Establishing a Business Process Management Center of Excellence - Impact 2012


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Speakers: Benny Higdon, Prolifics; Howard Webb, Prolifics
Description: Introducing a new technology in to an enterprise may be fraught with problems. The same is true for Business Process Management (BPM), which are both a technology and a methodology. Establishing a properly staffed and empowered Center of Excellence (CoE) can improve your chances of success. Learn the considerations for setting up a BPM CoE in your organization.

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  • What it isWhy it is importantHow to structure and staff itCase study
  • Can’t reach consensus on definition.
  • The rate of change coupled with number of process initiatives…Demands central coordination and control.
  • Can’t change processes without impacting people and technology.
  • How well we execute our business strategy is determined by how well we manage and execute our business processes. Some organizations have other established offices, e.g. Project Office.
  • Define MOTJan Carlzon’s turnaround of SAS airlines in the mid ‘80s.
  • Functions might be: Take Order, Fill Order, Deliver to Customer
  • The larger the organization, the more compounded the problem
  • A COE can help coordinate and orchestrate your customers experience to ensure a consistent, singular message.Your customer should not feel like a ‘different’ customer when talking to Sales vs. Help Desk.
  • Think big, start small. Don’t boil the ocean. Early wins will provide traction…more so than standards and methods.
  • Assessment is critical to ensure consistency of process modeling. Even with standards like BPMN 2.0, modeling is still something of an art.
  • Responsible, Accountable, Consulted, Informed
  • Models, Choreography, Activity Monitoring, Business Rules, Data models
  • Very manual, paper based processes. Only a few people who actually know how things work.Support multiple platforms (website, mobile, etc.)Needed to do things in a methodical way. Prolifics helped them establish a COE.Understanding existing enviornment. COE would be a new structure. How the COE would fit.Role based structure, roadmap, RACI structure for the organization.SLIDE 13: KEY Organization structure, roles, services provided, RACI diagramCreated Roadmap…where we are today and what it should be.Role job description details, toolsets (what tools are needed for the role)MUST BE ROLE BASED to be reusable.Reference architecture: What are the components of a BPM System (components)Created a COE Internet site.SLIDES 32 & 33 Considerations/Communications. Were able to use a pilot and realize reuse. Services, knowledge and capabilities.DEMANDS build quickly
  • Increased number of claims being processed, first call resolution by presenting background information, etc.
  • Establishing a Business Process Management Center of Excellence - Impact 2012

    1. 1. Establishing a BPM Center of Excellence Best Practices & Case StudyHoward WebbDirector, BPM Advisory ServicesProlifics
    3. 3. Howard Webb  Director of BPM Advisory Services – Prolifics  Over 25 years as a consultant, trainer, facilitator, and speaker on the topics of Business Process Management (BPM), data architecture, and project management  Founded the Midwest BPM Users Group  Published articles on BPM and enterprise architecture3
    5. 5. Prolifics at a Glance Who Are We? A Corporate Group of 1,200 Employees Worldwide specializing in the expert delivery of end-to-end IBM Solutions Over 30 years in business, Prolifics is an end-to-end systems integrator specializing in IBM technologies New York Orlando Boston San Francisco Philadelphia London Application Testing Washington DC Hamburg Santa Clara, CA USA Off-Shore Development Center Hyderabad, India S t a b i l i t y, L o n g e v i t y & G r o w t h Solution Leadership $70 Gross Revenue (millions)  SOA solutions and appliances for connectivity $60  Business Process Management for business optimization $50  Portal, Collaboration and Content Management $40  IT Security for Applications and the Enterprise $30  Monitoring and Managing Applications $20  Testing, Governance and Methodology $10  Information Management for Data Cleansing, BI & Dashboards $0  Technology Migrations to the IBM Software Platform 2004 2005 2006 2007 2008 2009 20105
    6. 6. Prolifics’ Customers Healthcare Financial Services Government Retail & Distribution Utilities Insurance Education6
    8. 8. Business Process Management Some definitions… A top-down methodology A systematic approach for improving a specific process A set of software technologies The same thing as business process reengineering8
