Contracts Mangement using Appian Tempo (Social Media)
Updated December 04, 2014

Contracts Mangement using Appian Tempo (Social Media)

Greg Crellin | TrustRadius Reviewer
Score 9 out of 10
Vetted Review
Verified User

Software Version


Overall Satisfaction with Appian

Appian was used to build a interdepartmental contracts management process that provided both structured and ad hoc reviews and approvals for multiple topics and subtopics using Tempo. Contract metadata and business rules drive contract template and ancillary document selection, reviewer and approver selection, along with risk management and security decisions. Archiving the discussions associated with the contract replaced an emailed document exchange that represented a risk.
  • Tempo was the key to providing flexibility and visibility to a varied and complex review and approval process while at the same time enforcing fundamental rules.
  • The configurability of Appian allowed us to rapidly prototype application processes and re-adjust and re-assemble as required in sprints. I estimate there was less than 8 hours of actual coding involved in building it out.
  • Business rules formulas, and constants can be very powerful in producing all the requirements of a process. If you can competently write an Excel macro you can learn Appian configuration.
  • Training. While configuration is accessible, being really effective requires either a lot of hands on trial and error and/or the supervision and guidance of an experienced user. Appian training is a forced march overview and not at all effective in getting a user up to speed.
  • Documentation. The online documentation, in the end, seems to be get lucky in finding what you are looking for or asking for help and waiting for an answer that may or may not be responsive. What may work well for their professional service people becomes problematic if you don't have a good understanding of the product in the first place.
  • Sales. it's an impressive product and that makes it easy for anxious salespeople to oversell capabilities to executives who may not be in a position to be critical about promises and implications. This can lead to unfulfilled expectations that limit additional applications.
  • Process visibility and accountability leading to risk reduction
  • Increased efficiency in managing contracts by automating template selection and monitoring timelines
  • ability to repurpose data for downstream operations
Did not participate in selection process
Other prosed applications are under review or developement
It can be especially effective where the business side is prepared and committed to assuming responsibility for the development of the application. Truely "owning" the process by understanding and documenting it and its business rules lends itself to rapid configuration and re-configuration, often by business-side analysts. Collecting traditional "requirements", shipping the document to developers, and waiting for a UAT is not the way to use this product.
If the process is strictly a pipeline with little human touch and expected to remain essentially intact for a long period, there are probably other traditional products that would be more effective,