Key Lessons from Wikimanagement and BPM Best Practices: Aspiring for a truly holistic approach in BPM

Prof. Dr. Ayelt Komus Struktur  Technologie  Mensch Key Lessons from Wikimanagement and BPM Best Practices: Aspiring for a truly holistic approach in BPM S-BPM ONE 2010 - the Subjectoriented BPM Conference Karlsruhe, 14.10.2010 Prof. Dr. Ayelt Komus BPM–LABOR FH Koblenz www.komus.de Fachhochschule komus@fh-koblenz.de Koblenz ayelt@komus.de University of Applied Sciences www.komus.de

Fachhochschule Loose Coupling – Learn from Construction Industry Koblenz University of Applied Sciences Roller Bearing Expansion Joints http://de.wikipedia.org/wiki/Datei:Dehnungsfuge.jpg http://upload.wikimedia.org/wikipedia/commons/2/2e/Lager_01_KMJ.jpg www.komus.de 2

Fachhochschule Key Lessons … Aspiring for a Holistic Approach Koblenz University of Applied Sciences  Empirical Findings (excerpt)  Wikimanagement in BPM  Aspiring for a Holistic Approach www.komus.de 3

Fachhochschule BPM-Lab – Current Research Activities Koblenz University of Applied Sciences Business Process * Management STATUS BEST QUO PRACTICE BPM-Check BPM- BPM Best Practice und and (Learning (Expert Interviews (Experten- Six Sigma Online with BPM- gespräche Maturity Best Practice mit BPM- (Studie) (Study) Model) Representatives) Best Practices) BPM-Umfrage (Studie) BPM-Survey Wikimanagement BPM-Expertise Model Factory Koblenz www.komus.de 4

Fachhochschule Studies on BPM – B P M – L A B – FH Koblenz Koblenz University of Applied Sciences  BPM-Survey • Online-Survey with more than 500 participants • What does today‘s BPM look like?  BPM and Six Sigma • Online-Survey with more than 500 participants • How do companies combine BPM with other approaches?  BPM Best Practice • In-person expert-talks with BPM-Best-Practice-Companies • What do BPM-Best-Practices look like?  BPM-Check • Learning online-evaluation-system based on maturity-scores • Together with the Koblenz Chamber of Commerce © Prof. Dr. Ayelt Komus – FH Koblenz www.komus.de 5

Fachhochschule BPM Best Practice-Study Koblenz University of Applied Sciences  Participants: Bayer HealthCare AG, Cosmos Direkt, Deutsche Bank AG, DZ Bank AG, E.ON Energie AG, EDEKA Minden-HannoverIT-/ logistic service GmbH, EnBW Energie Baden-Württemberg AG, Finanz Informatik Technologie Service GmbH & Co. KG, Generali Deutschland Holding AG, Lufthansa Miles & More, Nordenia Deutschland Gronau GmbH, Paul Hartmann AG, Siemens AG, Siemens Healthcare, VIS Informatik GmbH (Generali Wien), Volkswagen AG, Watt Deutschland GmbH  Distribution by size* • 63% – very large-scale enterprise (7 DAX-Unternehmen) • 25% – large-scale enterprise (GU), • 13% – midsize companies (MU) * Segmentation based on nubmer of employees and turnover; difference to 100% due to rounding errors © Prof. Dr. Ayelt Komus – FH Koblenz www.komus.de 6

Fachhochschule BPM and Business-Success go Hand-in-Hand Koblenz University of Applied Sciences 82% ‚know‘ or ‚believe‘ their EBIT-margin is above industry average How successful was your company compared to other companies in the industry?* 45% 41% 40% 35% 35% 30% 24% 25% 20% 15% 10% 5% 0% 0% 0% 0% Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz © Prof. Dr. Ayelt Komus – FH Koblenz www.komus.de 7

Fachhochschule BPM-Survey: Managed BPM and Profit Margin Koblenz University of Applied Sciences Higher profit margin with managed BPM (Median 6-8% vs. 4-6%) 25,00% 20,00% Percentage of Companies 15,00% Managed BPM "Gezieltes BPM"' No managed BPM-Activities "Kein gezieltes BPM" 10,00% Median 5,00% 0,00% bis 2% 2-4% 4-6% 6-8% 8-10% 10- 20- 30- 40- über 20% 30% 40% 50% 50% Profit Margin Source: BPM-Survey, Prof. Komus – FH Koblenz © Prof. Dr. Ayelt Komus – FH Koblenz www.komus.de 8

