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ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
ELO Group Process Day Austrália
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ELO Group Process Day Austrália

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  • 1. “Leadership on BPM ideas, methods and results in Brazil” A Framework for a BPM Center of Excellence Leonardo ProcessDays – July26th 2010 Leandro Jesus Managing Partner, ELO Group
  • 2. About the speakerLeandro Jesus, MSc. • Managing Partner ELO Group consulting • Auxiliary Professor Federal University of Rio de Janeiro • Vice-President - Association of Business Process Management Professionals (ABPMP) Chapter Brazil; • Curriculum vitae: http://www.linkedin.com/in/leandrojesus • E-mail: leandro.jesus@elogroup.com.br 2© ELO Group all rights reserved.
  • 3. About ELO Group  ELO Group is a Brazilian consulting enterprise focused in Business Process Management and Governance, Risk and Compliance solutions.  Founded in COPPE’s Technological and Industrial Cluster, at Federal University of Rio de Janeiro, one of the most advanced Research and Development Centers in Latin America.  Counts on a group of professionals with solid Academic Formation and experiences through relevant Academic Institutions in Brazil , USA and Europe  International Cooperation with BPTrends, Queensland University of Technology and Leonardo Consulting  Organizer of the Brazilian International BPM Seminar 3© ELO Group all rights reserved.
  • 4. Our Clients Portfolio Conselho da Justiça Federal 4© ELO Group all rights reserved.
  • 5. Our Values  Strong academic links, allowing ELO Group to bring to the market the state of the art in management solutions and best practices;  Focus on collaborative development of customized organizational solutions;  Always strive for solutions that are innovative, long lasting and that leverage organization performance;  Constant know-how transfer to our clients;  Internal work logic focused on dynamic specialization among professionals with high specialization in different knowledge areas;  Ethics, agility and adaptability throughout the service provisioning cycle;  Learning and continuous improvement. 5© ELO Group all rights reserved.
  • 6. Food for thought… What people usually ask us about BPM CoEs: • Where should a Center of Excellence be placed within the organization? Whom it should report to? • Which are the responsibilities that should be centralized into a BPM CoE and which responsibilities can remain decentralized? • How do these responsibilities change over time? • How to evaluate a a BPM CoE’s effectiveness? 6© ELO Group all rights reserved.
  • 7. INTRODUCTION: CHALLENGES FACING MODERN ORGANIZATIONSBPM GOVERNANCE AND THE NEED FOR A CENTER OF EXCELLENCE BPM CENTER OF EXCELLENCE MAIN CHARACTERISTICSBPM CoE FRAMEWORK – HISTORY AND GENERAL VIEWBEYOND BPM CoE – OTHER ROLES AND RESPONSIBILITIES
  • 8. The old way to manage…Organizations are facing the 21st century environment but still adopt management practices that were built considering the 20th century.Previous organizational focus: • Scale • Efficiency • Hierarchy and control 8© ELO Group all rights reserved
  • 9. ... and some implications Source: Compliance Week, December, 2006 9© ELO Group all rights reserved.
  • 10. Rules are changing...  Most demanding customers  Global competition  Focus on individuals, knowledge and innovation  Greater complexity and uncertainty (risk) in operations  Need for more flexibility and agility  Intensive use of IT in business 10© ELO Group all rights reserved.
  • 11. New Paradigm for the 21st Century Old organization’s paradigm Emergent organization’s paradigm STABILITY DYNAMISM FLEXIBILITY CENTRALIZATION COOPERATION CONTROL AUTONOMY COMMODITIES SERVICES AND PROPERTY AND EXPERIENCES 11© ELO Group all rights reserved.
  • 12. New Paradigm for the 21st Century Source: http://www.slideshare.net/reynolds/web-20-business-models-© ELO Group all rights reserved. presentation
  • 13. Be prepared to changes… 13© ELO Group all rights reserved.
  • 14. ... And treat them appropriately According to McMinsey’s survey, only a third of respondents said their organizations have had success in making changes with greater impact! (McKinsey, 2008); Researches shows that 82% of organizations are developing some form of change initiative, that 70% of these initiatives fail and 68% of these organizations don’t evaluate the success of these initiatives (Kottler, Harvard Business Review …); Most of strategies haven’t failed because they were poorly conceived, but because they were poorly implemented (Norton & Kaplan). 14© ELO Group all rights reserved.
