Tag: Process Management Abu Dhabi

Customer Experience

Improving Customer Experience

Customer Service Management, or CXM, is critical to the success of your company. Any business that neglects to nurture and strengthen ties with its consumer base, and ensure their satisfaction, will ultimately lose business. We design customer journeys with ARIS , helping you map their journey, identify key touchpoints, and retain clients.

Customer journey mapping from end-to-end

Today there are just three types of companies: Those that actually operate a digital business, those that are transforming into a digital business and finally those that might never become a digital business and fail as a consequence. So, it´s not a question if your business should become digital. It really must be to survive or it just might disappear.

Establish a digital business

One of the mandatory drivers of a successful digital business is an effective customer experience management (CXM). CXM helps you understand what customers want and how customers want to interact with your business and underlying business processes. A good process is no longer good enough; it’s the customer experience reflected in your processes that really matters. By designing and analyzing customer journeys from the outside-in perspective, you get chance to enhance their customer experience in order to differentiate from competition in terms of customer satisfaction and to reflect on your own processes from another point of view. But in fact, the Business Process Analysis (BPA) world missed developing a CXM solution that delivers the capabilities and the methods to design and analyze processes from an “outside-in” perspective. To close this gap, Palmira utilize ARIS release the world’s first BPA software that enables companies to improve their customer experience by designing customer journeys. IN this article we are trying to illustrate the strategic mindset and the methodical competencies needed to design and analyze customer-centric processes with ARIS. By taking customer emotions and expectations into account and using techniques such as customer journey mapping, customer touchpoint analysis and identifying the critical Moments of Truth (MoT), your organization can deliver a better customer experience. Using such approaches to improve customer satisfaction helps you:

  • Ensure better customer interactions, enhance customer satisfaction
  • Stay tuned to customers and recognize new ways to satisfy customer needs
  • Enhance customer loyalty, increase sales and revenue
  • Enhance measures and KPIs, reduce brand risk
  • Preserve business agility
  • Identify gaps and issues, recognize opportunities
  • Take advantage of new innovations

With the advent of the Internet, the knowledge-based economy and decreases in protective trade regulations, competitors have virtually moved together closer and closer. In this highly connected global environment, most organizations can no longer differentiate their business on price—unless they are Walmart®—or quality—unless they are a small high-end manufacturer—when there might always be an organization that is a bit cheaper or has a feature more in the pocket. For the gross of organizations, there remains just one key differentiator left: customer satisfaction.

Furthermore, there is a more paradigmatic change. For decades, businessmen and women shared the single dominant idea that the purpose of strategy is to achieve a sustainable competitive advantage. This idea is strategy’s most fundamental concept and every company’s Holy Grail. But in the digital world of volatile and uncertain environments, omni-channel communications, technological advances and economical hyper-competition, this idea is no longer relevant for the most successful companies.

There are upcoming technologies that provide completely new communications and accelerate processes. The Internet of Things connects formerly analog things to several clouds and melds personalized technologies with daily routines. Organizations have reached a never-known speed of innovations and release cycles. Customer support services are getting faster and better. They offer custom-tailored and personalized services in order to maximize satisfying customer needs.

From an economical point of view, the borders between industries become blurred by companies connecting strategy, innovation and organizational changes. They conquer new market fields and arenas—for example, when Apple® will start providing a payment system—in which innovative business models provoke entire industries and industries compete with each other. New disruptive startups come onto the scene, identifying customer pain points and offering alternative solutions to make a bit money. They are establishing themselves, motivated to take a little piece of the cake and, then suddenly, these little startups stand their ground against business titans.

As a consequence, companies face a new entity of sophisticated customers, demanding the use of newest technologies and omni-channel distribution. They are accustomed to best-in-class service and cross-industry benchmarks. But most important, they know about their market power. Today, customers expect to get what they want and how they want it. And if they don´t get what they want, they increasingly jump the store to buy somewhere else. For instance, 25 years ago, a customer could buy a blouse via three or maybe four different customer journeys. The customer went to the store or bought it at a catalog. Due to multi- and omni-channel orchestration, the number of possible journeys has exponentially increased. By providing more alternatives at each phase of the buying process, there are about 1,000 opportunities to buy the same blouse in 2016 (see Figure 1). Customers demand to use or to change the communication channel just as they wish at every point and moment of the buying process. To remain competitive, a retailer has to offer as much of these variations as possible.

