer experiences.
• Process Director offers a wide range of features. Learn more about its workflow management software.
• Get first-hand experience - we invite you to join us for a personal free BPM software demo of Process Director.

Process Director Productivity Gains Illustrated with BP Logix Value Estimator

Organizations thrive when they are productive and productivity comes in many forms. We can also measure productivity in a number of ways— for example, how quickly a task is successfully completed. Ultimately, however, business process improvement means producing more things in less time with fewer distractions.

The hope of every CEO is that productivity translates to greater profits and a less complicated way to arrive at that state of achievement. While that is an admirable goal, there is a lot of room for interpretation as to how productivity is calculated. Ask a Sicilian mother about productivity and she will tell you that a sauce needs MORE time to simmer, not less. Ask a widget manufacturer and he will tell you that more widgets in less time is the outcome he desires.

Is there such a thing as being overly productive? Can doing too much too quickly lead to quality issues? We think the answer to that can be a resounding “Yes!”

Many enterprises today are operating with too many people doing too many redundant things. If these companies were to apply business process management to their environments, they would likely find great savings in time and effort, all of which could be redeployed to other business-critical tasks.

Smart enterprises that seek to make improvements in productivity approach the task with specific goals in mind. They tell us that knowing what they want to achieve and having a tangible idea of what success looks like enabled them to construct a business process management (BPM) and workflow strategy to complement their efforts.

First of all, there must be synergy among the different organizational teams that are focused on improving productivity. Agreement on this means a unified vision and collaboration, leading to creating processes that all participants can use. For some organizations this can only happen by starting from scratch— or it could mean re-tooling long-held processes and habits. The hope is that instituting process change leads to eliminating waste, reducing redundancy and ultimately paving the way to better processes. That, in turn, delivers a greater sense of purpose and measurable increases in productivity.

Because productivity improvements are cited by so many customers as a goal, we have a keen focus on it as a business outcome. In our BPM Value Estimator, we provide customer examples that demonstrate these improvements as a result of implementing BPM software and workflow management software. Leo Burnett, the advertising and media agency, sought to gain greater insights into how internal data was processed and decisions made. The result of using Process Director to helps the Agency realize substantial gains in productivity as well as cost savings. Another customer, Multi-Plan, eliminated bottlenecks in with its 300+ contracts that were renewing at different times throughout the year – as well as replacing its Lotus Notes application with Process Director.

These, and customers like Multi-Chem have seen significant changes in their businesses as a result of focusing on how work gets done, determining who is responsible for it, and defining the results they need. For an organization that thoughtfully considers how to best manage its processes,  tangible changes to productivity can be observed—and measured. This may take the form of fewer people required to perform certain tasks, less time needed at decision points, greater transparency and, of course, greater flexibility.

We invite you to spend some time with our Value Estimator infographic. We think it provides insights as to what our customers are trying to accomplish and how Process Director helps them achieve their goals. The ultimate efficiencies and benefits result from process automation, a shift in corporate culture and dedication to change. We hope that the examples the Value Estimator provides will help you to see  some possibilities that your organization might also expect to achieve.

Product Excellence through Customer Satisfaction

We work hard to get prospects (including, hopefully, you!) to think favorably about Process Director —and encourage them to think about new ways they can leverage the product. In an effort to do that, we write material that describes the product, explains the market, and communicates how Process Director can be applied to achieve business goals. The content we produce is remarkably effective, but the greatest marketing and sales assets we have are our customers.

Our Chairman of the Board, Ed Skiko, once explained that we are focused on "...the duality of excellent products and keen customer awareness." Looking through the lens of many years of experience in this business, we know that customers demand excellent products, and excellent products can only be delivered if we know what customers need.

We spend a great deal of time with  BP Logix's customers and, while we are indeed in learning mode to understand how to help solve their business-critical issues, we also genuinely like them as people. Indeed, we have walked away from potential deals when we felt there was not a good fit. Our intention is to create long-term partnerships.  We want to know their stories, and to be reliable and useful for the long-term. It’s also nice to enjoy the relationships we create along the way.