Fachhochschule BPM + 6 Sigma: BPM and Profit Margin Koblenz University of Applied Sciences Higher Profit Margins for BPM-Companies Source BPM + Six Sigma study, FH Koblenz © Prof. Dr. Ayelt Komus – FH Koblenz www.komus.de 9

Fachhochschule BPM-Strategy-Alignment Koblenz University of Applied Sciences 82% BPM Best Practice-Companies align their BPM to Business Unit- or Company-Strategy Only 18% „systematic documented process“ 65% „implicit process“ Best Practice BPM – Representatives have a very good understanding of business needs and goals Quelle Bild: http://commons.wikimedia.org/wiki/File:NonSynchronousGearBoxSF.jpg www.komus.de 10

Fachhochschule If you can‘t measure it, you can‘t … Koblenz University of Applied Sciences Best Practice Companies use process oriented KPIs • more than 40%: for some processes KPIs defined, targets defined and measured • more than 50%: systematic process of definition process KPIs, identifications of targets and measurement www.komus.de Quelle Bild: http://commons.wikimedia.org/wiki/File:Tape_measure_colored.jpeg 11

Fachhochschule Process Owners (PO) Koblenz University of Applied Sciences 59% 60%  PO are widespread (82%) 50% 40%  Only 12% disciplinary subordination of 30% employees in relevant processes 18% 20% 12% 12% 10% 0% 0%  Pragmatic approach of combining process approach with existing managerial structures www.komus.de 12

Fachhochschule BPM Center of Excellence Koblenz University of Applied Sciences  BPM Center of Excellence in almost all Best Practice- Companies  No company with disciplinary subordination of Process Owners  Typical Tasks  Definition of standards  Centralized services  Quality Management and Quality Assurance  Responsible for Technical BPM-Infrastructure Quelle Bild: ttp://commons.wikimedia.org/wiki/File:Heliocentric_solar_system.png www.komus.de 13

Fachhochschule BPM Training Koblenz University of Applied Sciences Relevance of training is well understood among BPM Best Practice Companies 45% 41% 40% 35% 29% 30% 25% 18% 20% 12% 15% 10% 5% 0% Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz © Prof. Dr. Ayelt Komus – FH Koblenz www.komus.de 14

Fachhochschule Culture of Change Koblenz University of Applied Sciences 2 / 3 of Best Practice Companies see Change as an Accepted Part of their Corporate Culture 65% 70% 60% 50% 40% 30% 18% 18% 20% 10% 0% Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz © Prof. Dr. Ayelt Komus – FH Koblenz www.komus.de 15

Fachhochschule Linking IT-Systems and Models Koblenz University of Applied Sciences  only 41% realized links between business models and it models  only 25% realized links between IT-systems in production and business models BUT:  71%: development of IT-appliactions based on process-oriented methods connection between IT-systems and models is surprisingly poor  ‚Round-Trip‘ is not very common yet. Exception: BPMS But more often than not BPMS-round-trips are not connected to ‚true‘ business modelling-world Gartner‘s Businness Process Improvement Cycle Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz © Prof. Dr. Ayelt Komus – FH Koblenz www.komus.de 18

Fachhochschule Defined Standards and Reality Koblenz University of Applied Sciences www.komus.de 19