There are upcoming technologies that provide completely new communications and accelerate processes. The Internet of Things connects formerly analog things to several clouds and melds personalized technologies with daily routines. Organizations have reached a never-known speed of innovations and release cycles. Customer support services are getting faster and better. They offer custom-tailored and personalized services in order to maximize satisfying customer needs.

From an economical point of view, the borders between industries become blurred by companies connecting strategy, innovation and organizational changes. They conquer new market fields and arenas—for example, when Apple® will start providing a payment system—in which innovative business models provoke entire industries and industries compete with each other. New disruptive startups come onto the scene, identifying customer pain points and offering alternative solutions to make a bit money. They are establishing themselves, motivated to take a little piece of the cake and, then suddenly, these little startups stand their ground against business titans.

Putting customers first

Well, almost every business and organization will claim that it puts its customers first and that improving customer services is one of its key objectives. Nevertheless, many businesses still continue to use very outdated tools to build very internally focused processes that fail to properly consider the experience customers have when they interact with the business. They lose track of handling their customer touchpoints because they forget one simple fact: For business, the engagement with the customer is composed of several processes and sub-processes that will be executed by numerous departments. But for customers, it is just one!

Furthermore, there is an important difference between business processes and customer journeys in regards to applied logic. A business process will be designed and specified from the responsible management and executed as intended by employees. But customers can quit the journey, whenever they want. That’s why a

customer journey describes an anticipated process that is designed by the organization. However, it will be executed by customers at their discretion. The journey might start before the customer interacts with the business and keep going after the transaction with the business is completed and only if seen as successful when completed in its entirety. As a consequence, a customer journey has to provide a number of degrees of freedom to listening and responding to the customer.

Therefore, successful businesses are those that see customer satisfaction as their key differentiator and enabler for success. They truly live these values rather than just going through the motions. They will take an outside-in approach when designing business processes to look at how their customers want to interact with them and build the processes around these customer interactions. So they match the outside-in with the inside-out to incorporate the requirements of both perspectives into their processes. Well-designed customer touchpoints that align business processes and customer journeys lead to customer satisfaction, and customer satisfaction leads to a higher company´s revenue and profits.

Listen to the right voices

In every engagement of an organization with a customer, there are some key characteristics that affect the customer’s experience. Simple questions that should always be answered affirmatively:

How easy was it to contact the organization?

Could the customer use the communication channel he wanted?

Was it easy to order a product or request a service?

Was it delivered when the customer wanted it?

Did the customer get what he ordered?

Did it work or was the service effective?

Was the bill correct?

Could the customer pay using the method he wanted?

Was good help and support provided?

If the customer had a problem, was it dealt with satisfactorily?

All of these are important to the customer, although the comparative importance of the individual elements will vary from customer to customer and for different products, services and industries. What is common to all of them is that they are determined by the business processes and the business strategies. Process and strategy are interdependent. Of course, employing good people who are well trained is vital. But people can only deliver good service, day after day, if they operate within effective and efficient processes. But efficient process can’t be designed without a clear and constructive strategy.

Along with these specific points, good customer experience depends on the effectiveness of the complete journey the customers travel on their way to receiving goods or services, using them and giving a review about the experience to others. The effectiveness of the journey is partly determined by the levels of service the customers have come to expect (e.g., online ordering, personal shoppers, next-day delivery) and also by the way the customers have been conditioned by the experience provided by the best-in-class companies, such as Amazon® and DELL™, for instance.

So as well as thinking just about the needs of the business, it is also important to think about the needs of customers and trends in the market. These three areas can be thought of in terms of “voices” that need to be heard:

The voice of the customer—the customer’s needs, expectations and feelings

The voice of the business—the business objectives and constraints

The voice of the market—current trends and what competitors are doing

Orchestrating all those voices to one symphony of processes will show how the process has to perform. This increases both the customer’s satisfaction and as a consequence the organization’s value. In the accelerating competition of the digital world, customer´s satisfaction and shareholder value will grow together more and more. Corporate strategies based solely on the internal process perspective will not be able to succeed in the customer-centric digital world. Every employee should be aware how he or she contributes and influences to the customer experience to finally increase the company’s value. Combining internal procedures with the sensitivity of ensuring that all critical customer touchpoints are served with the required attention will ensure internal smooth operations and result in an overall better customer experience. What is considered to be the best experience will change over time as customer expectations change, technology changes and best-in-class businesses set higher goals. To formulate an appropriate strategy, you need to embrace all of those voices.

A good customer journey requires good processes

After defining an appropriate customer experience strategy, the processes have to be aligned with that strategy. In general, designing a good process means identifying

the sequence of tasks to deliver business objectives. It’s about looking at the resources and the infrastructures that are required for execution, the environment in which the process operates and the important decisions that have to be made. In practice, there are several paths the process can take and it’s unlikely a design will show

every possible decision and path. But a good process design should identify all

of those that have a significant effect on the customer or the business. To design a good customer journey additionally means to draw a smooth flow of activities and interactions which the customers undertake to achieve their goals. The challenge of a successful customer experience management is designing most comfortable customer journeys that are executable as business processes indeed.

Draft your customer journey

In practice, a customer journey will be created in several steps that keep on repeating again and again to reach and ensure a best practice. It starts drafting a flow of activities customers will undertake to achieve their goals (for instance, how would they order, pay and receive a product). This first draft describes a process instance that shows

the decision points and various paths (and maybe loops) that the journey may take in several business scenarios. Defining all this important potential “scenarios” (i.e., the routes through the journey) is an important early step to take care that the design is as complete as possible and enable later testing to ensure all the different scenarios are effectively catered to. Specific scenarios may be triggered in response to customer needs (e.g., ordering a product) or business needs (e.g., compiling a monthly sales report).

In the past, processes were mostly developed to meet business needs, usually described by a set of “requirements” defined in collaboration with key stakeholders from many parts of the business. However, in order to deliver best-in-class customer service, it is important to put much more emphasis on customer needs, to make the customers to most important stakeholders. Therefore, designers have to anticipate those needs, take the expectations and feelings into account, and build the processes around them. It is important to involve a wide range of business stakeholders in

the modeling: sales, marketing, customer experience teams and process designers. Bring in customers to ensure the model is representative.

To understand and later define those customers’ needs, user stories can be employed to improve the understanding of the customers. User stories are expressed in the form of a statement that identifies the activity the customer wants to perform and the reason for doing it (e.g., “I want to register with a website … so that I can order products in future without having to re-enter all my details”). These user stories are compiled by the business, often by the marketing and sales departments, and in conjunction with the customer using focus groups or agile development methods.

Using the “I want … so that I can …” format makes the story easy to understand and focuses attention on why the customer wants to do something, ensuring the process achieves what was desired rather than just providing a specific functionality. Scenarios are mostly used for testing processes while user stories and requirements are applied when specifying and designing the process. Stories can be defined at varying levels of detail, and a high-level user story can be decomposed into a number of lower-level user stories. User stories are similar to, but not exactly the same as, “use cases” used by software developers who may use the user stories to define their use cases.

Specify the customer journey:

By gathering information (such as demography, behavior and context of the customers), organizations receive valuable insights about potential customers indeed, but often fail to consider their frustration and experience. To specify the customer journey, user stories and business processes are put together to create a first draft of the customer journey map, a technique that is used to design and analyze customer journeys from end-to-end. It shapes the collected data into a story that makes the experience concrete and comprehensible. Even though it is not possible to know the exact journey customers follow in practice, the customer journey map describes the key activities and the key interactions they will have with the business to accomplish their goals.