Perhaps the best way to get to know us is through our customers — and to hear about what they are doing. Almost all of them began with needing to address specific problems: processes that needed to be automated, filing cabinets full of forms and documents that could not be accessed in a timely manner, a growing IT backlog, process development that required too many cycles of technical personnel, lack of consistent data in forms, and a host of other issues that kept CIOs and LOB managers awake at night —and prevented them from making meaningful improvements to their business.

The IT department at MultiPlan was looking for a better way to handle capital and major expenditure requests. Their existing solution (built on the old workhorse Lotus Notes) was outdated and incapable of meeting the growing needs of this healthcare cost management provider. The Finance department wanted to work with forms and documents that were based on the ones that had used for many years.  IT wanted to satisfy the needs of Finance, yet provide them with an application that offered other possibilities. (After the initial CapEx process went live, MultiPlan went on to create processes for Asset Management and Disposal, as well as Contract Management.) With the our Cloud BPM edition of Process Director, MultiPlan has met both objectives.  Employees are working with forms that mirror what they have known for years; they can easily identify the requirements for their procurement requests, then track and manage those requests through to the approval stage. With its robust workflow management software capabilities and predictive capabilities, Process Director has dramatically changed how MultiPlan handles some of the most critical parts of its Finance organization.

Vulcan Materials, headquartered in Alabama, is keenly aware of how increasing business efficiency can both help its customers prosper and directly impact its bottom line. The company continually seeks ways to optimize and improve its operations.  A few states to the west, IT management at the County of Fresno  in California needed greater insights into its business processes. Both companies had legacy systems that were still usable— but could not provide the level of analysis, reporting or awareness that was required. In addition, the assistance of technical staff was needed to update and maintain the systems. Both customers are champions of Process Director because changes to their underlying business processes enable them to operate more effectively, which have led to better customer experiences. These, in turn, have created greater alignment between the business owners and IT staff.

These are just some examples that we hope will start you thinking about Process Director. We encourage you to get to know our customers and to listen to their stories. You will learn what is important to them and how they view their "before" and "after" business and technology scenarios. Then, have a look at Process Director for yourself and let us know if we can partner with you to create your business story.

Part 2 of a 2 part blog

Business activity should be done with a purpose in mind. While not every group in a company will have a direct impact on the bottom line, everything that each employee does will ideally contribute to a better financial result for the enterprise.

There are tremendous benefits that result from the correct mix of purpose, methodology, tools and practice. When the right players become focused in a collaborative way— and towards a common goal— the entire organization can move forward effectively. For this to happen, however, the people within the organization need to be equipped with the tools that will help them in their efforts. In this case, the right tools are the ones that best match their skill set and enable them to produce results.

In Part 1 of this blog series, we explained how business goals are formed and how plans are created to implement them. Two particular items were identified as key to BPM software successfully moving an organization towards achieving its goals: 1) A process-oriented mindset, and 2) Tools that empower users to contribute their expertise and impact these goals.

At BP Logix, we know that Process Director can be a critical tool in this regard, because we have seen the impact it has made for so many of our customers. Process Director was, from its inception, built to be used by those who are responsible for effecting change. It is software, for sure — however unlike most enterprise software solutions, Process Director is intended for business users themselves.

We know that tools are most effective when they make the jobs of people on the “front lines” easier, leading to better results. Process Director is a rapid application development platform which requires no programming expertise from its users. Everyone talks about empowering employees— and Process Director makes that possible. The whole point of the product is to provide a business dashboard and navigation tool for those who need a way to codify and implement a structure for running a business. Because programming skills are not required, changes can be made ad hoc, leading to immediate results. Two important things occur as a result of this. The: 1) Solution is created by the person who can most knowledgeably assess the problem, and 2) Time required to make and implement changes is almost immediate. In an environment that equates speed with money, this means a faster time to savings and greater revenue potential.

Also critical to effective BPM solutions is usability. The demands on employees’ time leave little room for a long learning curve. Today's workers are accustomed to social media and highly interactive user interfaces. A BPM product like Process Director offers a graphical environment in which almost any user can function. Because Process Director has cloud BPM and mobile BPM capabilities, it is available when and where users choose to work.

