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Appian World 2012 Case Study: BPM 2.0: Building Scale, Reach & Culture Capability - CME Group

Alena Davis, Appian
April 16, 2012

John Verburgt, Director of BPM, and Brian Toba, Director, Regulatory & Exchange Business Systems, CME Group presented a case study on lessons learned from scaling BPM.

CME group is the world's leading and most diverse derivatives marketplace. CME Group exchanges offer the widest range of global benchmark products across all major asset classes, including futures and options based on interest rates, equity indexes, foreign exchange, energy, agricultural commodities, metals, weather and real estate.

Foundational Accomplishments 1.0

When starting BPM, the first step is building the core. The BPM methodology grows from the basic awareness of BPM and buy-in, to continuous improvement and training, to a mature Center of Excellence.

BPM 2.0

Let's Scale. Use the lessons learned and build the program from one implementation to numerous implementations.

BPM as a Business Enablement Program

Verburgt and Toba discussed how BPM software can be used for a wide range of business enablement projects, including product management, customer support, IT service management, resource lifecycle management, and project portfolio management. Once they establish the platform, they're able to take advantage of the capabilities, footprint reuse & expansion, domain expertise, and economies of scale to cover every project.

They used a case study to illustrate their points: New Product Introduction (NPI). It covered 20+ teams with more than 100 actors. The baseline challenge was to build a standard delivery model scalable to increase capacity, improve quality and reduce cycle time of product launches. Using a culture of performance measurement and continuous improvement, they were able to deploy the project rapidly, with 300+ users spanning all major global offices.

The New Product Introduction project reduced time to market by 20% and improved quality. Eliminating manual checklists, admin time was shifted to process improvement and harvesting.

Verburgt and Toba also provided screenshots of the CME Group's new project, the Co-Location Customer Portal. They make heavy use of mobile and social BPM to improve customer support and engagement.

The CME Group's BPM vision is unification and visibility. Because all of their various projects are based on one platform, they're able to share information and resources across the board to save time and quickly scale their implementation. The culture of continuous improvement allows them to build their bench strength and capacity, which will lead to expanded capabilities and services.

Principles of Scale

How do you operationalize and expand today's project structure & experience across the company?

    • Expand the core

    • Optimize the platform

    • Scale processes, not projects

    • Create new capabilities

It was an impressive presentation from a company that has a very well-thought-out, mature BPM program.