Fachhochschule As-Documented versus As-Is Koblenz University of Applied Sciences Documented Real Life Input from Account Team Receive customer Account Team Manager plans informs informed PM reports Manager of of major project Project Status major project from other PM Plans C tomer us Requirements Inform Form s from Os es C ent w try apacity Managment Sales Decide to place SD 23 H order w ith received D ecide no new tactical planner orders required Link PM plans s SD PM H C tomer us Requirement C tomer R us eqs & not required reques (major t Dead end generated Tactical Planning (End) project) as res of ult Tactical capacity Planning Link PM Plans s Route N quote ew C tomer R us equirements not request & SE C apture Order R s for F's ent investigated from PM Financial SE Capture Link Supervis contract s e R s to Fs ent authorisation Order & Tactical Planning C C SP ontracts N quote ew Out of Scope - not Modelled reques from t customer Supervise R pons es e filed C F completed R and Dead end Ready for Dead end installation Link SE C s apture Order & Is uer s Enter Order Link Supervis C s e ontract Pas Mis ing s s Link SE R olves s es &C OWs upervise Link D s etailed information D proact job L & Is uer Enters Order s External W s ork Planning to Is uer s on queue & Supervis C e ontract Link JC analys s e Route not investigated IN tas AC k SE respond delay & WBP live to C tomer us 601 Task Delay enquiry from customer Is uer s D etailed SE Enter Order Planning R olves es Dead end - route Progres info s Mis ing s not investigated pas ed to W s BP information Validation job reques (Is uer) t s Link JC analys s e generated on delay & SE Progres update s SE Analyse N A clos JR ed Link Is uer Enter s s C MC queue responds to to SE Delay Order & SE Proact job C tomer us N modelled ot Link Is uer Enter s s R olves es complete Link Is uer Enters s s Order & JC Order Order & N Tas TE k Validation Dead end - route Progres info s Link to s not investigated pas ed to N s SD External W sork 601 tas to k carrying out D w s L ork W ideband planner Progres s Link Is uer Enter s s JC Analyse Link SE analys delay s e reques t Order & Search Delay & JC analys delay e to JC for Y Code (SE) Dead end - route Progres info s not investigated pas ed to PM s R equires further Inves tigation Mis ing s Budget information received (JC ) IM Plan Sites for Capacity Link Is uer chas s s e R s e-Is ue YC ode Dead end - route Progres info s R equires mis ing info & JC s JC order 601 Tas k Search Link W Site Survey s BP not investigated pas ed to C s SM further Order Validation to W BP Slough/ & N Job Selection & C SD lean Inves tigation London N Q Manager SD Link JC Order s chas mis ing e s Validation & 010/O534 info/clean data Search for Y Code live (Link) Glasgow Solution Planning IM Facilities Mis ing s D ions ecis INJC information in JCs reques (JC t ) Link Search for Y s N job in ew N Tas s TE k queue (Link) Code & Q Mgr Link chas mis ing s e s queue (129/532) Job as igned s selects N Tas TE k Link N Job s s SD election/Clean info & order validation London/Glasgow Link N Tas s (N Y C s TE k o ode) to N (Link SD ) Link JC Order s A29/O532/O530 & JC Analys delay e N A JR & JC Analys D e elay Validation & N TE closed Link N Job Selection/C s SD lean allocation Order in Job Requires Mis ing s N Job in ew &N R SD oute /As ign s Link Search for Y s Controller's further R equires Link Is uer chas mis ing info s s e s information queue Code & N Tas TE k Queue (Link ) Investigation further & W Site s BP urvey &W I not available Inves tigation (WBP) 154 Tas k Link N Tas s s TE k Link Is uer chas s s e Mis ing s live (Link) & W Site Survey BP Is uer chas s es mis ing info s mis ing info & s info received W Site Survey BP R elevant N SD W BP informed of new Link to internal/ Job delayed Info s to ent Site Survey proj order (Link) external w ork internal/external groups - not Mis ing s w pack ork s Link W Site Survey s BP Link Queue Manager s s elects NTE modelled information & JC Analys D e elay &Route/As ign Glas s gow pas ed to N s SD Link W Site Survey s BP (End) & Is ue R Glas s F's gow Route not investigated SD 2C form H s to N ent SD (Link) Mis ing s Link W Site s BP Link W Site Survey & s BP information Survey & Is ue s 154 at Is uer chas mis ing Info s e s reques (W t BP) R & JC R pond F's es COM Link W Site s BP to C EP R Survey & SE Refer Ancillary cost C ting to os info to SE C tomer us Job returned N R SD oute to queue man SE refer (Link) C ting to os C tomer us Link R s oute/As ign s Link refer cos s ting Order & Queue Manager C es mis ing details has s to customer & cancel order Link N s SD Ready to R oute/As ign s Link R s oute/As ign s C EP R & JC R pond es & JC Analys delay e to C EP R INJC Cancel C tomer us in JCs order confirm queue (Link) information to W ideband JC R pond es Link SE refer s to C EP R costings to customer End & W Site Survey BP Tas called to k Link JC res s ponds C EP R is uer s to C EP & Is ue R s complete R Glas F's gow Is uer choos s es to ignore s not o R prepared F Link Is ue R s s F's modelled (Link) &R oute & As ign s Is ue R s Fs Glas / gow London Link Is ue R Glas s s F gow 198/O912 & Allocate COW complete Allocate CoW London / Sheffield Ready for installation Link Allocate C s OW& COWs upervis external w s e ork Supervise Input not Modelled Incoming Scheme call from field installed & engineer commis ioned Link Supervis External /C s e ontractor & Integrate Schemes Capacity problem Equipment raised not delivered Link Supervis External W s ontractor s e ork /C & IM facilities decis ions N Modelled at Pres ot ent Scheme - N Fluid Proces on s Link not Integrate referred to Schemes Modelled/investigated NSD Scheme referred to CSP C F ON Live Integrate scheme and Tactical planning eEPCs Link Integrate Schemes s &Configure Circuit/R olve Problems es Route, As ign s R tas &A k Configure Circuit & config 2Mbit com'd R olve es Circuits Problems Link to COSMOSS glue and C onfig circuit Other output tbc End of Process W EX N W EX tas is triggered by N k live after COSMOSS, once all other tas s have been completed k JC amend C D D Feed into COSMOSS C D D C D can't D Feed into COSMOSS s tics - D tatis ead end amended s tics - dead end tatis Slide courtesy of British Telecommunications plc © Prof. Dr. Ayelt Komus – FH Koblenz www.komus.de 20