Among the keys to achieving a company’s goals is the ability for employees to have an active role in helping to make those goals ‘happen.’ When they can organize their work tasks around actions that address these goals, employees have a greater (and more visible) stake in how the company performs. It is not surprising then, that empowered employees, equipped with the right tools, can do amazing things to support the company's vision. When this becomes part of daily operations, all pieces of the company can be focused on creating success for their organization.

Part 1 of a 2 part blog

Any organization that wants to be successful spends time carefully crafting its vision. Quite often, however, it defines that vision in terms that may be either unreachable ("to place our widgets in the hands of every executive in the United States), too broad ("to be the best software company on the planet"), or just not reasonable ("to change the way the world ties its shoes"). Smart enterprises not only avoid getting caught into the trap of hazy mission statements, they also apply rigorous and intelligent thought to aligning their purpose with specific goals.

To see those goals come to fruition and deliver demonstrable results, they need to be supported with business processes that enable employees to achieve these goals.

Neither the company’s nor departmental visions need to be lofty. They do not require a lot of ‘fancy language’ to convey what they aspire to do. In fact, it is often the simplest of messages that most easily translates into action.

It is also true that business processes are most effective when they are applicable - and can be used by the people who can benefit most directly from them. Said another way, one of the most advantageous things a company can do is give employees clear, attainable goals, tools to help them achieve those goals, and support that encourages attaining those goals.

Those in the executive wing can easily describe how achieving the company’s goals translates to increasing the value of the business. In reality, however, most employees are too far removed from those operations to understand how these goals are achieved. They have no skin in the game (unless management has included them in the processes that lead to success).

Most company goals focus on the bottom line. That makes good business sense. One good quarter, however, does not necessarily equate to a healthy business. As a result there can be a disconnect among employees who are close enough to the ‘action’ yet also know the difference between a quick win and a sustainable business practice. In fact many of us have worked in places where outside appearances indicate a well-oiled operation. Yet when the cover is lifted, they may reveal a dysfunctional, inefficient operation with a focus only on short-term wins.

This is why a business process mindset, and the corresponding tools, is so critical to achieving goals which translates to business success. With a clear definition of what needs to be done, people closest to creating actionable change can have an impact across the entire organization. Actionable change – this is truly the differentiator!

BPM solutions being sold today would have you believe that it can radically alter how your company operates. Yet a successful implementation of a BPM software solution requires two things: 1) The mindset we’ve been describing and 2) Tools that accurately reflect how users operate. Together they can truly affect the kind of change that translates into achieving goals.

Join us on the next blog for some examples of how that is done!

Capabilities that Can Dramatically Improve How You Work

Business process management (BPM) is used within organizations to address a variety of needs and requirements. And, as with BPM software, reaching some short-term goals often takes precedent over utilizing all the capabilities available.

Our customers tell us that BPM can impact a broad set of their operations and provide insights not previously available. They tell us that BPM is a way to run a business—and that the streamlining their processes (the P in BPM) are what make them successful.

There are three factors within Process Director that help organizations to become more efficient at achieving their business goals:

Processes in the context of timelines
There is no point in initiating a process without having an end point that signifies completion or success. As surprising as it may seem, most process tools have been created to achieve workflow and task-orientation alone— and neglect to consider that tasks are meant to be delivered according to time frames. This is not only limiting to the business, but also prevents users from becoming smarter about where to make changes and adjustments to running processes.

We, however, look at time as fundamental to achieving goals. The business process automation software component of  Process Timeline was developed to embrace the dimension of time — specifically time as it relates to completing a task. Irrespective of just how long something takes, our feeling is that at some point, deadlines, timelines and accomplishments rule the day (more than the process itself.) The work that people are doing needs to be understood in the context of how long it will take —and the timeframes that can be used to set expectations. Just ask anyone who's had to deliver something by the end of the quarter and they'll gladly validate the fact that, as Benjamin Franklin famously said, “Time is money”.

Predictive capabilities
With time being such a critical element to an organization’s processes, the ability to predict activities and deliverables provides a unique and competitive advantage. Intelligent, predictable timeframes result in realistic expectations and are key to better planning.

