The Insider's Guide to Next-Generation BPM
By Alan Tam, Senior Product Marketing Manager, Enterprise and Development Business Unit, Adobe Systems, Incorporated , 10/10/2006
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Documents are often as fundamental to commerce as the people who participate in the process. In spite of this, modern business process management (BPM) systems have focused largely on improving internal processes while ignoring the relationships between people, workflows, documents, and enterprise systems that extend beyond the firewall to users both on-line and off. For any BPM strategy to succeed, it is important to address the fact that paper documents-invoices, proposals, legal contracts, and other materials-are essential to transactions.
Until recently, technology options were limited for integrating document-driven processes with the backend systems that support an organization's sales, finance, HR, and other activities. However, the advent of intelligent electronic documents provides organizations with the opportunity to roll document workflows into more integrated, automated processes, bringing much-needed efficiency to how forms and other business documents are completed and processed inside and outside an organization.
From Paper to Digital
In contrast to paper forms or even static digital pages, intelligent documents
are interactive and dynamic-much more than simple replacements for paper. They
contain built-in features for automatic routing to one or multiple reviewers,
for verifying that forms are completed properly, and for supporting document
control and security. They enable organizations to accelerate and streamline
processes, eliminating the need for staff to rekey data and copy, route, and
track information across multiple groups. At the same time, intelligent documents
support business goals aimed at following workflow policies, improving collaboration,
securing content, and complying with regulations.
The use of intelligent documents is increasing today in financial services, manufacturing, and government operations. For example, the Kansas Department of Transportation (KDOT) has automated previously paper-dependent workflows to better handle constituent requests and manage the thousands of projects the agency undertakes annually. The result has been enhanced services and reduced operating costs.
A Study in Efficiency
KDOT is an excellent example of how organizations can achieve greater benefits
from BPM by uniting paper-centric and digital workflows. At KDOT, more than
3,000 employees oversee the state's network of roads and bridges; responsibilities
include maintaining the transportation system, collecting and evaluating data,
scoping new projects, overseeing design and construction, and coordinating other
essential tasks.
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