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BPM - Insights, Practices and Emerging Themes; Adelaide 2010
 

BPM - Insights, Practices and Emerging Themes; Adelaide 2010

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BPMlink Adelaide - 14th December 2010

BPMlink Adelaide - 14th December 2010
Main Presentation by Imre Hegedus

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    BPM - Insights, Practices and Emerging Themes; Adelaide 2010 BPM - Insights, Practices and Emerging Themes; Adelaide 2010 Presentation Transcript

      • Connecting Process Professionals
      Business Process Management Insights – Practices – Emerging Themes ADELAIDE 14 th December 2010
    • BPM – Insights and Practices for Sustained Transformation
    • BPM Link www.bpmlink.com
      • Melbourne
      • Adelaide
      • Canberra
      • Sydney
      • Brisbane
      • Perth
      • 2010 Topics have included…
      • BPM Governance - The value of Process Modelling
      • Lean in Service - Workflow Analysis
      • Process Maturity - Moving Beyond Process Modelling
      • Insights and Practices - Enterprise Architecture
      • BPM in Government - Process Mining
      • BPM Forum MELBOURNE: October 25 th to 27 t
      BPM – Insights and Practices for Sustained Transformation
      • Founded 2005
      • Not-for-profit – FREE Events
      • Sponsors and Hosts
      • Practitioners – Vendors – Consultant - Academia
      • Events every other month (February – December)
      • 2010 – 23 events of ~500 participants
    • Business Process Management Insights, Practices and Emerging Themes BPM link Forum | MELBOURNE Thursday 16 th December 2010
    • FROM NETWORKING, CONSULTING AND PRACTICING BPM
      • Insights and Practices
      BPM – Insights and Practices for Sustained Transformation
    • Sustaining Process-driven Transformation through Business Process Management (BPM)
      • Enterprises begin their ‘process journey’ by deploying Process Improvement methods
      • The sustainability of any Process Improvement (project) is dependant on the capability of the business to manage its processes
      • Improve only what you can manage
      • Continuous improvement is a function of the capability of an enterprise to both improve and manage its processes
      • All enterprises have processes. Whether they are visible, managed and improved as a primary mode of their operations is what distinguishes a process-oriented enterprise from one that is not.
      • The process-orientation needs to occur across the enterprise processes and through all levels of the organisational hierarchy…
      • Manage to Improve
      BPM – Insights and Practices for Sustained Transformation “ BPM is about managing and improving business performance through systemically and systematically focusing on the business processes that deliver value.”
              • Hegedus: Business Process Management – Insights and Practices for Sustained Transformation (2008)
    • Process focus enabled by a Philosophy
      • ” Brilliant process management is our strategy. We get brilliant results from average people managing brilliant processes. We observe that our competitors often get average (or worse) results from brilliant people managing broken processes ”
      Mr. Cho Vice Chairman of Toyota BPM – Insights and Practices for Sustained Transformation
    • What is a quality outcome?
      • Archetype Study
      • Japan
        • Perfection
      • America
        • It works (better than before)
      • France
        • Luxury
      • Germany
        • Adherence to specification
      • Australia
        • Relationship
      • Implications
      • Marketing
      • Product Design
      • Process Management
      • Organisational Development
      • We all agree that ‘people’ are central to the effective management and improvement of our business processes and yet we tend to focus on the more technical aspects of the discipline!
      BPM – Insights and Practices for Sustained Transformation
    • The Enterprise as a “Dynamic System” Culture Results Suppliers Customers Enterprise System Strategy Structures Process Technology People Values Suppliers Customers Supplier Partnership Customer Relationship Value Realisation Value Realisation BPM – Insights and Practices for Sustained Transformation
    • Processes in context
      • Strategically-aligned
      • Process-driven
      • Structurally-sound
      • Technology-enabled
      • People-centric
      • Results-oriented
      • Customer-focused
      BPM – Insights and Practices for Sustained Transformation
    • What are the key drivers for BPM in your Enterprise?
      • 2009 BPM Forum
      BPM – Insights and Practices for Sustained Transformation
    • Process Improvement and Process Management
      • Process improvement, whether driven from external market forces, regulatory requirements, cost reduction, growth or even business survival, is a common starting point and, sometimes, the only way in which organisations know ‘process’…
      Harnessing the Potential of BPM “ If there is a maturity gap between an enterprise’s ability to improve processes and it’s ability to manage them, then the sustainability of any of the improvements made comes into question.” Source: BPM Practice in Australian Organisations BPM – Insights and Practices for Sustained Transformation
    • Where does your BPM CoE reside?
      • 2009 BPM Forum
      BPM – Insights and Practices for Sustained Transformation
    • BPM Governance: Accountability Insights and experiences
      • Rarely:
        • do the senior executive team fully appreciate what it means to be process-oriented when the BPM Executives or CoE are appointed
        • are Process Owners empowered or resourced appropriately
        • Is the organisational* change effort fully appreciated or well managed
      • Typically:
        • Lack of clarity around roles (BPM CoE, Functional Owners, Process Owners)
        • Business function managers feel threatened by the concept of Process Owners
        • Role of governance is multi-dimensional and changes over time (leader, convener, facilitator, enforcer)
      BPM – Insights and Practices for Sustained Transformation
    • Rate the BPM Maturity of your Enterprise
      • 2009 BPM Forum
      BPM – Insights and Practices for Sustained Transformation Initial Repeatable Defined Managed Optimised
    • Sustained Process Performance is dependent on the capability of the business to manage its processes Focus on the relative positions of Process and BPM Maturity to bridge the BPM Capability Gap Source: Imre Hegedus Consulting BPM – Insights and Practices for Sustained Transformation BPM Capability Gap
    • THEMES AND CHALLENGES FOR IMPROVING (BPM) PERFORMANCE
      • Emerging Themes
      BPM – Insights and Practices for Sustained Transformation
    • Emerging (and re-emerging) Themes in BPM
      • The Enterprise as a Dynamic System
        • Enterprise (Business) Architecture
        • Executive Engagement
      • Continuous Improvement
        • Business Excellence
        • From BPI to BPM – Program Management
      • Governance
        • Technology - Discipline - Roles - Culture
        • The Cloud - Methods - Collaboration
      BPM – Insights and Practices for Sustained Transformation
    • BPM Perspectives: from Philosophy to Culture Source: BPM – Insights and Practices for Sustained Transformation BPM – Insights and Practices for Sustained Transformation