The best way to predict the outcome of your resources, processes and activities is through intelligence derived from what your processes do. In other words, through the actions that occur within the process workflows themselves. Probably the best intellectual property in your organization is contained within the data and decisions that transact your business processes. We have always believed that analysis of that data helps keep projects moving forward and suggests when adjustments need to be made due to timelines and milestones not being met.

The ability to anticipate and adapt makes your organization more nimble— and requires nothing more than adherence and attention to your own processes.

Coding not required
We developed Process Director for people who are responsible for the outcomes of business processes. We call them the process owners. The knowledge required to understand what an organization needs in order to deliver the solution resides with them — and they are key to their success. Historically many companies believed that any changes to a process required IT involvement (building requirements, coding the changes, testing them, then rolling them out.) With IT drowning in a queue of requests and application backlog, that paradigm no longer works. Process owners can mitigate this outdated system by making the changes to the processes that they determine are necessary.

There's also an issue of resources: why complicate things by involving people who do not have a stake in the success (or outcome) of a process? Process Director is FOR and ABOUT the people who benefit from (and are involved in) the processes. The process itself is not necessarily the goal; outcomes are! Process Director was designed to be a users’ tool. A unique Word-based Smart Form builder and an intuitive graphical user interface make building, deploying and managing processes easier. The result: greater time-to-value from your processes and business operations.

Everyone talks about ease-of-use, and there are many BPM tools that appear easy to work with. Process Director was always intended to be a tool for business users. We want them to take their knowledge and insight to create usable processes that make lives easier and their organizations more profitable. We have created Process Director to enable you, and the people in your organization, to become more insightful, impactful and purposeful.

Workflow is Changing how Government and Non-Profits Operate

Start-ups across the United States appear to be fat and happy as billions of dollars are poured into their accounts and astronomical valuations enable them to make acquisitions and pay hefty salaries. Yet while the economy is purring along with increasing vibrancy, there are still sectors that do not necessarily luxuriate in the spoils of a booming economy.

Government agencies and non-profit groups, on the other hand, frequently deal with shrinking budgets despite an increased demand for services. People want more, however resources are not always available to address their needs. And, although it can be a major factor, technology alone cannot do what is required. As a result organizations are seeking better ways to run their operations. Workflow and business process management (BPM) are being recognized by government entities and non-profits as providing a framework that facilitates sustainable change while contributing to significant cost savings and enhancing efficiency.

Most enterprises look to technology to solve issues of operational redundancy, process change and organizational innovation. We know that there are plenty of vendors who promise ‘change’ and bottom-line improvements —and ‘demonstrate’ how to achieve these “quickly and effortlessly”. In our world, there is no such thing as effortless change. Most governmental and non-profit operations are not looking to improve quarterly numbers nor meet earnings per share expectations. When looking at how a County, a health department, or a non-profit organizes around goals, that view looks quite different from those of a typical company.

Workflow and BPM provide something beyond just software and APIs. With effective use of workflow and processes comes a culture change within an organization seeking business process improvement— and not just the data-driven kind. This is where governments have started to embrace workflow as a solution that maps to their needs. Rather than just identifying numerically-driven performance indicators, organizations that operate for the benefit of specific populations must be able to address issues of better customer service, sustaining a high responsiveness rate, and being able to adapt and meet needs in the midst of budget changes and organizational shifts. Workflow and BPM allow, and in fact, encourage teams to think about solving problems, not just meeting numbers.

Take, for instance, the County of Fresno (CA), where the IT department was tasked with providing better services to residents and identifying where processes could be improved. To meet the requirements of a growing population (whose need for services increases exponentially), the IT Department needed greater visibility into the County’s business processes. Its legacy system was no longer able to provide relevant analysis, reporting, or insights into the status of IT projects. As a result, IT was unable to predict delivery timeframes with any degree of certainty, preventing Fresno's IT team from being responsive to the needs of its citizens. Those needs were real and critical to its operations.  Fresno wanted to approach the problem in a meaningful and judicious way, which workflow subsequently provided.

In the Milwaukee suburb of West Allis, WI, officials decided they needed a more efficient and responsive solution to processing licenses, permits, work orders, building inspections, and requests for services. West Allis wanted to help things move faster, eliminate red tape and be easier to work with. These needs align with what workflow does best, yet they are not one-off solutions. Each of the processes that West Allis sought to improve needs continual oversight and modification. Rather than employing a solution such as ERP (which would not truly address its requirements) West Allis has selected workflow to enable non-developers to adapt as needed.