Fachhochschule Availabilty of Models and Grass-Root-Modeling Koblenz University of Applied Sciences  84%: Models are available for all employees and easy to read BUT:  Development of models only together with specialists  Process Models are not commonly used to support day-to-day- work Bottom-Up-Models stay in the desk drawer and have almost no connection to the ‚official‘ process world www.komus.de 22

Fachhochschule Utilization of Web 2.0 Technologies Koblenz University of Applied Sciences  59% don‘t use web 2.0-technologies in BPM  Companies using web 2.0-technologies use wikis (41%)  29% use BPM-forums  less than 20% use weblogs, social networks, video- applications Web 2.0-Technologies to support BPM are not yet common www.komus.de 23

Fachhochschule BPM – Disturbing Factors Koblenz University of Applied Sciences  ‚Not with me‘-syndrome  ‚Not-invented-here‘-syndrome  ‚you-go-first‘-Syndrom  ‚I don‘t care‘-Syndrom Source: Becker, Berning, Kahn : Projektmanagement. In: Becker, Kugeler, Rosemann; 6th edition, 2008, S. 39ff www.komus.de 24

Fachhochschule Wikimanagement‘s 10 Success Factors Koblenz University of Applied Sciences Flexible Shared Vision Participation Rule Interpretation Culture of Self- Mix of different Trust Fullfillment forms of rule Emerging Incremental Simplicity Development Development De-privatization and personal approach Source: Komus/Wauch: Wikimanagement, Oldenbourg Verlag 2008 – www.wikimanagement.de www.komus.de 25

Fachhochschule Emerging / incremental Development Koblenz University of Applied Sciences  Allow emerging developments (grass-root-approach)  Trust your employees  Support Kaizen-philosophy  Release early. Release often  Reduce complexity in cut-overs Give leeway for continuous improvements www.komus.de 26

Fachhochschule Live-Testing of Web-Layouts at Amazon Koblenz University of Applied Sciences Very often a test in the production system is the fastest and most effective to reach a better understanding. Example: Amazon testing different web-layout in the production system Source: Wir wissen es nicht. Aber wir können es messen – Gespräch mit Andreas Weigend. In: GDI Impuls. Herbst 2005 www.komus.de 27

Fachhochschule De-Privatization/ Personal Approach Koblenz University of Applied Sciences  BPM isn‘t an anonymous construct  Give your BPM a personal face  Get persons connected  Open up discussion Wikimanagement Success Factors Weblogs, Podcasts, Video, Avatars, … www.komus.de 28

Fachhochschule Technology BPM and Business BPM – 2 Separate Worlds Koblenz University of Applied Sciences Holistic BPM Bridge the gap between… • Business and Technology BPM • IT and Business Units • BPM-Experts and Business Units • Controlling and BPM • Business Strategy and BPM • BPM-Strategy and Training • BPM and Corporate Culture •… www.komus.de 30

