www.komus.de
Struktur  Technologie  Mensch
Prof. Dr. Ayelt Komus
Key Lessons from
Wikimanagement and BPM Best Practices:...
2www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Loose Coupling – Learn from Construction Industry
http...
3www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
 Empirical Findings (excerpt)
 Wikimanagement in BPM...
4www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
BPM-Lab – Current Research Activities
BPM-Expertise
BP...
5www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Studies on BPM – B P M – L A B – FH Koblenz
 BPM-Surv...
6www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
* Segmentation based on nubmer of employees and turnov...
7www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
How successful was your company compared to
other comp...
8www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
BPM-Survey: Managed BPM and Profit Margin
0,00%
5,00%
...
9www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
BPM + 6 Sigma: BPM and Profit Margin
Higher Profit Mar...
10www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
BPM-Strategy-Alignment
82% BPM Best Practice-Companie...
11www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
If you can‘t measure it, you can‘t …
Best Practice Co...
12www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Process Owners (PO)
 PO are widespread (82%)
 Only ...
13www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
BPM Center of Excellence
 BPM Center of Excellence i...
14www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
BPM Training
© Prof. Dr. Ayelt Komus – FH Koblenz
12%...
15www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Culture of Change
18% 18%
65%
0%
10%
20%
30%
40%
50%
...
18www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Linking IT-Systems and Models
 only 41% realized lin...
19www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Defined Standards and Reality
20www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Documented Real Life
Inform
Sales
SECapture
Order
Rou...
21www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
 Empirical Findings (excerpt)
 Wikimanagement in BP...
22www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Availabilty of Models and Grass-Root-Modeling
 84%: ...
23www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Utilization of Web 2.0 Technologies
 59% don‘t use w...
24www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
BPM – Disturbing Factors
 ‚Not with me‘-syndrome
 ‚...
25www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Wikimanagement‘s 10 Success Factors
Shared Vision
De-...
26www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
 Allow emerging developments
(grass-root-approach)
...
27www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Live-Testing of Web-Layouts at Amazon
Source: Wir wis...
28www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
 BPM isn‘t an anonymous construct
 Give your BPM a ...
29www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
 Empirical Findings (excerpt)
 Wikimanagement in BP...
30www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Technology BPM and Business BPM – 2 Separate Worlds
B...
31www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Technology BPM and Business BPM – 2 Separate Worlds
B...
32www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Aspiring for a Holistic Approach
 Methods
 Structur...
33www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Based on Allweyer in Komus (Editor): BPM Best Practic...
34www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Computation Independent Model (CIM)
Platform Independ...
35www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Computation Independent Model (CIM)
Platform Independ...
36www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
How to put Loose Coupling into practice
http://upload...
37www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Aspiring for a Holistic Approach
 Methods
 Structur...
38www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Business Units
BPM–CenterofExcellence
IT–CenterofExce...
39www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Aspiring for a Holistic Approach
 Methods
 Structur...
40www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Web 2.0 on its way into BPM
Weblog
Social
Network
Com...
41www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Wikimanagement‘s 10 Success Factors
Source: Komus/Wau...
42www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Human Side of Holistic BPM
 Wikimanagement Success F...
43www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
Thriving for a Holistic BPM - Summary
http://upload.w...
44www.komus.de
Fachhochschule
Koblenz
University of Applied Sciences
BPM – Benefits
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%...
www.komus.de
Struktur  Technologie  Mensch
Prof. Dr. Ayelt Komus
FH Koblenz
Prof. Dr. Ayelt Komus
www.komus.de
0172 6868...
www.komus.de
Struktur  Technologie  Mensch
Prof. Dr. Ayelt Komus
FH Koblenz
Prof. Dr. Ayelt Komus
www.komus.de
0172 6868...
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Key Lessons from Wikimanagement and BPM Best Practices: Aspiring for a truly holistic approach in BPM

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Key Lessons from Wikimanagement and BPM Best Practices: Aspiring for a truly holistic approach in BPM
Keynote-Presentation held at the S-BPM ONE 2010 -the Subjectoriented BPM Conference
Karlsruhe Institute of Technology, October 2010.

What can be learned from the "BPM Best Practice Study"?
What can be learned from the Wikimanagement Success Factors?
How do the two approaches come together to allow a better and more holistic Business Process Management?
Loose coupling a key factor.

