The features or capabilities of SAP Signavio Process Manager that I have found the most valuable so far include how every time there is a flag that shows up whenever we are trying to save a diagram if it is not adhering to the standards, which are the global standards. BPMN 2.0 is also an APQC standard, which is American Productivity and Quality Center standard. This is a benchmark. Every process map that we do ensures that a person does not override the rules that are set. The process map has to adhere to the standards. This way, we are avoiding rework. This is definitely something that performs at its best. The second one is the way we can document items in detail, such as the ability to have sub-process and connect it via URL or documents. The range of things that could be connected despite being on multiple platforms is something that I really appreciate and without having to make the diagram look clumsy. The third most important feature from a process excellence standpoint is the repository that is provided. There is a dictionary feature that avoids duplication and allows processes to be standardized across regardless of which teams build the process maps. That is something commendable about it. Certainly, simulation analysis that comes later is a standout feature, but for SAP Signavio Process Manager specifically, I think standardization and the repository that it provides are great features. SAP Signavio Process Manager's analytics have helped identify process bottlenecks very significantly in terms of where we used to assume being a critical path or a process area consuming a lot of time. After linking attributes such as risk, legal, and financial regulatory requirements, many process maps revealed bottlenecks that were regulatory requirements we cannot override. These bottlenecks are taking time for the right reasons. The analysis has helped us understand what is taking more time and if it is necessary whether it should take or otherwise. The second step of analyzing whether it is required or not helped us to do better with the process mining. While doing the process maps, we added regulatory requirements and controls. Had we not done it on SAP Signavio Process Manager, we would have never understood and simply gone ahead and automated it, putting us at great risk. Aligning operational processes with business strategy using SAP Signavio Process Manager has helped our organization adapt to changes significantly because we have been working on process maps predominantly where the downstream is the operations team. The operations team churns out volumes and does not face customers directly, but are the ones who deliver what the customer needs toward the end. While preparing these process maps, we come across full-time equivalent (FTE) savings that we could achieve, and the number of hours that we could save. We could take this back to the operations team to help them understand that they need not speak to multiple teams to get data; they can look up the process. For initial days, whenever training occurs or there are changes in the process, the teams are empowered to refer to the process maps without needing to depend on people to understand what is going on. This means less rework and fewer errors due to a lack of process awareness. Additionally, when we calculate FTE savings, we can inform the operation team of the number of hours saved through automation after confirming regulatory aspects. We can channel that saved time into better value propositions without investing time in tasks that add little value.