Fachhochschule Key Lessons … Aspiring for a Holistic Approach Koblenz University of Applied Sciences Aspiring for a Holistic Approach  Methods  Structure  Human Side www.komus.de 31

Fachhochschule Layers of Models – Technology BPM Koblenz University of Applied Sciences Computation Independent Model (CIM) Technology Platform Independent Model (PIM) BPM Platform Specific Model (PSM) Based on Allweyer in Komus (Editor): BPM Best Practice, Springer-Verlag 2011 www.komus.de 32

Fachhochschule Layers of Models BPM (Technology and Business) Koblenz University of Applied Sciences Business Process Landscape Business High Level Process Models BPM Computation Independent Model (CIM) Technology Platform Independent Model (PIM) BPM Platform Specific Model (PSM) www.komus.de 33

Fachhochschule Loose Coupling of Models Koblenz University of Applied Sciences Business Process Landscape High Level Process Models Computation Independent Model (CIM) Platform Independent Model (PIM) Platform Specific Model (PSM) http://upload.wikimedia.org/wikipedia/commons/2/2e/Lager_01_KMJ.jpg www.komus.de 34

Fachhochschule How to put Loose Coupling into practice Koblenz University of Applied Sciences  Flexible Pointers (i.e. Wikis)  Social Links  Culture  Organzisational Structure http://upload.wikimedia.org/wikipedia/commons/2/2e/Lager_01_KMJ.jpg  Shared Process Oriented Goals (IT and PO*)  Avoid Overengineering and Rigid Structures * Process Owner www.komus.de 35

Fachhochschule New Organizational Structures for Better Integration Koblenz University of Applied Sciences Business Units Integrated IT-BPM-Unit IT-Fullfillment BPM – Center of Excellence Development IT– Center of Excellence Process Owner IT-Sourcing Process Owner Production Process Owner End-User- Computing Process Owner Support Source: Komus in Komus (Editor): BPM Best Practice, Springer-Verlag 2011 www.komus.de 37

Fachhochschule Web 2.0 on its way into BPM Koblenz University of Applied Sciences Weblog Community Social Network Mash-Up Wiki- Subject-Oriented Export BPM-Approach www.komus.de 39

Fachhochschule Wikimanagement‘s 10 Success Factors Koblenz University of Applied Sciences Flexible Shared Vision Participation Rule Interpretation Culture of Self- Mix of different Trust Fullfillment forms of rule Emergent incremental Simplicity Development development de-privatization and personal approach Source: Komus/Wauch: Wikimanagement, Oldenbourg Verlag 2008 – www.wikimanagement.de www.komus.de 40

Fachhochschule Human Side of Holistic BPM Koblenz University of Applied Sciences  Wikimanagement Success Factors (Establich Holistic BPM as a Shared Vision)  Leadership  Training  Culture  Incentive System www.komus.de 41

Fachhochschule Thriving for a Holistic BPM - Summary Koblenz University of Applied Sciences Business Process Landscape  Avoid Overengineering and Rigid Structures  Use Loose Coupling High Level Process Models  Build a Shared Vision Computation Independent Model (CIM)  Learn from Social Media  Wikimangement Sucess Factors Platform Independent Model (PIM)  Assure a Holistic Management-Approach for a Holistic BPM-Approach Platform Specific Model (PSM) http://upload.wikimedia.org/wikipedia/commons/2/2e/Lager_01_KMJ.jpg and http://de.wikipedia.org/wiki/Datei:Dehnungsfuge.jpg www.komus.de 42

Fachhochschule BPM – Benefits Koblenz University of Applied Sciences BPM-Best-Practice-Companies accomplish far-reaching Improvements in all Aspects of Process Performance 100% 90% 80% 70% 60% 50% 40% 30% no improvements 20% weak improvements distinct improvements 10% major improvements 0% Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz © Prof. Dr. Ayelt Komus – FH Koblenz www.komus.de 43

Prof. Dr. Ayelt Komus Struktur  Technologie  Mensch FH Koblenz Prof. Dr. Ayelt Komus www.komus.de 0172 6868697 komus@fh-koblenz.de www.komus.de

Key Lessons from Wikimanagement and BPM Best Practices: Aspiring for a truly holistic approach in BPM

by Ayelt Komus on Oct 24, 2010

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Key Lessons from Wikimanagement and BPM Best Practices: Aspiring for a truly holistic approach in BPM — Presentation Transcript