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

  1. 1. www.komus.de Struktur  Technologie  Mensch Prof. Dr. Ayelt Komus Key Lessons from Wikimanagement and BPM Best Practices: Aspiring for a truly holistic approach in BPM S-BPM ONE 2010 - the Subject-oriented BPM Conference Karlsruhe, 14.10.2010 Prof. Dr. Ayelt Komus B P M – L A B O R FH Koblenz www.komus.de komus@fh-koblenz.de ayelt@komus.de Fachhochschule Koblenz University of Applied Sciences
  2. 2. 2www.komus.de Fachhochschule Koblenz University of Applied Sciences Loose Coupling – Learn from Construction Industry http://upload.wikimedia.org/wikipedia/commons/2/2e/Lager_01_KMJ.jpg Roller Bearing http://de.wikipedia.org/wiki/Datei:Dehnungsfuge.jpg Expansion Joints
  3. 3. 3www.komus.de Fachhochschule Koblenz University of Applied Sciences  Empirical Findings (excerpt)  Wikimanagement in BPM  Aspiring for a Holistic Approach Key Lessons … Aspiring for a Holistic Approach
  4. 4. 4www.komus.de Fachhochschule Koblenz University of Applied Sciences BPM-Lab – Current Research Activities BPM-Expertise BPM-Umfrage (Studie) Business Process Management STATUS QUO BEST PRACTICE BPM- Best Practice (Experten- gespräche mit BPM- Best Practices) BPM und Six Sigma (Studie) * BPM-Survey (Studie) BPM- Best Practice (Expert Interviews with BPM- Best Practice Representatives) BPM and Six Sigma (Study) BPM-Check (Learning Online Maturity Model) Model Factory Koblenz Wikimanagement
  5. 5. 5www.komus.de Fachhochschule Koblenz University of Applied Sciences Studies on BPM – B P M – L A B – FH Koblenz  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
  6. 6. 6www.komus.de Fachhochschule Koblenz University of Applied Sciences * Segmentation based on nubmer of employees and turnover; difference to 100% due to rounding errors BPM Best Practice-Study  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) © Prof. Dr. Ayelt Komus – FH Koblenz
  7. 7. 7www.komus.de Fachhochschule Koblenz University of Applied Sciences How successful was your company compared to other companies in the industry?* 82% ‚know‘ or ‚believe‘ their EBIT-margin is above industry average 0% 0% 0% 24% 35% 41% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% © Prof. Dr. Ayelt Komus – FH Koblenz BPM and Business-Success go Hand-in-Hand Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz
  8. 8. 8www.komus.de Fachhochschule Koblenz University of Applied Sciences BPM-Survey: Managed BPM and Profit Margin 0,00% 5,00% 10,00% 15,00% 20,00% 25,00% bis 2% 2-4% 4-6% 6-8% 8-10% 10- 20% 20- 30% 30- 40% 40- 50% über 50% PercentageofCompanies Profit Margin "Gezieltes BPM"' "Kein gezieltes BPM" Source: BPM-Survey, Prof. Komus – FH Koblenz Median © Prof. Dr. Ayelt Komus – FH Koblenz Managed BPM No managed BPM-Activities Higher profit margin with managed BPM (Median 6-8% vs. 4-6%)
  9. 9. 9www.komus.de Fachhochschule Koblenz University of Applied Sciences BPM + 6 Sigma: BPM and Profit Margin Higher Profit Margins for BPM-Companies Source BPM + Six Sigma study, FH Koblenz © Prof. Dr. Ayelt Komus – FH Koblenz
  10. 10. 10www.komus.de Fachhochschule Koblenz University of Applied Sciences BPM-Strategy-Alignment 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
  11. 11. 11www.komus.de Fachhochschule Koblenz University of Applied Sciences If you can‘t measure it, you can‘t … 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 Quelle Bild: http://commons.wikimedia.org/wiki/File:Tape_measure_colored.jpeg
  12. 12. 12www.komus.de Fachhochschule Koblenz University of Applied Sciences Process Owners (PO)  PO are widespread (82%)  Only 12% disciplinary subordination of employees in relevant processes  Pragmatic approach of combining process approach with existing managerial structures 0% 10% 20% 30% 40% 50% 60% 12% 59% 12% 0% 18%
  13. 13. 13www.komus.de Fachhochschule Koblenz University of Applied Sciences BPM Center of Excellence  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
  14. 14. 14www.komus.de Fachhochschule Koblenz University of Applied Sciences BPM Training © Prof. Dr. Ayelt Komus – FH Koblenz 12% 29% 41% 18% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz Relevance of training is well understood among BPM Best Practice Companies
