A Health & Wellness Approach to Enterprise Process Management

A Health & Wellness Model for Enterprise Process Management Brett Champlin President, ABPMP Association of Business Process Management Professionals www.abpm.org © Copyright, Brett Champlin, 2004-2007

A Medical Model

Preliminary Assessment

Determine Patient Health Goals

Diagnose Patient Health

Reassess Health Goals

Develop Treatment Plan

Prescribe Treatments

Schedule Follow Up Visits

Brainstorm BPM Conference, Chicago, April 10, 2007

Emergency Assessment

Bleeding

Breathing

Breaks

Consciousness

Awake

Alert

Shock

Complaint

Expenditures

Cash Flows

Operations

Marketing

Responsive

Effective

Management

Complaint

Office/Hospital Preliminary Assessment

Pulse

Height

Weight

Respiration

Temperature

Blood Pressure

Complaint

Cash Flow

Industry(ies)

Market Share

Revenues

Operating Costs

Product Lifecycle

Complaint

Determine Patient Health Goals

Save Life

Ease Suffering

Cure Disease

Prevent Disease

Improve Overall Health

Stop Gap Measures

Fix Problems

Redesign Processes

Process Management

Strategic Process Planning

Diagnose Patient Health

Symptoms

Disease

Etiology

Long Term Health Risks

Known Problems

Process Performance

Business Environment

Long Term Viability

Which System(s) Are Affected?

Core

Circulatory, Respiratory, Neurological, Digestive, Reproductive

Support

Skeletal, Musculature, Skin

Control

Nervous System, Sensory, Endocrine, Immune

Which System(s) Are Affected?

Core Operational Processes

Engage Customer, Transact Business, Fulfill Expectations, Service Customer Needs

Enabling Processes

Resource Management

Financial – Human – Physical – Material - Information

Control Processes

Process Management

Strategic Positioning – Performance Monitoring – Process Transformation - Change Mgt - Compliance

Business Process Architecture Brainstorm BPM Conference, Chicago, April 10, 2007 Source: Paul Harmon, BP Trends

Measurement

Cycle/Handling/Throughput Time

Resource Utilization

Rework/Reprocess

Defect Rates

Waste

WIP Queues

Customer Retention/Satisfaction

Market Growth/Loss

Diagnostic Tools

Process Mapping

Simulation

Statistical Analysis (Six Sigma )

Activity-Based Cost Analysis (ABC/M)

Relationship Analysis

Root Cause Analysis

Relationship Mapping Brainstorm BPM Conference, Chicago, April 10, 2007 GOVERNMENT VENDORS (SUPPLIERS) MARKETS (CUSTOMERS) <YOUR BUSINESS> COMPETITORS CHANNELS (SALES & DISTRIBUTION) COMMUNITY

Reassess Health Goals

Immediate

Short Term

Long Term

Generic Process Maturity Model Brainstorm BPM Conference, Chicago, April 10, 2007 Integrated (6) Coordinated Process Initial (1) ad hoc Process Repeatable (2) Stable Process Defined (3) Standard Process Managed (4) Measured Process Optimized (5) Effective Process Process Control Process Measurement Process Definition Basic Management Control Process Integration Consistent Execution Controlled Environment Quality and Productivity Improvement Continuing Improvement Chaotic Cooperative Optimization A Health Assessment Tool

Assess Organization

Traditional (Functional Organization)

Involvement Management

Process Management

Cross-Functional Management

Matrix Management

Process Focused

Brainstorm BPM Conference, Chicago, April 10, 2007 Styles of Work Management, Dan Madison, “ Process Mapping, Process Improvement, and Process Management”

Traditional – Involvement Brainstorm BPM Conference, Chicago, April 10, 2007 Styles of Work Management, Dan Madison, “ Process Mapping, Process Improvement, and Process Management” Manager Supervisor Worker Manager Supervisor Teams and task force President Accounting Marketing Customer Service Manufacturing President Accounting Marketing Customer Service Manufacturing

Process Management – Cross-Functional Management Brainstorm BPM Conference, Chicago, April 10, 2007 Styles of Work Management, Dan Madison, “ Process Mapping, Process Improvement, and Process Management” President Accounting Marketing Customer Service Manufacturing President Accounting Marketing Customer Service Manufacturing = Improved Processes = Improved Processes

Matrix – Process Focused (f-type) Brainstorm BPM Conference, Chicago, April 10, 2007 Styles of Work Management, Dan Madison, “ Process Mapping, Process Improvement, and Process Management” Process Consultant Process Consultant Process Consultant Accounting Marketing Customer Service Manufacturing Process Owner Process Owner Process Owner CEO Or COO President Accounting Marketing Customer Service Manufacturing = Improved Processes overseen by Process Consultants = Improved Processes overseen by Process Owners