Generally, a journey map is a common approach to highlight the steps a customer archetype goes through during a journey. It doesn´t replace the internal business models, but it rather amend them by considering the business through the eyes of the customer. Customer journey maps are often used to describe a visionary

representation of how the business imagines how the customer wants to interact with the business. These types will normally be prepared by the marketing department or customer experience specialists. They will employ colorful infographics designed to appeal to customers and sales people. While they are valuable for expressing the vision and setting the direction for transformation projects and IT development, they are not sufficient by themselves for ensuring a good customer experience. In order to ensure both the business processes and IT systems actually deliver the required process respectively customer experience, it is necessary to develop evident journey maps that show the customer journey steps and touchpoints with the details of the business processes in an integrated repository-based software.

While the customer journey steps illustrate the temporal component and build the physical framework of the journey map, the customer touchpoints explain the

interactions between customer and the business. They depict the perception of the experience the customer will have at each step and are specified by additional useful objectives. By characterizing and emphasizing the customer touchpoints, the customer journey map enables different stakeholders to easily oversee the engagement with several customer segments to investigate bottlenecks and take advantage how to design the journey more comfortable.

Just as there are various scenarios for business processes, there are also various routes that customers can take on their journey depending on their needs and their method of interaction. It is important to consider all the most important routes and channels in the customer journey map. Not all customers are alike; different types of people will have different approaches and objectives. By defining different customer journey maps for several customer type groups or “persona” (e.g., small business owner, techie, homeworker or retired person), companies can reflect how different types of people want to interact with the business. As a result, organizations can model flexible respectively multiple journeys to enable several customers achieving their goals ad libitum.

Because of a customer journey may involve interactions with several processes that the business has designed as separate processes (e.g., order handling, billing and fault handling), it is important to look at the complete end-to-end experience of the customer—not just that of a single process or small number of interactions. By designing customer journeys from the customer’s point of view, the business gets the chance to oversee the pure experience, without those process steps that are running in the back-end. Customer journey mapping gives a much more realistic view of what the customer experiences than the analysis of individual processes that are executed by diverse departments. It helps negotiate organizational silos by ensuring that the several processes and sub-processes a customer walks through can be dubbed to each other. In general, a smooth and comfortable performance flow is what really counts for the customer.

Identify and define customer touchpoints:

After the customer touchpoints have been identified and assigned to the corresponding customer journey steps, they are specified by additional dimensions that helps define and analyze the journey. Through the customer touchpoint, an interaction or contact point between business and customers is characterized and described in detail. Customer touchpoints essentially determine the customer experience on a cognitive and an emotional way. The customer’s perception of the journey does not solely depend on objective judgments about the effectiveness and efficiency, but also on much softer issues around what the customer is feeling and expecting. It’s also about how the brand embraces the customer personally. To ensure best customer experience, the customer journey has to deliver best-in-class service at each touchpoint in both cognitive and emotional dimension.

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Enterprise Architecture

Enterprise Architecture (EA)


Launch your business to the next level by mapping all the interdependencies between assets, and drawing a clear path towards a successful future. Working together, we will outline a clear roadmap for your


Enterprise Architecture (EA) is the process of translating your business strategy into enterprise change by identifying, communicating, planning for and enabling your organization’s evolution to the desired future state.

Properly executed, EA can help bridge the gap between business and IT and enable your organization’s leaders to make better-informed decisions. With a strong EA function, you can see the assets in your organization, understand the interdependencies, and map them to a business architecture that allows you to realize better resource optimization through business process improvements or other initiatives that rapidly fill the gaps in your ability to attain your goals.

The role of the Enterprise Architecture in the project is to ensure the cooperation between the business process owners and the project organization. It needs to be reviewed in different phases of the project as defined in the Project Model. The projects shape and give input to Enterprise Architecture ensuring that it supports the on-going business changes.  The aim is to keep Enterprise Architecture holistic and on the driver’s seat of what comes to the development of business concepts, processes and solutions.

Therefore, a good practice is to proactively give input to concepts and projects before too many decisions are made. In addition, it is essential to systematically maintain and communicate the target state with visual images to all relevant stakeholders.

We at Palmira can help you explore the benefits and use of Enterprise Architecture and offer practical guidance on the steps required to begin implementing a plan for your organization’s evolution.

We apply the latest framework designed for better Enterprise Architecture implementation like TOGAF and implement its relation with other known frameworks such as COBIT, ITIL and PMBOK to deliver to you an integration between these frameworks; and where they start and end.

At Palmira, we provide you with full-fledge for your Portfolios Governance, including but not limited to Application Portfolio Governance, Information Portfolio Governance, Technology Portfolio Governance, Service Portfolio Governance, that would result in a better Architecture Evaluation & Road mapping. 

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Performance Management

Corporate Performance Management

A smart solution to formulate organizational strategies and enable decision making process

Discover, measure, and analyze your processes to continually improve them. Enhance quality and efficiency by tracking relevant KPIs and plotting out proper courses of action for your business.

A smart solution to formulate organizational strategies and enable decision making processes

Corporate Performance Management (CPM) refers to a tool used by corporations to formulate organizational strategies through prescribed methodologies, data analysis, processing, and reporting to monitor and manage the performance of an enterprise. In other words, CPM helps corporations use proven and tested methods and processes to improve their business management. CPM are interchangeably named Performance management software or Performance management Solution (PMS)

According to Gartner: “Corporate performance management (CPM) is an umbrella term that describes the methodologies, metrics, KPIs, processes and systems used to monitor and manage the business performance of an enterprise. Applications that enable CPM to translate strategically focused information to operational plans and send aggregated results. These applications are also integrated into many elements of the planning and control cycle, or they address BAM or customer relationship optimization needs. CPM must be supported by a suite of analytical applications that provide the functionality to support these processes, methodologies and metrics.”

Although CPM is misleadingly described as a business intelligence, its concept is straightforward. The CPM output is vital to the organization in ensuring to maintain its key metrics and KPIs to improve its outcome and subsequently build capability of agility and resilience.

Importance of Corporate Performance Management Software

In the era of business management intelligence, corporations must embrace processes automation. Here are some of the benefits of adopting a CPM solution like MetrixPlus.

Importance of Corporate Performance Management Software

In the era of business management intelligence, corporations must embrace processes automation. Here are some of the benefits of adopting a CPM solution like MetrixPlus.

  1. Real-time feedback

Performance Management Software (PMS) has smart dashboards that contain every measurable metric and KPIs a management team needs for the decision-making process. However, the advantage is not in the variety. It’s in the ability to read and use data as changes happen in real-time across all parts of the organization. That is why you need a dynamic interface and capability to build multiple views to have resilience and agility in responding to organizational changes and market distributions.

  1. Data consolidation for easy management

The tools have the intelligence to gather, group, and combine data from multiple sources, whether it is departments, spreadsheets, or building forms with defined SLA to get data on time.

  1. Provide simple data feedback and access

Performance management tools enable managers to have ease of access to information while still fostering accuracy and quality.

  1. Provide ease of risk management

One significant advantage of CPM is the impact analysis. For instance, the model empowers managers to mitigate risks and make informed decisions based on the analyses of the best-and worst-case scenarios.

  1. Ease of collaboration

CPM tools are not only locally integrated but also cloud-connected, which allows all users to stay in sync across all departments.

Sources of Metrics

Information used in the creation of CPM metrics originates from data laying in databases or manually captured from concerned personnel. Those data could contain transactions processed for specific services or information generated from accounting books such as cash flow statements, balance sheets, and income statements. Other sources may include planning, budgeting, and forecasting data, which contain reports such as resource planning, including human resources, services transactions, and financial aspects. Once sources of metrics are identified the KPIs can be formulated.

Therefore, companies should put in place viable frameworks to ensure there is actual performance management and to implement a dynamic CPM solution like MetrixPlus to enable the decision-making process with data on-time according to the updated framework. Below are common frameworks.

Balance Scorecards: A collection of several organizations’ viewpoints

EFQM Excellence Model: A framework that bases strategies on how a competitive organization should operate. This includes several Government Excellence Programs such as:

Dubai Government Excellence Program

Sheikh Khalifa Government Excellence Program

The King Abdullah II Center for Excellence (KACE)

MPO: Maps strategies or trends of how a business should be adapting to the changing global business experiences

Six Sigma: A data-driven framework that ensures the successful operations of a company by eliminating defects by using a simple DMAIC (define, measure, analyze, improve, and control) approach

Global Star Rating for Services:

Key Performance Indicators (KPIs): Measures performance of the above frameworks

Adaa as a performance measurement framework developed by The National Center for Performance Measurement in the Kingdom of Saudi Arabia

The strength of MetrixPlus comes from the ability to adopt any framework without the need for IT development skills. The features of building views are vital for strategy management because strategy is about continuous improvement processes for the whole organization.

Human Performance Management (HPM) vs. CPM

Sometimes in corporate management, it is not apparent what strategic managers mean when they refer to performance management. Although this might create confusion with other systems and impose a differentiation between human performance management (HPM) and corporate performance management (CPM). MetrixPlus enables your organization to define any element (Process, employee, department, service, application, etc.) and easily identify the KPIs related to this element and manage it.

However, and for a matter of clarification, the HPM, performance management refers to the performance of human resources. It pertains to employees’ productivity, their level of satisfaction, employees’ turnover, or their operational capabilities. On the contrary, CPM is about how to communicate, align, and deliver actionable strategies through strategic frameworks, as discussed earlier. Therefore, it’s important to clarify the context of performance management in the discussion.

How to Avoid Corporate Performance Management Pitfalls

When a company communicates effective performance management across the organization, it must draw critical expectations, as well as expected results. However, this does not always happen smoothly, depending on the dynamicity of the selected solution. As a result, CPM faces significant challenges that need remedies in the initial stage as outlined below.

Strategic alignment with organizational context

This refers to ensuring that every part of the organization’s processes and all vital elements are aligned with the primary objective such as initiatives, projects and program management, risk management, services, employees, etc.

Smart automation

A poorly executed CPM will mean absolute failure. That’s why a corporation should establish an accessible, elaborate, and dynamic Performance Management Software. A PMS like MetrixPlus is capable of automating the collection of data using a low-code workflow engine. A PMS that easily integrates, processes, and reports as per proposed standards.

Goals synchronization

Companies should not just use existing strategies without even focusing on their unique strategies. They should instead focus on articulating their primary goals across the corporations so that CPM and all stakeholders are in line with the set strategies. That is why it is again important to select a CPM like MetrixPlus that is capable of building views according to end-user requirements.

Collection of Key Performance Questions (KPQ)

Though derived from KPIs, KPQ is about collecting meaningful, relevant, and usable data by asking the right questions of the proper departments and sources. This is achieved easily by MetrixPlus through a form builder and workflow engine that automate the collection of data on-time.

Fostering a positive learning environment

Once data has been collected, analyzed, and interpreted, the next course of action is using the information in meaningful ways. That is, ensuring that organizations have empowered relevant departments to use, correct, and improve areas suggested by CPM metrics and KPIs.


How to Choose an Effective CPM Software Solution

With the wide range of options in the market, it can be difficult to choose high-performing CPM software. Therefore, below are two fundamental elements to consider when shopping for a CPM solution.

Flexibility and adoption of change

Look for a product that delivers your requirements and is flexible to adopt changes in the future. Concentrate on the features and outcomes that the CPM will provide you.

A product from a reputable organization

A good product must have positive feedback because it drives satisfaction. The opposite is also true for an average product. However, there is an exception to this rule. Some companies may have a great product, but they are relatively new in the market and have yet to receive some feedback. The best way to move forward, in this case, is to use their trial version before committing to purchasing the full package.

MetrixPlus is an evidence-based corporate solution that enables decision making, monitoring goals, processes, services, employees and systems using innovative methodologies, and metrics for large organizations.

One of its kind solution. It enables organizations to capture the present context and its requirements by correlating diverse internal elements and linking them to well-defined metrics and results. In addition, it has the capability to implement proactive practices within its existing processes, monitor a full cycle of Strategy-to-Execute operations including a robust management review, and through a system intelligence to track and assign accurate employee roles and responsibilities, all with an assist from AI.

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Business Process Management

Business Process Management

Palmira provides an in-depth assessment of your existing business processes, and identifies gaps and improvement measures to increase efficiency and maximise output. We analyse the connections between Man, Method and Machine, so that your organisation can excel in its daily and long term tasks.