In both cases, these teams were able to do those tasks that provide a better end result for constituents as residents and as taxpayers. Workflow and BPM provided cost-effective solutions that have deepened thinking and dedication to end goals. These teams, and those in other organizations like Memphis Light, Gas, and Water, and the National Institute of Mental Health, have created systems of improved communication, sharing of content, connections with third-parties and greater transparency to stakeholders, irrespective of where they sit in the organization.

These organizations will not announce quarterly numbers, nor offer dividends to shareholders, yet they are already recognized as using the valuable elements of workflow software and BPM software to create more efficient, cost-effective and sustainable ways to operate.

A ‘typical enterprise’ is tasked with many different activities that ultimately (and ideally) result in an increase in profits. That is what drives the structure and energy of the business. Within the different functions that take place every day, most groups, whether or not they contribute directly to revenue generation, work to improve how they operate. They focus on increasing productivity and efficiency. The belief is that with greater efficiency come greater insight and management— and, ultimately, business optimization.

Increasing efficiency is not a simple task yet it is achievable for organizations that give serious thought to applying and improving their business processes, while leveraging existing investments in technology, infrastructure and company culture. With a focus on efficiency, employees are free to be more productive and fewer cycles are spent on redundant tasks.

BP Logix customers have realized significant improvements in addressing their workflow and process automation needs. What usually helps these customers realize benefits is that they have clear goals regarding what they want to change and accomplish. When they initiate projects, their emphasis is on making users more productive and management of the processes less onerous. On top of that, they want to know what the processes are doing — and how insight into them will identify better ways of operating.

In our Value Estimator infographic, we have highlighted three companies that have experienced dramatic changes in the way processes impact their overall businesses. NEC Labs protected its intellectual property through a new approval process, Liquid Controls uses Process Director to support parallel tasking, and Multi-Plan is seeing faster processing of capital spending requests, as well as managing its assets and contracts.

The Value Estimator, and the resources listed below, provides examples of what efficiency looks like. Of course, what is needed varies depending on industry, company size, or strategic focus. One constant remains, however —and it is that greater efficiency enables employees to be more productive, and increased productivity leads to a better bottom-line.

Have a closer look at how you can leverage Process Director to impact your organization's levels of efficiency.

• To Gain a Competitive Advantage, Make BPM Inclusive : Michael Porter, Harvard Business School professor (and one of the leading authorities on corporate strategy) says that being efficient with processes is one of the most important competitive advantages an organization can have. Learn how BPM helps.
• Efficiency, Precision and Growth: Business Process Management at Liquid Controls: BP Logix customer, Liquid Controls, relies on Process Director to streamline internal processes while it grows and adapts to new markets.

How business processes support internal policies and prevent data breaches

A recent breach of conduct by an employee has put Comcast in the hot seat for abusive and inappropriate behavior directed at a customer. Although a disgruntled member of the Comcast team changed the name of the customer (to a derogatory term) this is not the first time the company has faced these types of issues. Beyond being abhorrent behavior, this kind of action also damages the image and credibility of a brand.

It's reasonable to ask how Comcast could have avoided this situation. Like any organization of 150,000+ employees, there are some bad apples. Internal policies exist, however - and training teaches employees what is —and is not— acceptable behavior. Policies alone, however, will not prevent this kind of action from happening….

In every organization, policies are merely guidelines; they are not always widely known (we agree that they ‘should’ be) and are often difficult to enforce. Policy is, however, a legal shield— one that provides neither oversight nor accountability. And there will never be a policy that will cover every possible situation. Does your organization have a specific policy against changing a customer's name to an obscenity? Most likely, the answer is “ No.”

Even if no one in your organization (or Comcast’s) contemplated the ramifications of a customer name change during policy formulation, someone certainly analyzed it as part of process creation. That is why it is there, in the process where the solution resides.

Imagine that you were implementing a customer information change workflow application in Process Director. First of all, Process Director would record each change (just as it does for all actions) to ensure accountability. (As a result, if someone considered doing something ‘naughty’, he/she could expect to get caught.)