Work Management and Effectiveness Brainstorm BPM Conference, Chicago, April 10, 2007 Traditional Involvement Process Cross- Functional Matrix F-Type World Class Extremely Wasteful Total organizational effectiveness and efficiency scale Styles of Work Management, Dan Madison, “ Process Mapping, Process Improvement, and Process Management”

Process Management Plan Brainstorm BPM Conference, Chicago, April 10, 2007 Continuously Improving Process Predictable Process Disciplined Procedures Consistent Process Optimized Process (5) Managed Process (4) Defined Process (3) Repeatable Process (2) Initial State (1) Integrated Process (6) Cooperative Process Need Quality Management Program Need Management Regulation Ignored (1) Manage/ Plan (5) Participate/ Control (4) Support/ Direct (3) Recognize/ Organize (2) Lead/ Collaborate (6) Need Enterprise Integration Process Management Maturity Process Maturity

Develop Treatment Plan

Ease Symptoms

Cure Disease

Rehabilitation Plan

Maintenance Plan

Wellness Improvement Plan

Health Assessment Brainstorm BPM Conference, Chicago, April 10, 2007 Process Assessment Initial (1) ad hoc Process Repeatable (2) Stable Process Defined (3) Standard Process Managed (4) Measured Process Optimized (5) Effective Process Integrated (6) Coordinated Process Wellness Evaluation Life Threatening Seriously ill Stable but ill Basically Healthy Robust and Active Excellent Long Term Health Immediate Treatment Stabilize, Treat life critical symptoms Aggressively treat symptoms and disease(s) Holistically treat disease(s), evaluate etiology Prescribe health improvement plan Prescribe health maintenance plan Monitor and maintain healthy behaviors

Prescribe Treatment

Alternatives

What to do now

How often

How much

How long

Business Process Strategy Map Brainstorm BPM Conference, Chicago, April 10, 2007 Business Strategy Mergers, Acquisitions, Core/Context, Divestiture, Joint Venture Business Portfolio Mgt Enhance/Retain, Outsource, In-source, Co-source White Label, Aggregate, Orchestrate Business Processes (Supply Chain, Value Chain, Product Design, Marketing) Business Process Management Metrics, KPIs, Change Management, Collaboration Business Process Management System Process execution lifecycle Process design lifecycle Discover Design Deploy Execute Operate Interact Analyze Optimize Web Services & EAI Integration Source: Howard Smith, CSC & BPMI

A Plethora of Treatment Options

ABCD Checklist for Operational Excellence

Activity based costing (ABC)

Affinity Diagram

Assigned Process

Balanced Scorecard

Benchmarking

Brainstorming

Business Systems Planning (BSP)

Cause/Effect Diagram

Consensus Building

Continuous Flow Optimization (TOC)

Cross Functional Process Map

Customer Research

Cycle Time Reduction

Decision Matrix

Decision process re-engineering

Earned Value Analysis

Force Field Diagram

Functional Economic Analysis

Gantt Chart

Human Resource Development

Improvement Process

Interrelationship Digraph

ISO-9000

Kaizen

Meeting Process

Multivoting

P/R Measurements; Leading, Lagging Indicators

Pareto Diagram

Process Decision Program Chart

Process Flow Chart

Purpose, Vision, Goals, Strategies, & Plans

Process Improvement

Process Management

Process Redesign

Process Reengineering

Organizational Development

Relationship Diagram

Relationship Strategies

Scoreboard

Stage Theory - Stages of Team Growth

Storyboarding

Strategic Business Planning

Strategic Fit Analysis

Supply Chain Management

Six Sigma and Lean Manufacturing

Six Thinking Hats

Streamlining

Systematic Diagram

Total Quality Management

Quality Function Deployment (QFD)

Value Chain Mapping

Value-Added Step Analysis

Waste Search

Workflow Diagram

More…

Process Improvement Plan

Generic Process Maturity Model

Where are we?

Where do we want to be?

When?

What do we need to do to get there?

How will we get there?

Process Improvement Plan Brainstorm BPM Conference, Chicago, April 10, 2007 ASSESSMENT PRESCRIPTION GOAL Well Controlled Process - Level 4 or better Process Refinement - Level 5 Process Integration - Level 6 Initial (1) ad hoc Process Repeatable (2) Stable Process Defined (3) Standard Process Managed (4) Measured Process Optimized (5) Effective Process Integrated (6) Coordinated Process Radical Reengineering Reengineering/ Redesign Process Improvement (Six Sigma) Process Redesign Analyze Systems Dynamics Manage Relationships Obliterate and Innovate - Level 4 or better Leverage What Works - Level 4 or better Strengthen and Nurture Relationships

Schedule Follow Ups

Regular Visits

Self Assessments

Periodic Checkup

If Side Effects Occur

The Process Doctor’s Advice

Process Health Clinic

Holistic Patient Treatment

Long Term Health & Wellness Plan

A Health & Wellness Model for Enterprise Process Management Brett Champlin, CCP, CDMP [email_address] Association of Business Process Management Professionals www.abpm.org © Copyright, Brett Champlin, 2004-2007