“Business process management (BPM) is a discipline that uses various methods to discover, model, analyze, measure, improve and optimize business processes. A business process coordinates the behavior of people, systems, information, and things to produce business outcomes in support of a business strategy. Processes can be structured and repeatable, or unstructured and variable. Though not required, technologies are often used with BPM. BPM is key to align IT/OT investments to business strategy.”


BPM is a way of looking at and then controlling the processes that are present in an organization. It is an effective methodology to use in times of crisis to make certain that the processes are efficient and effective, as this will result in a better and more cost-efficient organization.

The term business process management covers how we study, identify, change, and monitor business processes to ensure they run smoothly and can be improved over time. Often framed in terms of the daily flow of work – and yes, “workflow” generally does fit under the process improvement umbrella – it is an important piece of the access and use puzzle since no or poor process really degrades your ability to get at and leverage information.

BPM is best thought of as a business practice, encompassing techniques, and structured methods. It is not a technology, though there are technologies on the market that carry the descriptor because of what they enable: namely, identifying and modifying existing processes, so they align with a desired, presumably improved, future state of affairs. It is about formalizing and institutionalizing better ways for work to get done. 

Successfully employing BPM usually involves the following:

  • Organizing around outcomes, not tasks, to ensure the proper focus is maintained
  • Correcting and improving processes before (potentially) automating them; otherwise all you’ve done is make the mess run faster
  • Establishing processes and assigning ownership lest the work and improvements simply drift away – and they will, as human nature takes over and the momentum peters out
  • Standardizing processes across the enterprise so they can be more readily understood and managed, errors reduced, and risks mitigated
  • Enabling continuous change so the improvements can be extended and propagated over time
  • Improving existing processes, rather than building radically new or “perfect” ones, because that can take so long as to erode or negate any gains achieved

BPM should not be a one-time exercise. It should involve a continuous evaluation of the processes and include taking actions to improve the total flow of processes. This all leads to a continuous cycle of evaluating and improving the organization. The steps that can be recognized in BPM are:

  •      Analyze
  •      Re-design and model
  •      Implement
  •      Monitor
  • Manage

Getting information to where it needs to go when it needs to go there is only part of the solution – much of the rest involves first requesting the insights you need and then having those insights communicated to you in an immediately usable format. This is what reporting and querying software are all about. 

Success depends in large measure on how well you label the data in your repositories so it can be identified and included when an appropriate query comes along. A major boost toward accomplishing this goal exists in the form of the Common Warehouse Metamodel (CWM), a complete specification of syntax and semantics that data warehousing and business intelligence tools can leverage to successfully interchange shared metadata.

 Released and owned by the Object Management Group (OMG), the CWM specifies interfaces that can be used to enable the interchange of warehouse and business intelligence metadata between warehouse tools, warehouse platforms, and warehouse metadata repositories in distributed heterogeneous environments. It is based on three standards:

  • UML – Unified Modeling Language, an Object Management
    Group (OMG) modeling standard
  • MOF – Meta Object Facility, an OMG metamodeling, and
    metadata repository standard
  • XMI – XML Metadata Interchange, an OMG metadata
    interchange standard

CWM models further enable users to trace the lineage of data by providing objects that describe where the data came from and when and how it was created. Instances of the metamodel are exchanged via XML Metadata Interchange (XMI) documents.

 The simplest of these is cleverly known as routing or simple workflow. It moves content – very often in the form of conventional documents – from one place or person to another, and when task A is complete, it allows for task B to begin. Routing tends to be ad-hoc, without any automated rules processing, and with little or no integration between the process management and the affected applications. Instead, it is pretty much person-to-person.

 Workflow is more than just simply moving things from A to B to C to D because it allows tasks to be carried out in parallel, saving time and increasing productivity. Able to manage multiple processes taking place at the same time, it accommodates exceptions and conditions by applying user-defined rules.

 BPM itself is perhaps the “ultra” process improvement technique because it explicitly addresses the complexity of inter-application and cross-repository processes and incorporates data-driven, as well as content-driven processes – all on an ongoing basis.