  15. 15. 15www.komus.de Fachhochschule Koblenz University of Applied Sciences Culture of Change 18% 18% 65% 0% 10% 20% 30% 40% 50% 60% 70% 2 / 3 of Best Practice Companies see Change as an Accepted Part of their Corporate Culture © Prof. Dr. Ayelt Komus – FH Koblenz Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz
  16. 16. 18www.komus.de Fachhochschule Koblenz University of Applied Sciences Linking IT-Systems and Models  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-applications 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 © Prof. Dr. Ayelt Komus – FH Koblenz Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz
  17. 17. 19www.komus.de Fachhochschule Koblenz University of Applied Sciences Defined Standards and Reality
  18. 18. 20www.komus.de Fachhochschule Koblenz University of Applied Sciences Documented Real Life Inform Sales SECapture Order Route not investigated Newquote request fromPM Newquote request from customer Requirement generated asresult of capacity LinksPMPlans Customer Requirements &SECapture Order Response filed Dead end CRFcompleted and LinksSECapture Order &Issuer Enter Order Issuer Enter Order Validation job generated on CMCqueue LinksIssuer Enter Order &JCOrder Validation PassMissing information to Issuer LinksSEResolves &Issuer EntersOrder NJRAclosed LinksIssuer Enters Order &NTETask Missing information request (Issuer) LinksIssuer Enter Order &SE Resolves 601 taskto Wideband planner LinksIssuer Enter Order &Search for YCode JCorder Missing information request (JC) Linkschase missing info &order validation Missing information received (JC) LinksIssuer chase missing info &JC Order Validation LinksJCOrder Validation &NTE allocation NJRA closed Re-Issue 601 Task to WBP LinksJCOrder Validation & Search for YCode NTETasks (129/532) London/Glasgow YCode Search Slough/ London Input fromAccount Team Receive customer plans Decide no new ordersrequired Dead end Decide to place order with tactical planner LinksPMplans Customer Reqs& Tactical Planning SE Resolves PMPlans Customer Requirements LinksSearch for Y Code &QMgr selectsNTETask A29/O532/O530 Newjob in queue LinksSearch for Y Code &NTETask NewJob in queue LinksIssuer chase missing info & WBPSite Survey Missing info received WBP Site Survey SErefer Costing to Customer Issue RFs Glasgow/ London JCRespond to CREP Linksrefer costing to customer & cancel order Order Customer confirm information to Wideband LinksSErefer costingsto customer &WBPSite Survey Linkto internal/ external work groups- not modelled Info sent to internal/external workpacks LinksWBPSite Survey&SERefer Costing to Customer Ancillarycost info to SE LinksWBPSite Survey&Issue RF's&JCRespond to CREP 154 at COM Job delayed LinksWBPSite Survey &JCAnalyse Delay Cancel order End Readyto CREP LinksNSD Route/Assign &JCRespond to CREP Taskcalled to issuer Issuer chooses to ignore so not modelled LinksJCresponds to CREP&Issue RF'sGlasgow CREP complete NSDRoute JCAnalyse Delay Allocate CoW London / Sheffield SEAnalyse Delay Route not investigated Delayenquiry fromcustomer LinksSEanalyse delay &JCanalyse delay Progress request to JC (SE) Readyfor installation LinksAllocate COW& COWsupervise external works LinksJCanalyse delay&SE respondsto Customer Progressupdate to SE SErespond to Customer Dead end LinksJCanalyse delay&WBP 601 Task INACtask live Dead end - route not investigated Progressinfo passed to WBP Dead end - route not investigated Progressinfo passed to NSD Dead end - route not investigated Progressinfo passed to PM Dead end - route not investigated Progressinfo passed to CSM Supervise Equipment not delivered Not Modelled at Present - Non Fluid Process Scheme installed & commisioned LinksSupervise External /Contractor &Integrate Schemes Integrate Schemes Input not Modelled Incoming call fromfield engineer CONF Live LinksIntegrate Schemes &Configure Circuit/Resolve Problems Linknot Modelled/investigated Scheme referred to NSD Scheme referred to CSP Integrate scheme and Tactical planning eEPCs Configure Circuit Resolve Problems WNEX live after WNEXtaskistriggered by COSMOSS, once all other taskshave been completed End of Process Tactical Planning LinksSupervise contract &Tactical Planning RFssent to CSPContracts RF'ssent for Financial authorisation Out of Scope - not Modelled Supervise LinksDetailed Planning &Supervise Contract DL proact job on queue Readyfor installation LinksSupervise Contract &COWsupervise External Works Detailed Planning Proact job complete Not modelled Linksto External Works carrying out DL works PMreports Project Status IMFacilities Decisions Capacity problem raised LinksSupervise External Works/Contractor &IMfacilitiesdecisions Requires further Investigation IMPlan Sites for Capacity Issuer chases missing info LinksWBPSite Survey& Issuer chase missing Info Missing information request (WBP) Route, Assign &config 2Mbit Circuits Solution Planning Budget LinksNTETasks(No YCode) &JCAnalyse Delay Order in Job Controller's Queue (Link) NSDQManager chase missing info/clean data Glasgow LinksWBPSite Survey &NSDJob Selection &Clean 010/O534 live (Link) Job assigned to NSD(Link) LinksNSDJob Selection/Clean &NSDRoute /Assign LinksRoute/Assign &JCAnalyse delay INJC in JCs queue (Link) Relevant NSD informed of new proj order (Link) LinksQueue Manager selectsNTE &Route/Assign Glasgow 154 Task live (Link) LinksNTETasks &WBPSite Survey LinksIssue RFGlasgow &Allocate COW 198/O912 complete LinksWBPSite Survey &Issue RF'sGlasgow SDH2Cform sent to NSD (Link) Account Team informs Manager of major project Customer request (major project) Manager informed of major project fromother SDHPM not required (End) Missing information passed to NSD (End) Route not investigated JCamend CDD Feed into COSMOSS statistics- Dead end CDD amended CDDcan't Feed into COSMOSS statistics- dead end INJC in JCs queue (Link) LinksNSDJob selection/Clean &JCAnalyse delay LinksIssuer chase missing info &WBPSite survey&WI Missing information not available (WBP) RFprepared (Link) LinksIssue RF's &Route &Assign Job returned to queue man (Link) LinksRoute/Assign &Queue Manager Chasesmissing details Requires further Investigation Requires further Investigation Requires further Investigation Formsent fromOswestryCapacityManagment SDH23 received R&Atask com'd Linkto COSMOSS glue and Config circuit Other output tbc Slide courtesy of British Telecommunications plc © Prof. Dr. Ayelt Komus – FH Koblenz As-Documented versus As-Is
  19. 19. 21www.komus.de Fachhochschule Koblenz University of Applied Sciences  Empirical Findings (excerpt)  Wikimanagement in BPM  Aspiring for a Holistic Approach Key Lessons … Aspiring for a Holistic Approach
  20. 20. 22www.komus.de Fachhochschule Koblenz University of Applied Sciences Availabilty of Models and Grass-Root-Modeling  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
  21. 21. 23www.komus.de Fachhochschule Koblenz University of Applied Sciences Utilization of Web 2.0 Technologies  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
  22. 22. 24www.komus.de Fachhochschule Koblenz University of Applied Sciences BPM – Disturbing Factors  ‚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
  23. 23. 25www.komus.de Fachhochschule Koblenz University of Applied Sciences Wikimanagement‘s 10 Success Factors Shared Vision De-Privatization and Personal Approach Participation Culture of Trust Self- Fulfillment Mix of Different Forms of Rule Flexible Rule Interpretation Simplicity Emergent Development Incremental Development
  24. 24. 26www.komus.de Fachhochschule 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 Emerging / incremental Development Give leeway for continuous improvements
  25. 25. 27www.komus.de Fachhochschule Koblenz University of Applied Sciences Live-Testing of Web-Layouts at Amazon Source: Wir wissen es nicht. Aber wir können es messen – Gespräch mit Andreas Weigend. In: GDI Impuls. Herbst 2005 Example: Amazon testing different web-layout in the production system Very often a test in the production system is the fastest and most effective to reach a better understanding.
  26. 26. 28www.komus.de Fachhochschule Koblenz University of Applied Sciences  BPM isn‘t an anonymous construct  Give your BPM a personal face  Get persons connected  Open up discussion De-Privatization/ Personal Approach Wikimanagement Success Factors Weblogs, Podcasts, Video, Avatars, …
  27. 27. 29www.komus.de Fachhochschule Koblenz University of Applied Sciences  Empirical Findings (excerpt)  Wikimanagement in BPM  Aspiring for a Holistic Approach Key Lessons … Aspiring for a Holistic Approach
  28. 28. 30www.komus.de Fachhochschule Koblenz University of Applied Sciences Technology BPM and Business BPM – 2 Separate Worlds Business BPM World Technology BPM World
  29. 29. 31www.komus.de Fachhochschule Koblenz University of Applied Sciences Technology BPM and Business BPM – 2 Separate Worlds Business BPM World Technology BPM WorldHolistic 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 • …
  30. 30. 32www.komus.de Fachhochschule Koblenz University of Applied Sciences Aspiring for a Holistic Approach  Methods  Structure  Human Side Key Lessons … Aspiring for a Holistic Approach
  31. 31. 33www.komus.de Fachhochschule Koblenz University of Applied Sciences Based on Allweyer in Komus (Editor): BPM Best Practice, Springer-Verlag 2011 Computation Independent Model (CIM) Platform Independent Model (PIM) Platform Specific Model (PSM) Layers of Models – Technology BPM Technology BPM
  32. 32. 34www.komus.de Fachhochschule Koblenz University of Applied Sciences Computation Independent Model (CIM) Platform Independent Model (PIM) Platform Specific Model (PSM) Layers of Models in BPM (Technology and Business) High Level Process Models Business Process Landscape Technology BPM Business BPM
  33. 33. 35www.komus.de Fachhochschule Koblenz University of Applied Sciences Computation Independent Model (CIM) Platform Independent Model (PIM) Platform Specific Model (PSM) Loose Coupling of Models High Level Process Models Business Process Landscape http://upload.wikimedia.org/wikipedia/commons/2/2e/Lager_01_KMJ.jpg
  34. 34. 36www.komus.de Fachhochschule Koblenz University of Applied Sciences How to put Loose Coupling into practice http://upload.wikimedia.org/wikipedia/commons/2/2e/Lager_01_KMJ.jpg  Flexible Pointers (i.e. Wikis)  Social Links  Culture  Organisational Structure  Shared Process Oriented Goals (IT and PO*)  Avoid Overengineering and Rigid Structures * Process Owner
  35. 35. 37www.komus.de Fachhochschule Koblenz University of Applied Sciences Aspiring for a Holistic Approach  Methods  Structure  Human Side Key Lessons … Aspiring for a Holistic Approach
  36. 36. 38www.komus.de Fachhochschule Koblenz University of Applied Sciences Business Units BPM–CenterofExcellence IT–CenterofExcellence Support End-User- Computing Production Development IT-Sourcing Integrated IT-BPM-Unit Process Owner Process Owner Process Owner Process Owner IT Fulfillment New Organizational Structures for Better Integration Source: Komus in Komus (Editor): BPM Best Practice, Springer-Verlag 2011
  37. 37. 39www.komus.de Fachhochschule Koblenz University of Applied Sciences Aspiring for a Holistic Approach  Methods  Structure  Human Side Key Lessons … Aspiring for a Holistic Approach
  38. 38. 40www.komus.de Fachhochschule Koblenz University of Applied Sciences Web 2.0 on its way into BPM Weblog Social Network Community Mash-Up Subject-Oriented BPM-Approach Wiki- Export
  39. 39. 41www.komus.de Fachhochschule Koblenz University of Applied Sciences Wikimanagement‘s 10 Success Factors Source: Komus/Wauch: Wikimanagement, Oldenbourg Verlag 2008 – www.wikimanagement.de Shared Vision De-Privatization and Personal Approach Participation Culture of Trust Self- Fulfillment Mix of Different Forms of Rule Flexible Rule Interpretation Simplicity Emergent Development Incremental Development
  40. 40. 42www.komus.de Fachhochschule Koblenz University of Applied Sciences Human Side of Holistic BPM  Wikimanagement Success Factors (Establich Holistic BPM as a Shared Vision)  Leadership  Training  Culture  Incentive System
  41. 41. 43www.komus.de Fachhochschule Koblenz University of Applied Sciences Thriving for a Holistic BPM - Summary http://upload.wikimedia.org/wikipedia/commons/2/2e/Lager_01_KMJ.jpgand http://de.wikipedia.org/wiki/Datei:Dehnungsfuge.jpg Computation Independent Model (CIM) Platform Independent Model (PIM) Platform Specific Model (PSM) High Level Process Models Business Process Landscape  Avoid Overengineering and Rigid Structures  Use Loose Coupling  Build a Shared Vision  Learn from Social Media  Wikimangement Sucess Factors  Assure a Holistic Management-Approach for a Holistic BPM-Approach
  42. 42. 44www.komus.de Fachhochschule Koblenz University of Applied Sciences BPM – Benefits 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% no improvements weak improvements distinct improvements major improvements BPM-Best-Practice-Companies accomplish far-reaching Improvements in all Aspects of Process Performance © Prof. Dr. Ayelt Komus – FH Koblenz Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz
  43. 43. www.komus.de Struktur  Technologie  Mensch Prof. Dr. Ayelt Komus FH Koblenz Prof. Dr. Ayelt Komus www.komus.de 0172 6868697 komus@fh-koblenz.de
  44. 44. www.komus.de Struktur  Technologie  Mensch Prof. Dr. Ayelt Komus FH Koblenz Prof. Dr. Ayelt Komus www.komus.de 0172 6868697 komus@fh-koblenz.de
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