  • 15. How do you transform an organization ?... BETTER BETTER ATITUDES & INTERFACES, COMPETENCES ALIGNMENTS ACCOUNTABILITIES BETTER “SIMPLER” & SYSTEMS INNOVATIVE SERVICES BETTER CONTRACTS BETTER & PARTNERS CONTROL & VISIBILITY BETTER POLICIES, BUSINESS BETTER RULES & EQUIPMENTS & STANDARDS INFRA-STRUCTURE 15© ELO Group all rights reserved
  • 16. Which areas provide these transformations ? BETTER BETTER Human Resources & INTERFACES, Strategy ATITUDES & Communication COMPETENCES ALIGNMENTS ACCOUNTABILITIES Customer & Information BETTER “SIMPLER” & SYSTEMS INNOVATIVE Product Technology SERVICES Management BETTER Contract CONTRACTS BETTER IT & Risk & PARTNERS CONTROL & Management Management VISIBILITY BETTER POLICIES, Compliance & BUSINESS BETTER Assets Standards RULES & EQUIPMENTS & Management STANDARDS INFRA-STRUCTURE 16© ELO Group all rights reserved
  • 17. So... why do you need business process management ? If business process management: Doesn’t develop systems (except for BPMSs) Doesn’t manage competences Doesn’t review contracts Doesn’t design new products Doesn’t create dashboards Doesn’t project layout If we have mature HR, IT, Risk Management, process do we really need Business Process Management ?? 17© ELO Group all rights reserved
  • 18. Think again... What’s the big issue ? 1) Provide education or2) Identify key competences BETTER BETTER That enhace the impact ATITUDES & INTERFACES, Of business results COMPETENCES ALIGMENTS ACCOUNTABILITIES1) Develop system or 2) Understand BETTER “SIMPLER” & Business SYSTEMS INNOVATIVE SERVICES requirements 1) Create dashboard BETTER or 2) Design Metrics CONTRACTS BETTER CONTROL & and controls to & PARTNERS VISIBILITY effective Support decision making 1) Institutionalize and BETTER Formalize business POLICIES, Guidelines, or 2) Debate BUSINESS BETTER RULES & EQUIPMENTS & and reach agreement with INFRA-STRUCTURE STANDARDS business areas about rules 18© ELO Group all rights reserved
  • 19. Organizations need better Transformation Capability to convert good ideas into process redesign and implementation 1) Provide education or2) Identify key competences That enhace the impact Of business results1) Develop system or 2) Understand Business requirements 1) Create dashboard or 2) Design Metrics and controls to effective Support decision making 1) Institutionalize and Formalize business Guidelines, or 2) Debate and reach agreement with business areas about rules 19© ELO Group all rights reserved
  • 20. What about your BPM approach? Is it Transformation Oriented?© ELO Group all rights reserved
  • 21. A traditional BPM approach Several BPM techniques used today were designed for the “old paradigm” 21© ELO Group all rights reserved
  • 22. Objective of traditional BPM approaches Reduce variability and increase Aumento da reability confiabilidade organizacional Foco Comum Avanço no desempenho organizacional Improve Mudança da Expectativa do performance Consumidor around the current paradigm! Desempenho Desempenho 22 Esperado© ELO Group all rights reserved Atual
  • 23. What we currently see Organizations are investing in many BPM initiatives but many of them lack a clear focus Many times results are not reached. When they are, they are not clearly communicated BPM initiatives with different purposes are conducted in an isolated way inside an organization Sometimes BPM as a discipline still lacks a natural home and official identity 23© ELO Group all rights reserved.
  • 24. The focus of BPM application should move towards the transformation of the organization through the implementation of significant improvements and sustainable changes 24© ELO Group all rights reserved
  • 25. Some challenges for an effectivetransformation based on BPM Understand processes as relevant assets to be managed Create a BPM identity and disseminate its benefits Gain sponsorship on BPM initiatives Create alignment among transformation efforts Demonstrate results with BPM initiatives! 25© ELO Group all rights reserved
  • 26. INTRODUCTION: CHALLENGES FACING MODERN ORGANIZATIONSBPM GOVERNANCE AND THE NEED FOR A CENTER OF EXCELLENCE BPM CENTER OF EXCELLENCE MAIN CHARACTERISTICSBPM CoE FRAMEWORK – HISTORY AND GENERAL VIEWBEYOND BPM CoE – OTHER ROLES AND RESPONSIBILITIES
  • 27. BPM Governance BPM Governance relates to the definition and enforcement of guidelines and rules that drive activities and decisions along the process lifecycle, as well as the consequent definition of responsibilities and accountabilities for BPM actions on project and program management level Effective BPM Governance has to reinforce the strategic alignment among process management activities and business priorities, clearly define and enforce the accountabilities of each involved stakeholder and avoid redundancies related to BPM initiatives. 27© ELO Group all rights reserved
  • 28. Many focus for BPM initiatives andlack of convergence Source:© ELO Group all rights reserved BPTrends, 2010
  • 29. Need for BPM Governance New Organizational Context BPM initiatives evolution Organizations Problems BPM Problems BPM Governance Source: Barros, 2009 29© ELO Group all rights reserved.
  • 30. Elements related to BPM Governance 1. Roles and Responsibilities 2. Standards 3. Structure 4. Services GOVERNANCE MODEL 5. Control 7. Evaluation and 6. Objectives Mechanisms Reward Mechanisms Source: Barros, 2009 30© ELO Group all rights reserved.