 Usually driven by business rules, it involves a lot of operational analysis and flowcharting, and the more sophisticated offerings in the space include not only process designers but also simulation tools so processes can be run virtually to identify bottlenecks or other issues related to either people or underlying infrastructure.

Our methodology:

Palmira keeps a simple business process methodology. We apply APQC. Starting with identifying Core, Support and Management Processes. Then we define the value chain diagram in the second level. Then the third level consists of processes names for the ease of navigation. In the fourth level, we document the process workflow, capturing events and activities in the process. We link each activity to all related organizational contexts including: Services, Roles, Forms, Risk, etc…. The implementation promotes agility and responsiveness of the organization, empowering governing and procedures related to the ecosystem.

 Additionally, all our projects go through the 3M (Man, Method, Machine) practice:

Method: Designing the procedures according to global standards. 

Machine: Installing and configuring the solution according to the applied method.

Man: Knowledge transfer to empower human capital to run the solution with the right methodology.

Business Process Management (BPM) is a discipline that assimilates the goals and processes of the organization to fulfill the customer’s needs. BPM analyze, design, implement, control, and continuously improve end‐to‐end processes in the organization.

Process management is necessary for organizational improvement. Palmira implements ARIS to allow enterprises to maximize the return of investment in modelling efforts by helping to create defined process architecture and design processes according to a consistent hierarchy.

Uncover your inefficiencies and reveal a brand-new strength for your organization.

Palmira’s team of experts deliver a full cycle of BPM:

  • Business Process Analysis (BPA): BPA provides companies with a clear understanding of how processes are functioning and how they can be improved. Palmira practices a variety of Business Process Analysis.
  • Documentation: Grants intensive capturing sessions to assure clarity in business process documentation and applies quality and standards by following latest accredited standards.
  • Gap analysis: Experts in analyzing the process to identify inefficiencies and point out critical gaps and deficiencies.
  • Business Process Improvement (BPI): This is key to keeping your project productive and aligned with the overall organizational strategy of your business. Improving the enterprise processes by tackling processes inefficiencies and deficiencies.
  • Process Performance Management (PPM): Improve the transparency of your enterprise and make better decisions based on powerful visualizations of reliable process mining and data analytics.

ARIS Process Performance Manager (PPM) enables you to discover, measure and analyze your processes to continuously improve them. Measure and map your processes as they really are and compare them to your planned processes—down to the expected KPIs.

ARIS PPM enables you to:

  • Automatically discover end-to-end processes and compare them with designed to-be processes for in-depth analysis.
  • Listing patterns for process optimization.
  • Benchmark process KPIs of as-is and to-be processes to identify best practices.
  • Optimize team and collaboration structures via interaction analyses.
  • Easily analyze variations in standard processes.

Business Process Management Key Benefits:

Increase process agility

Flexible operational processes and supporting IT assets assure agile reactions to changing industry and regulatory conditions and operational model changes.

Reduce implementation times

Reduce the time taken to design and implement new processes by re-using existing best-practice processes.

Increase process efficiency

Improve the performance of your processes by analyzing and simulating them to remove bottlenecks, identify and remove waste and duplication, make best use of resources and look for opportunities for automation.

Enhance quality

Improve process quality and IT through better definition of processes, avoidance of system breaks and better communication among employees

Today there are just three types of companies: Those that actually operate a digital business, those that are transforming into a digital business and finally those that might never become a digital business and fail as a consequence. So, it’s not a question if your business should become digital. It really must be to survive or it just might disappear.

Palmira used Software AG’s ARIS Platform enables enterprises to document, monitor, manage and analyze their processes.

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Our offices are located in:

  • UAE | Dubai | AlMustaqbal Street | Business Bay |
    Exchange Tower | Office # 1703 | P.O.BOX 31712

  • Av. D. João II, Edifício Mythos Lote, 6º Piso,
    Escritório 2, 1990-095 Lisboa, Portugal


    QW93+G4 Lisbon, Portugal

  • Office#403, Al Abraj Almehaneyeh Complex
    Wasfi Al Tal Street, Amman

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