Second, you would want to build additional controls into the process. First-name changes are not a common occurrence in the scheme of things. You might add a level of approval to such actions before they are accepted. Or you might create a report that displays recent name changes (so the inappropriate names like the one in the article would appear at the top).

Perhaps you want to do something more sophisticated. In this case, the customer appears to have interacted with unusual frequency with customer service and technical support. You might build logic into your workflow that identifies such customers and makes note of (or requires additional approvals for) unusual changes to their accounts.

In today's social media- dominated world, it is simply too risky for a large organization to assume that none of its employees will do anything that reflects poorly on the company — and that results in nasty headlines. Policy alone can neither prevent nor repair such a mishap. It is at the level of the workflow itself that these situations should be considered and can be prevented!

The good news is that Process Director can provide you with all you need to create a strong defense against unwelcome behavior. Sure, Process Director provides you with greater control and insight into your business. In the end, however, what you'll appreciate most will be all the sleepless nights you never have to endure.

Rick Colen is not a man who wastes time. As the Deputy Director of Information Technology for Fresno County, he already has a lot on his plate managing a staff of 110 who support the needs of 7,000 users across 126 locations and 26 departments. When he's not attending to the requests of his internal and external customers, Rick is a dedicated runner, marathoner and Search and Rescue volunteer. He brings to his job the same drive and passion he brings to everything he does. Rick knows what success looks like and how to attain it.

The County of Fresno is situated in the heart of California's Central Valley. It encompasses a diverse population of over one million people who work in agriculture, higher education, healthcare and a variety of other fields. Fresno is the county seat and the fifth largest city in California. It is also the 56th most populous metropolitan area within the U.S.

Rick’s team is responsible for all day-to-day IT operations in the County, including its networks, applications, security and data. As the population of the area continues to grow, so does the need for services— and his group must be prepared to deliver a range of IT-based solutions. Rick employs a driven, but measured, approach to managing these requirements. As a trusted partner, we have been fortunate to work with Fresno County as it has adapted—and continues to adapt—to changing demands.

To meet the requirements of a growing population (whose need for services increases exponentially), the IT Department required greater visibility into the County’s business processes. Its legacy system was no longer able to provide relevant analysis, reporting, or insights into the status of IT projects. As a result, IT was unable to predict delivery timeframes with any degree of certainty — or comfort.

The time was ripe for a new business process improvement solution. Rick and his team initiated an RFP, with the secondary evaluation taking four months and consisting of evaluating six BPM software and workflow software vendors. Process Director was selected by the IT staff, working in conjunction with the Communications, Facilities and Fleet Services Departments.

“The biggest challenge we faced,” according to Rick, “was not having a mechanism for determining when a process should complete, nor having a timeline within our structure that would enable us to know, in advance, whether that process might fail altogether. Those are two of the reasons we selected Process Director.”

Ease-of-use was another reason for selecting Process Director, along with the ability to quickly develop and deploy Word-based smart forms. Being .Net-based, rather than Java-based, also figured heavily into the decision. Because Process Director also incorporates a timeline element, Rick’s team is able to see outstanding requests and projected timelines.

The first order of business for the IT Department was to update eRams, the County’s existing Electronic Request and Asset Management System. Searching for data within eRams had become almost impossible and the system itself frequently crashed. "Someone would initiate a request but it would get stuck in a queue and we had a difficult time getting it processed. It got to the point where we couldn’t add new people without breaking the system," he stated. The range of other projects for Phases II, III and beyond is growing, as the County automates and rolls out new processes.

One of the nicest benefits of the decision to deploy Process Director is the partnership that has developed between Fresno's IT team and BP Logix. Rick recognizes that he can be demanding, and BP Logix has consistently met or exceeded his needs. "If a company doesn’t have quality customer service, I won't do business with them. The BP Logix team is phenomenal to work with and you can tell that they are focused on customer service."

One of the advantages of our work with customers is engaging with problem solvers like Rick Colen. It provides us with incentive — and purpose. Addressing the needs of our customers and prospects can lead to some exciting challenges and rewarding outcomes.