    9. 9. Business Process Management “Business Process Management (BPM) is a holistic management approach that encompasses all aspects of a business including Strategy, People, Processes and Technology, in order to delivering value to customers and other stakeholders.”9
    10. 10. You never arrive.10
    11. 11. It requires coordination to keep the Journey moving forward smoothly.11
    12. 12. 12
    13. 13. Challenges  Limited resources  Competing priorities  Standardization (methods, technologies)  Increasing demands from both the business and customers  Management demand to show ROI  Gain process maturity and foster an environment of continuous improvement  Struggling with complexity and change13
    14. 14. Complexity  “Change is linked to complexity. Complexity increases both when the rate of change increases and when the amount of things that are changing around us increase.” Theodore Modis14
    16. 16. The BPM Center of Excellence  A centralized organization focused on the enterprise-wide coordination of process activities  The Hub for all things BPM  A Steward of methods and standards  A link between strategy and execution  Agent of change16
    17. 17. WHY ESTABLISH A BPM COE?17
    18. 18. The Need for Coordination  The only way organizations can deliver value to their customers is via cross-organizational business processes  Business strategy is therefore delivered and executed by means of business processes  To ensure the business strategy is being delivered as desired, process initiatives must be coordinated, managed and controlled  Few organizations have a centralized structure dedicated to this objective18
    19. 19. Traditional Management Model  Redundant activities/duties  Misaligned incentives/ compensationDepartmental Silo  Isolated measurementPerspective model  Limited reuse Traditional  Multiple breakpoints Hierarchical Management  Multiple moments of truth  No cross-organization Corporate control Dept A Dept B Etc.
    20. 20. Process-Oriented Model  Begin and end with the customer experience in mind  Incentives based on end-to- Cross-Departmental end process performance Perspective  Fewer handoffs, fewer breakpoints  Few moments of truth  Process measures providing visibility Corporate Function A Function B Etc. Process 1 Process 2Customer Process 3 Customer
    21. 21. Poorly Coordinated BPM   Redundant standards Competing priorities Program  Sub-optimized operations  Inefficient use of technologyProcess Silo Perspective  More handoffs, more breakpoints  Multiple moments of truth  Limited or no cross- organization control Corporate Dept A Dept B Etc. Sub-Process Sub-Process Sub-Process Customer Customer
    22. 22. The Customer Experience  Discontinuous thinking leads to disjointed customer experiences… How many people or departments did I have to talk to just to get my issue resolved?22
    23. 23. Current Trends “Broadly speaking, investing in better coordination and management of process work has been on the rise, while incremental approaches are slowly declining, or at least being integrated into larger, organization-wide BPM initiatives..” bpm six sigma Lean six sigma business architecture *BPTrends, 2012, The State of Business Process Management, Celia Wolf, Paul Harmon : www.bptrends.com23
    24. 24. Operating Model Maturity Influencing Directing  Leading by example  Setting policy  Gaining support  Determining what projects to  Small, early successes do  Have a seat at the Strategy table  Where your COE falls on this spectrum depends largely upon your environment  How much power and authority the COE is granted  Not likely to start as a Directing model24
    25. 25. Structure BPM COE Management Process Process Management Improvement  Strategic organizational perspective  Process modeling  Coordination of activities  Facilitation  Track and monitor benefits, ROI  Coaching  Support the use of tools and  Project management technologies  Business analysis  Development of standards, methods  Data analyst and techniques  Integrate with Project Office  Customer surveys  Process maturity assessments25
    26. 26. Staffing BPM COE Management  Office administration  Communications coordination Process Process Management Improvement  Business Architect  Project manager  Customer segmentation  Process modeler  Delivery channels  Revenue streams  Data analyst  Trainer/coach  IT analyst  Methodologist  Facilitator  Business Rules Specialist  Statistician Some roles can be virtual, tapping expertise as needed.26
    27. 27. Funding BPM COE Management  Centrally Funded Process Process Management Improvement  Centrally Funded  Project Funded Without central funding, staff could be „reallocated‟ to other duties or continually be searching for funding.27