  • 31. INTRODUCTION: CHALLENGES FACING MODERN ORGANIZATIONS BPM GOVERNANCE AND THE NEED FOR A CENTER OF EXCELLENCE BPM CENTER OF EXCELLENCE MAIN CHARACTERISTICS BPM CoE FRAMEWORK – HISTORY AND GENERAL VIEW BEYOND BPM CoE – OTHER ROLES AND RESPONSIBILITIES© ELO Group all rights reserved.
  • 32. Need for a BPM CoE A BPM Center of Excellence is an important organizational mechanism that has been widely adopted by enterprises aiming at institutionalizing BPM initiatives and perpetuating its benefits throughout the organization in a more centralized approach. 32© ELO Group all rights reserved.
  • 33. Need for a BPM CoE Research with 91 national organizations found that many (49%) do not have yet a formal as the “owner of the BPM initiatives”, for example a Process Office Source: ELO Group & iProcess , 2009 Similar research shows that only 20% among the largest global companies do not possess such BPM Group. This shows the establishment of BPM Groups as a global trend. Source: BPTrends, 2008© ELO Group all rights reserved.
  • 34. Some Nomenclatures Process Office BPM Center of Excellence Process Team BPM Group BPM Support Office Etc. 34© ELO Group all rights reserved.
  • 35. Location of a BPM CoE Source: BPTrends, 2010 35© ELO Group all rights reserved.
  • 36. Typical roles 1. Internal Consulting: • Performs (or provides support to) BPM services within the organization 2. Knowledge Provider: • Assures process knowledge dissemination and reinforces a process-oriented culture within the organization 3. Standards Guardian: • Assures process management standards are being followed throughout the organization 36© ELO Group all rights reserved.
  • 37. Detailing some typical roles Guardian of the process management methodologies (standards, rules, performance measures, etc…); Management of BPM projects activities (modeling, analysis, improvements implementation, evaluation of results); Training on business process management best practices; Consolidation of records &documentation, evaluation and dissemination of best practice and lessons learned; Support process owners to monitor and evaluate processes; Delivering on the dialogue process between process owners and senior management. 37© ELO Group all rights reserved.
  • 38. Previous list of BPM services Source: Rosemann, 2008 38© ELO Group all rights reserved.
  • 39. Results - Evidence 39© ELO Group all rights reserved.
  • 40. INTRODUCTION: CHALLENGES FACING MODERN ORGANIZATIONS BPM GOVERNANCE AND THE NEED FOR A CENTER OF EXCELLENCE BPM CENTER OF EXCELLENCE MAIN CHARACTERISTICS BPM CoE FRAMEWORK – HISTORY AND GENERAL VIEW BEYOND BPM CoE – OTHER ROLES AND RESPONSIBILITIES© ELO Group all rights reserved.
  • 41. Introduction With the objective of bringing a structured and detailed reference, ELO Group has developed a Framework for the Operation of a BPM CoE. This reference framework is based in a wide theoretical e practical research. Best practices from several references and case studies were combined, generating this rich instrument in order to support organizations in implementing and operating a BPM CoE. 41 41© ELO Group all rights reserved
  • 42. BPM Services and Internal Processes Management Process Main Services Complementary Services BPM technologies Support processes 42© ELO Group all rights reserved.
  • 43. Internal Processes  Management Processes: The set of processes related to the management of a BPM Center of Excellence internal activities. It includes the translation of strategic and operational demands into BPM services, the analysis, configuration and monitoring of BPM services; the evaluation of results generated by BPM services and the communication and dissemination of BPM culture throughout the organization.  Support Processes: The set of processes that supports the operation of the Center of Excellence. It includes the creation and maintenance of methods for all activities within the process lifecycle, establishment of BPM related roles and responsibilities, administration of the BPM services portfolio, administration of BPM human resources, charging and funding. 43© ELO Group all rights reserved.
  • 44. BPM Services  Main Services: These services are central to the implementation of the BPM approach and are the usual responsibilities of a BPM Center of Excellence. This set includes services like process modeling, process improvement and design, process change management, process performance management and process management education/training.  Complementary Services: Services that may not be the direct responsibilities of a BPM Center of Excellence, but are still related to the BPM discipline and its methods and tools. This set of services includes for example process auditing, risk and internal control management, process forensics, systems design, etc. 44© ELO Group all rights reserved.
  • 45. BPM CoE’s Capabilities Evolution 3. Strategic Alignment and BPM culture 2. Creation of convergence among BPM initiatives 1. Difusion of BPM concepts and benefits 45© ELO Group all rights reserved.
  • 46. BPM CoE’s Capabilities Evolution  The definition of processes and services associated with each stage was built from two surveys of BPM initiatives undertaken by ELO Group with over 150 organizations, and revised with Prof. Michael Rosemann;  It is recommended the adoption of this Framework and customization for each organization. The specificity of each organization as well as its history of initiatives is crucial to define the optimal portfolio of processes and services to be offered by the Office over time. 46© ELO Group all rights reserved.
  • 47. Capabilities for a BPM CoE (1/3) 47© ELO Group all rights reserved.
  • 48. MANAGEMENT PROCESSES MP07 BPM Culture DisseminationCOMPLEMENTARY SERVICES MAIN SERVICES CS01 Lean & Six Sigma MS01 Process Architecture Oriented Improvement Maintenance MS02 Process Modeling (As-is) MS03 Process Improvement (To-be) MS04Process Documentation MS05 Process Change ManagementSUPPORTING PROCESSES SP02 SP01 Administration of Administration of BPM Roles and Models Repository Responsibilities 48
  • 49. Stage 1 Processes and Services Code Name Type Description MS01 Process Main Definition and/or updating of the organizations value chain and Architecture Service business process architecture that illustrate its mission, vision Maintenance and main attributions. Dissemination of process-based vision throughout the organization MS02 Process Main Modeling and/or updating of the way work is performed. Models Modeling (AS Service usually include activities and events, responsibilities, related IS) systems and documents and are displayed in notations like BPMN, EPC, IDEF. It can also include identification of improvement opportunities. MS03 Process Main Redesign of existing processes based on the analysis of Improvement Service improvement opportunities and prioritization of identified (TO BE) solutions. It can also refer to the design of a new process. MS04 Process Main Creation and/or updating of procedures and manuals that detail Documentation Service processes models and can serve as a basis for work execution. MS05 Process Change Main Definition of an action plan to incorporate improvements in Management Service existing processes. Tracking of action plans status, intermediate results and difficulties. CS01 Lean & Six Complem. Improvement initiative focused on process efficiency and Sigma Oriented Service productivity increases, mainly based on Lean & Six Sigma Improvement techniques. SP01 Models Support Creation and/or maintenance of BPM methodologies e modeling Repository Process notation. Administration of models repository (backups, acess Administration control etc.) SP02 Administration Support Definition and/or updating of information related to each of the of BPM Roles Process BPM roles and responsibilities (process owners, analysts, and specialists, sponsors etc.), according to the organizations Responsibilities process management model.© ELO Group all rights reserved.
  • 50. Capabilities for a BPM CoE (2/3) 50© ELO Group all rights reserved.
  • 51. MANAGEMENT PROCESSES MP04 BPM Services MP05 BPM Services Programming Monitoring MP07 BPM Culture DisseminationCOMPLEMENTARY SERVICES MAIN SERVICES CS01 Lean & Six Sigma MS01 Process Architecture MS06 Process Performance CS06 Process Auditing Oriented Improvement Maintenance Measurement CS02 Reference Models MS02 Process Modeling MS07 Process Management CS07 Risk and Internal Implementation (As-is) Training and Education Control Management CS03 Systems MS03 Process Improvement CS08 Competencies Specification MS08 Process Compliance Management (To-be) MS04Process CS09 Management of CS04 Process Automation Documentation improvement projects MS05 Process Change ManagementSUPPORTING PROCESSES SP02 SP03 SP04 SP01 Administration of Administration of Administration of Administration of BPM Roles and BPM Services BPM Human Models Repository Responsibilities Portfolio Resources 51
  • 52. Stage 2 Processes and Services Code Name Type Description MP04 BPM Services Mgmt. Prioritization and programming of all BPM services being offered Programming Process according to availability of personnel in Center of Excellence. Definition of responsibilities and targets of each initiative. MP05 BPM Services Mgmt. Monitoring of all BPM services that are being performed and Monitoring Process related controls (time, scope, quality, resources etc.) MS06 Process Main Definition of a structure of business process measures. Performance Service Measurement, monitoring and reporting of process performance. Measurement Establishment and tracking of actions to improve performance. MS07 Process Main Employees training and education on BPM concepts, methods Management Service and tools. Education and Training MS08 Process Main Periodic process checking. Verification of the adherence of the Compliance Service process models to reality. CS02 Reference Complem. Planning, adoption and maintenance of reference models like Models Service ISO9001, SCOR, ITIL, VRM etc., focused on performance Implementation impromevents and/or achieving certifications. CS03 Systems Complem. Definition of requirements to support software development that Specification Service can optimize process execution CS04 Process Complem. Implementation of systems that could automate work. Automation Service CS06 Process Auditing Complem. Definition and execution of internal auditing tests to evaluate Service adherence of business processes. 52© ELO Group all rights reserved.
  • 53. MS08 Process Main Periodic process checking. Verification of the adherence of the Compliance Service process models to reality.Stage 2 Processes and Servicesand maintenance of reference models like Reference CS02 Complem. Planning, adoption Models Service ISO9001, SCOR, ITIL, VRM etc., focused on performance Implementation impromevents and/or achieving certifications. CS03 Systems Complem. Definition of requirements to support software development that Specification Service can optimize process execution CS04 Process Complem. Implementation of systems that could automate work. Automation Service CS06 Process Auditing Complem. Definition and execution of internal auditing tests to evaluate Service adherence of business processes. CS07 Risk and Complem. Analysis of operational risks in processes and defintion of internal Internal Control Service controls to mitigate risks. Management CS08 Competencies Complem. Definition and evaluation of required competencies for process Management Service execution. Establishment of training plans, HR selection and relocation. CS09 Management of Complem. Management of major organizational projects that involve improvement Service process improvement efforts (linkage between a PMO and a projects BPM Center of Excellence) SP03 Administration Support Updating of informations related to BPM services like: of BPM Service Process responsibilities, methods and tools involved, periodicity of Portfolio execution etc. SP04 Administration Support Definition and updating of profiles, roles, competencies and of BPM Human Process division of labor of the BPM Center of Excellence team. Resources 53© ELO Group all rights reserved.
  • 54. Capabilities for a BPM CoE (3/3) 54© ELO Group all rights reserved.
  • 55. MANAGEMENT PROCESSES MP01 Strategy MP06 BPM Results Translation into Evaluation MP03 BPM Services Processes MP04 BPM Services MP05 BPM Services Development Programming Monitoring MP02 BPM Demands Plannig MP07 BPM Culture Identification Dissemination and AnalysisCOMPLEMENTARY SERVICES MAIN SERVICES CS01 Lean & Six Sigma MS01 Process Architecture MS06 Process Performance CS06 Process Auditing Oriented Improvement Maintenance Measurement CS02 Reference Models MS02 Process Modeling MS07 Process Management CS07 Risk and Internal Implementation (As-is) Training and Education Control Management MS03 Process Improvement CS08 Competencies CS03 Systems Specification MS08 Process Compliance Management (To-be) MS04Process MS09Process Maturity CS09 Management of CS04 Process Automation Documentation Management improvement projects CS05 Business Rules MS05 Process Change MS10 Process CS10 Process Cost Management Management Benchmarking &Innovation ManagementSUPPORTING PROCESSES SP02 SP03 SP04 SP01 SP05 Administration of Administration of Administration of Administration of Administration of BPM Roles and BPM Services BPM Human Models Repository BPM Budget Responsibilities Portfolio Resources 55
  • 56. Stage 3 Processes and Services Code Name Type Description MP01 Strategy Mgmt. Organizational strategy analysis. Definition of how business Translation into Process process could be improved to support achievement of strategic Processes objectives. Identification of new BPM services needed. MP02 BPM Demands Mgmt. Identification, analysis and priorization of day-by-day operational Identification Process demands for BPM services. and Analysis MP03 BPM Services Mgmt. Planning of the evolution of BPM Services Porfolio, matching new Evolution Process organizational needs (demand) and BPM CoE’s readiness to Planning provide new services (capability). MP06 BPM Results Mgmt. Evaluation of tangible and intangible results related to BPM Evaluation Process services. Determination of ROI. MP07 BPM Culture Mgmt. Dissemination of actions in course, results obtained and success Dissemination Process cases. It can include presentations to areas, BPM events, intranet informations and management reports. MS09 Process Main Process maturity evaluation, based on existing maturity models. Maturity Service Management MS10 Process Main Benchmarking and dissemination of internal and external best Benchmarking Service practices related to process execution. and Innovation CS05 Business Rules Complem. Definition and/or updating of business rules of an existing Management Service process, detailing their characteristics and specific conditions. CS10 Process Cost Complem. Analysis and optimization of cost structure of an existing Management Service process, mainly using ABC techniques. Identification of cost reduction opportunities. SP05 Administration Support Budgeting and charging for the cost structure of the BPM Center of BPM Budget Process of Excellence. Pricing of BPM services.© ELO Group all rights reserved.
  • 57. Reference Framework for a BPM CoE v1.0 MANAGEMENT PROCESSES MP01 Strategy MP06 BPM Results Translation into Evaluation MP03 BPM Services Processes MP04 BPM Services MP05 BPM Services Development Programming Monitoring MP02 BPM Demands Plannig MP07 BPM Culture Identification Dissemination and AnalysisCOMPLEMENTARY SERVICES MAIN SERVICES CS01 Lean & Six Sigma MS01 Process Architecture MS06Process Performance CS06 Process Auditing Oriented Improvement Maintenance Measurement CS02 Reference Models MS02 Process Modeling MS07 Process Management CS07 Risk and Internal Implementation (As-is) Training and Education Control Management MS03 Process Improvement CS08 Competencies CS03 Systems Specification MS08 Process Compliance Management (To-be) MS04Process MS09Process Maturity CS09 Management of CS04 Process Automation Documentation Management improvement projects CS05 Business Rules MS05 Process Change MS10 Process CS10 Process Cost Management Management Benchmarking &Innovation ManagementSUPPORTING PROCESSES SP02 SP03 SP04 SP01 SP05 Administration of Administration of Administration of Administration of Administration of BPM Roles and BPM Services BPM Human Models Repository BPM Budget Responsibilities Portfolio Resources© ELO Group all rights reserved. 57
  • 58. Some questions to be answered 1. How to determine responsibilities and accountabilities for BPM actions? 2. Where should the BPM Center of Excellence be located? 3. How to determine tasks, profiles and competences for BPM CoE’s internal team? 4. How to assure alignment between Process Office and Project Office? 58© ELO Group all rights reserved.
  • 59. RACI Chart 59© ELO Group all rights reserved.
  • 60. Some typical profiles CoE CoE Global and Centralized Local and Centralized CoE CoEProess Process ProcesLeader Leader Leader CoE Global and Decentralized Multiple CoE’s© ELO Group all rights reserved.
  • 61. Example of a BPM Internal Structure Process Office Support and BPM Projects Maintenance BPM Process Quality Project Process Consultant Architect Assurance Manager Analyst DB Business Instructor Improvement Administrator Advisor 61 Source: based on Jeston & Nelis, 2008© ELO Group all rights reserved.
  • 62. Roles and responsibilities Support and Maintenance – Dedicated Resources: • Should not be involved on organizational projects. They can offer consulting, coaching, training and quality assurance services to Project Teams. They also monitor and document lessons learned, BPM projects performance and process governance. Projects –Pool of Shared Resources: • Pool of resources that can be used into BPM projects. Chief Process Officer should allocate those resources appropriately 62© ELO Group all rights reserved.
  • 63. Roles and responsibilities – Support and Maintenance 1. BPM Consultant • Specialist that discuss with business areas opportunities for improvements. 2. Process Architect: • Assures process architecture is updated and being followed. 3. Coach/Quality Assurance: • Provides coaching to BPM project teams. Do not perfom the work, only provides guidelines. Also responsible for projects quality control. 4. Instructor: • Provides BPM training to the whole organization. 5. DB Administrator: • Revise process models, assuring modeling notation and patterns are being folowed. Administer process repository. 63© ELO Group all rights reserved.
  • 64. Roles and responsibilities – Projects 1. Project Managers • Responsible for all routine management of BPM projects 2. Business Improvement Advisors: • Identify opportunities for improvements • Discuss and facilitate implementation of new ideas, decreasing resistance to change • Develop business cases and business impact analysis 3. Process Analysts: • Model and document the process (As Is & To Be) • Define metrics and calculate process costs. • Evaluate the skills of people involved in process • Evaluate the process performance 64© ELO Group all rights reserved.
  • 65. Process Prioritization based on Strategic Drivers Analysis of Competitive Drivers 65© ELO Group all rights reserved.
  • 66. Linkage with Project Office – types of projects Ornganizational Impact Action Plans Formalized (small and organizational informal projects projects) Action Plans Regular (small and improvements informal projects) Time to implement 66© ELO Group all rights reserved.
  • 67. Linkage with Project Office – types of projects Project Management Process Initiation Planning Execution Control Closure improv. Regular Action Plans Projects 6767© ELO Group all rights reserved.
  • 68. Linkage with Project Office – types of projects Involved areas Business BPM Type of PMO transformation Area Office Regular improv. Action Plans Formalized projects 6868© ELO Group all rights reserved.
  • 69. INTRODUCTION: CHALLENGES FACING MODERN ORGANIZATIONS BPM GOVERNANCE AND THE NEED FOR A CENTER OF EXCELLENCE BPM CENTER OF EXCELLENCE MAIN CHARACTERISTICS BPM CoE FRAMEWORK – HISTORY AND GENERAL VIEW BEYOND BPM CoE – OTHER ROLES AND RESPONSIBILITIES© ELO Group all rights reserved.
  • 70. But… Setting up a BPM CoE is just the first step All managers need to participate in processes management somehow. This is not something restricted to the Process Office’s role. 70© ELO Group all rights reserved.
  • 71. Example of a BPM Governance Structure Vision, Strategy, Roadmaps, Budget, Resources Project Plans Process Roadmaps, Committee Collaborative Process Project Plans Models, KPIs Guidelines, Standards, Process Best Practices, Training Process Owner Office Technical Artifacts Process Process Specification Implementation Project Manager 71 Source: based on Korhonen, 2007© ELO Group all rights reserved.
  • 72. Example of a BPM Governance Structure Process Council Process Office Chief Process Process Process Process Officer Owner 1 Owner 2 Owner 3 Process Process PRocess Manager 1 Manager 2 Manager N Maintenance and Support BPM Projects 72 Source: based on Jeston & Nelis, 2008© ELO Group all rights reserved.
  • 73. Management by Process evolution over time Source: COPPE/UFRJ, 2007 73© ELO Group all rights reserved.
  • 74. Governance Evolution over time We acknowledge that Governance Structure evolutes over time , as BPM becomes more mature into the organization. BPM services varies from organization to organization, and therefore the BPM Center of Excellence may not always directly execute main services. Instead, the CoE may support a decentralized execution of services by process owners and other areas. Still, this category of services remains central for the implementation of a process-oriented management approach 74© ELO Group all rights reserved.
  • 75. Decentralization Path Centralized Decentralized Model Model It’s important to think about the desired governance structure over time (“Blue Sky Vision”). It will certainly changes the Center of Excellence’s scope and attributions 75© ELO Group all rights reserved. 75
  • 76. Governance Evolution over time - example 76© ELO Group all rights reserved.
  • 77. Final Points - Some Statistics Publication of 10 papers about the frameworks Application of the framework at 15 organizations Courses for more than 150 people about the framework 77© ELO Group all rights reserved. 77
  • 78. Learning Points Emphasizing and splitting BPM CoE’s main services at: 1. Process Improvement Projects 2. Day-by-day process management Reinforcing the idea of BPM Planning Processes linked to Corporate Strategy Representing the “Managing Process” process with a lifecycle approach, showing “how to” implement BPM CoE’s services more effectively 78© ELO Group all rights reserved. 78
  • 79. Current Research – Ideas on Improving the Framework© ELO Group all rights reserved.
  • 80. BUSINESS STRATEGY© ELO Group all rights reserved. PROCESS EXECUTION
  • 81. BUSINESS STRATEGY PROJECT BASED WELL DEFINED SCOPES STRONG INVOLVEMENT OF BPM OFFICE INVOLVES MULTIPLE AREAS  SIGNFICANT COSTS TRANSFORMATION INTENSIVE PROCESS IMPROVEMENT PROJECT Performance Tempo Breakthrough Improvement PROCESS REDESIGNED IMPLEMENTED WITHIN NEWS SYSTEMS, COMPETENCES, CONTRACTS, ETC© ELO Group all rights reserved. PROCESS EXECUTION
  • 82. BUSINESS STRATEGY ON GOING BASED PROJECT BASED OPEN SCOPE WELL DEFINED SCOPES LIGHTLY DEPENDENT OF BPM OFFICE STRONG INVOLVEMENT OF BPM OFFICE INVOLVES FEW AREAS INVOLVES MULTIPLE AREAS  INCREMENTAL COST  SIGNFICANT COSTS CONTINOUS IMPROVEMENT ORIENTED TRANSFORMATION INTENSIVE DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECT Performance Performance Contínuous Tempo Improvment Tempo Breakthrough Improvement PROCESS VISIBILITY & PROCESS REDESIGNED IMPLEMENTED WITHIN CONTINUOUS IMPROVEMENT NEWS SYSTEMS, COMPETENCES, CONTRACTS, ETC© ELO Group all rights reserved. PROCESS EXECUTION
  • 83. ANNUAL BASED PROCESS PLANNING ALIGNEDSTRATEGY BUSINESS WITH BUSINESS STRATEGY PROJECT PORTFOLIO COMPOSITION AND PRIORITIZATION HIGH SINERGY WITH OTHER SUPPORT INITIATIVES  COMMUNICATION OF BPM ACTIVITIES AND RESULTS ACHIEVED BPM STRATEGY DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECT Performance Performance Contínuous Tempo Improvment Tempo Breakthrough Improvement PROCESS VISIBILITY & PROCESS REDESIGNED IMPLEMENTED WITHIN CONTINUOUS IMPROVEMENT NEWS SYSTEMS, COMPETENCES, CONTRACTS, ETC© ELO Group all rights reserved. PROCESS EXECUTION
  • 84. What’s missing?© ELO Group all rights reserved.
  • 85. BUSINESS STRATEGY BPM STRATEGY BPM Maturity DAY-TO-DAY PROCESS MANAGEMENT & PROCESS IMPROVEMENT PROJECT Governance Performance Performance BUSINESS TRANSFORMATION Contínuous ACCOUNTABILITIES Tempo Improvment Tempo  BUSINESS TRANSFORMATION CAPABILITY Breakthrough EVOLUTION Improvement PROCESS VISIBILITY & PROCESS REDESIGNED IMPLEMENTED WITHIN CONTINUOUS IMPROVEMENT NEWS SYSTEMS, COMPETENCES, CONTRACTS, ETC© ELO Group all rights reserved. PROCESS EXECUTION
  • 86. BUSINESS STRATEGY BPM Project BPM Strategic Portfolio Consolidadted Planning Results BPM STRATEGY P01 Strategy P02 Run Process P03 BPM Project P04 BPMProject P05 BPMProject P06 BPM Results Translation into Satisfaction Portfolio Planning & Portfolio & Culture Processos Survey Generation Budgetig Management Dissemination Process Operational BPM Demands BPM BPM Project Plan Goals Process Results M01 BPM BPM Maturity DAY-TO-DAY PROCESS MANAGEMENT Maturity and & PROCESS IMPROVEMENT PROJECT Governance Governance Performance Performance Contínuous Tempo Improvment Tempo Breakthrough Improvement PROCESS VISIBILITY & PROCESS REDESIGNED IMPLEMENTED WITHIN CONTINUOUS IMPROVEMENT NEWS SYSTEMS, COMPETENCES, CONTRACTS, ETC© ELO Group all rights reserved. PROCESS EXECUTION
  • 87. BUSINESS STRATEGY BPM Project BPM Strategic Portfolio Consolidadted Planning Results BPM STRATEGY P01 Strategy P02 Run Process P03 BPM Project P04 BPM Project P05 BPM Project P06 BPM Results Translation into Satisfaction Portfolio Planning & Portfolio & Culture Processos Survey Generation Budgetig Management Dissemination Process Operational BPM Demands BPM BPM BPM Project Plan BPM Project Plan Goals Process Process Results Results M01 BPM M01 BPM BPM Maturity DAY-TO-DAY PROCESS MANAGEMENT Maturity and Maturity and & PROCESSEXECUTE BPM PROJECTS IMPROVEMENT PROJECT Governance Governance Governance Performance E01 Process Vision Performance Performance E02 Process Understanding (AS IS) E03 Gains & Improvement Contínuous Analysis Tempo Improvment Tempo Tempo E04 Process Redesing & Preparare Implantation Breakthrough Breakthrough E05 Implement Redesigned Improvement Improvement Process & Roll Out New Competences New Systemns Policies & Standards Controls Organizational (HR MAN.) (IT MAN.) (COMPLIANCE MAN) (RISK MAN.) Structure Redesign© ELO Group all rights reserved. PROCESS EXECUTION
  • 88. BUSINESS STRATEGY BPM Project BPM Strategic Portfolio Consolidadted Planning Results BPM STRATEGY P01 Strategy P02 Run Process P03 BPM Project P04 BPM Project P05 BPM Project P06 BPM Results Translation into Satisfaction Portfolio Planning & Portfolio & Culture Processos Survey Generation Budgetig Management Dissemination Process Process Operational Operational BPM Demands BPM Demands BPM BPM BPM Project Plan BPM Project Plan Goals Goals Process Process Results Results M01 BPM M01 BPM M01 BPM DAY-TO-DAY PROCESS MANAGEMENT Maturity and Maturity and Maturity and PROCESSEXECUTE BPM PROJECTS IMPROVEMENT PROJECT Governance Governance Governance Performance Performance E01 Process Vision Performance Performance D02 Process Learning E02 Process Understanding (AS IS) E03 Gains & Improvement Continuous Contínuous Analysis Tempo Tempo Improvment Improvment Tempo Tempo E04 Process Redesing & Preparare Implantation Breakthrough Breakthrough D03 Implement Continuos D01Performance, Risks & Improvement E05 Implement Redesigned Improvement Improvement and Compliance Monitoring Process & Roll Out Risk & Non conformities Performance Value (AUDITING) & Ocurrences Process Continous New Competences New Systemns Policies & Standards Controls Organizational Visibility Improvement (HR MAN.) (IT MAN.) (COMPLIANCE MAN) (RISK MAN.) Structure Redesign© ELO Group all rights reserved. PROCESS EXECUTION
  • 89. BUSINESS STRATEGY BPM Project BPM Strategic Portfolio Consolidadted Planning Results BPM STRATEGY P01 Strategy P02 Run Process P03 BPM Project P04 BPM Project P05 BPMProject P06 BPM Results Translation into Satisfaction Portfolio Planning & Portfolio & Culture Processos Survey Generation Budgetig Management Dissemination Process Operational BPM Demands BPM BPM Project Plan Goals Process Results M01 BPM DAY-TO-DAY PROCESS MANAGEMENT Maturity and EXECUTE BPM PROJECTS Governance Performance E01 Process Vision Performance D02 Process Learning E02 Process Understanding (AS IS) E03 Gains & Improvement Continuous Analysis Tempo Improvment Tempo E04 Process Redesing & Preparare Implantation Breakthrough D03 Implement Continuos D01Performance, Risks & E05 Implement Redesigned Improvement Improvement and Compliance Monitoring Process & Roll Out Risk & Non conformities Performance Value (AUDITING) & Ocurrences Process Continous New Competences New Systemns Policies & Standards Controls Organizational Visibility Improvement (HR MAN.) (IT MAN.) (COMPLIANCE MAN) (RISK MAN.) Structure Redesign© ELO Group all rights reserved. PROCESS EXECUTION
  • 90. Practical Application and Case Studies© ELO Group all rights reserved.
  • 91. “Leadership on BPM ideas, methods and results in Brazil” Thanks leandro.jesus@elogroup.com.br www.elogroup.com.br

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