    28. 28. Positioning the COE Location of the BPM Group 2011 Survey results We do not have a formal BPM Group 36% Our BPM Group is at the Executive 18% level Our BPM Group is at the Divisional or 16% Departmental level Our BPM Group is located within IT 15% Our BPM Group is located within HR 1% or Training Our BPM Group is located within 4% Finance Our BPM Group is located within 5% Quality Control Other 6% *BPTrends, 2012, The State of Business Process Management, Celia Wolf, Paul Harmon : www.bptrends.com28
    30. 30. BPM Maturity Model Assessment Criteria30
    31. 31. Role-Based Organizational Structure Service Catalog RACI Chart31
    32. 32. Discipline Roadmaps BPM COE Intranet Three Year Roadmap32
    34. 34. Who is Horizon Healthcare Services?  Horizon is New Jersey’s oldest and largest health insurer.  Horizon traces its history back to 1932, when Associated Hospitals of Essex County, Inc. began selling multi-hospital pre-payment plans for $10 a year covering 21 days of in-patient care.  The company was one of the first health insurance companies in the nation and also one of the first Blue Cross Plans.  Today, it serves more than 3.6 million members.  In 2010, the company processed more than 57.6 million claims totaling more than $13 billion for its members.  The company has more than 4,800 employees and is headquartered in Newark with offices in Harrison, Wall Township, Mt. Laurel, and West Trenton.34
    35. 35. Why Horizon Decided to Get Involved in BPM Journey to Agility The Horizon Multi Year Strategy Competitive Pricing Responsive Agile Cost Reduction Standardization Event Driven  Horizon defined a comprehensive systems strategy and plan to achieve the following goals:  Complexity reduction  Sources of truth for core business information  Flexible and agile platforms to respond quickly to change  Business model shift to self-service and the Internet  Catalyst for change  Industry trends requiring faster business response  Shift to the individual consumer  Shifting demographic to technology sophisticated customers  Increasing healthcare costs forcing operational excellence  Increased reliance on business partners35
    36. 36. What Horizon Expects from BPM? From Here To Here36
    37. 37. LESSONS LEARNED37
    38. 38. Key Considerations  Executive Sponsorship is Key  Startups take vision and investment  BPM is a big investment … Hardware, Software, People, Project Costs  It’s a business ... financial benefit to the Organization needs to be documented  Communication … do it early … do it often  Surprises … Communicating the Reference Architecture to the Business is important  Your peers don’t know what you have not shared with them … until you tell them three times  You don’t know what your team has not told you …  Communication will create demand … do you have the capacity?38
    39. 39. Key Considerations  Demand comes quickly … get your capacity ready  Recruit … Recruit … Recruit … get help  You need a diverse set of skills …  Setting up a new business takes a LOT of energy … Plan for change … and stress  Work to stay aligned to your plan (“Plan your work and work your plan”)  Work to get others aligned to your plan … communicate  Setting up the Infrastructure and Base Platform installs is a massive project • Development, Test, Pre-Production, Production39
    40. 40. Good Things Happen Along the Way  BPM & SOA lead to reuse Reuse sometime pops up unexpectedly … especially when focused on core processes  Example … Our pilot had to do with managing the process and data for customers with multiple insurance policies.  Currently using two claim systems but working to converge to a single one.  We reused knowledge, services, and processes to accelerate and ensure consistency for the migration.40
    41. 41. Horizon BPM Success Stories BPM & Web 2.0 Mash-Ups = Consolidation Cycle Time Improvements of 20x 20 Letter Systems to 1 CRM & SOA = First Call Resolution BPM Automations Integrated Medical Record Management 10% Increase in FPR Timely Resolution of Complex Claims41
    42. 42. WRAP UP42
    43. 43. Summary  Cross-organizational coordination of process initiatives is critical to success  Implement your Center of Excellence sooner vs. later  Properly staff and fund the Center of Excellence with the appropriate roles and skills  Don‟t burden individual process improvement teams with defining standards and methods43
    44. 44. Next Steps  BPM Readiness Assessment  Setting Up and Configuring A BPM COE in Your Environment44
    45. 45. For more information: Contact: Howard Webb Email: Phone: 646.380.2948 And visit these useful links on the Prolifics Web site:  Case Studies:  Webcasts:  Podcasts:  Service Brochures:  Technology Blog:  Twitter:  Prolifics TV: