Framework for a business process management competency centre


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This framework directs thought to how business process management can be introduced successfully. It uses a maturity model to illustrate how involved the steps can be in this intervention. What it does not cover is the technical effort such as BPM notation and software requirements.

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  • Super-project exemplar Which project best meets the objectives of the BPM vision? Which project is most likely to generate meaningful business results? Which project best suits the organisational culture? Higher risk? More conservative? Potential for competitive advantage through the change Customer-facing Significant impact on business performance Not too complex or too simple Cross multiple functional areas and system boundaries and where processes change frequently But avoid areas where IT drives process change infrequently Time-boxed to a three- to six-month 4Cs: commitment, communication, co-production, consistency
  • 4Cs: commitment, communication, co-production, consistency
  • 4Cs: commitment, communication, co-production, consistency
  • Level Approach 1 Initial state BPM project 2 Defined BPM programme 3 Repeatable BPM competency centre (BPMCC) 4 Managed/optimised Board level participation – chief process officer
  • Wednesday 22 February 2012 MIAP Operational Model 1 v0.01
  • Framework for a business process management competency centre

    1. 1. Business Process Management Competency Centre: An Approach [email_address]
    2. 2. Problems Business Impact Process improvement not adopted Poor customer service Process non-compliance Operations not under control Benefits not realised Contractual issues Lack of maturity in business process management Difficult in resourcing Inconsistency Lower productivity Lack of control Higher costs Poor responsiveness to customer Lack of maturity in business process management BPM matters to the organisation
    3. 3. Gartner’s BPM success factors based on research and experience <ul><li>Ensure business buy-in and alignment </li></ul><ul><li>Select the right first BPM project for your organisation </li></ul><ul><li>Find the right BPM expertise </li></ul><ul><li>Find the right roles for your organisation </li></ul><ul><li>Define your baseline to measure BPM success </li></ul><ul><li>Leverage organisational change management </li></ul>
    4. 4. Full BPM Delivery Framework Project management People change management Leadership Strategic choice Objective alignment Senior approval Standards Guidelines/ templates Software vehicle High-level process Leadership workshop Delivery plan Stake- holders Measure- ment As-Is maps Process workshop Final design To-Be maps Role design Detailed operations Capability definition Process elements IT solution Testing Business change Environ- ment Benefit model Measure reporting Process repository Total picture Commun- ications Project structure Commun- ications Root cause analysis Scoping Lean analysis Data collection Commun- ications Commun- ications Commun- ications Commun- ications Commun- ications Commun- ications Benefits definition HR change Training Accept- ance Specif- ication Benefit realisation Rewards Monitor Update Profession- al lead Centre of excellence Process owners Commun- ications Coaching
    5. 5. Action Strategy statement Toolkit available Standards In place Support ongoing Process mapping guidelines Lean Six Sigma Improvement Outcomes and KPIs – baselined and measured BPM plan and templates Resource management – model timings Communications Executive sponsorship Right person – technical, leader and change BPM-Business goals alignment Culture change – real case and existing levers Process house – approach and delivery framework Process ownership – gaining commitment Super-projects as exemplars IT commitment Process map to computer code - BPEL Exemplars Process repository management Training Running discovery e.g. workshops Benefit realisation – BPM and corporate Business change at all organisational levels Notation - BPMN 2.0 Software tool – Bizagi, Appian Assurance checklist and review PMO governance and configuration control Simple BPM approach
    6. 6. Benefits <ul><li>Clear understanding of “what’s in it for me” </li></ul><ul><li>Greater business control </li></ul><ul><li>Better continuous change practices </li></ul><ul><li>Improved adaptability and responsiveness to changing needs </li></ul><ul><li>Able to deal with and accomplish radical change </li></ul><ul><li>Defined maturity growth path </li></ul>Timeline Cost <ul><li>One dedicated person </li></ul><ul><li>Virtual team and support </li></ul><ul><li>Process management and notation training </li></ul><ul><li>Software licence and training </li></ul>M1 M2 M3 M4 M5 M6
    7. 7. Essential for BPM Success BPM project management Process Maturity People Technology Innovation Re-design Culture Governance Attitude Skills Tools Support Where to start? <ul><li>Recognise the dangers </li></ul><ul><li>Accept current maturity </li></ul><ul><li>Relate to capability factors </li></ul><ul><li>Decide on target </li></ul><ul><li>Plan for steady progression </li></ul>
    8. 8. BPM Capability Factors Strategy alignment Governance Methods Information technology People Culture Process improvement plan Strategy and process linkage Process architecture Process output measurement Customers and stakeholders Decision making Roles and duties Metrics and performance Project management Controls Customers and stakeholders Standards, guidelines, templates Phases, steps and interfaces Process practice Consulting with people Consistency and continuity Solution software Automation and integration Access to system specification Collaboration Support Process skills and expertise Knowledge of operations Availability Support and sponsorship Process ownership Responsive to change Commitment behaviour Process leadership Belief in service excellence Sharing
    9. 9. Chaotic, inconsistent approach to process modelling Several, unconnected successes Recognition of value and drive to institutionalise BPM BPM established as strategically important BPM Maturity Ladder Initial state Defined Repeatable Managed/optimised Chief Process Officer (CPO) Competency centre Programme Pilot project <ul><li>Generating BPM awareness </li></ul><ul><li>Be aligned with projects </li></ul><ul><li>Realistic objectives </li></ul><ul><li>Delivering - small resources </li></ul><ul><li>Process consultant </li></ul><ul><li>Existing tools </li></ul><ul><li>Part of the project </li></ul><ul><li>Senior sponsor </li></ul><ul><li>Balancing completion to new standards </li></ul><ul><li>Gaining momentum </li></ul><ul><li>Full understanding </li></ul><ul><li>BPM programme and lead </li></ul><ul><li>Agreed approach </li></ul><ul><li>Standards and templates </li></ul><ul><li>Enough trained resource </li></ul><ul><li>Facilitation without domination </li></ul><ul><li>Complete support service </li></ul><ul><li>Right lead in BPMCC </li></ul><ul><li>Exemplary delivery </li></ul><ul><li>Proper funding </li></ul><ul><li>Clear results from BPM </li></ul><ul><li>Communications </li></ul><ul><li>Scale of activities </li></ul><ul><li>Maintaining process currency </li></ul><ul><li>Escaping the detail </li></ul><ul><li>Strategic orientation </li></ul><ul><li>CPO appointment </li></ul><ul><li>Process owners </li></ul><ul><li>Process automation </li></ul>
    10. 10. BPM Progression Initial Repeatable Defined Managed Optimised Current 6 mths 12 mths 24 mths 48 mths CURRENT FUTURE Strategy alignment Governance Methods Information technology People Culture Linkage between of corporate priorities and enterprise processes Transparent accountability, decision making, rewards Approached, tools, techniques, standards, templates Integration, information sharing, software, knowledge management systems, support Process ownership, operational knowledge, skills, availability Beliefs and values leading to attitudes committing to process improvement No linkage Uncoordinated Various methods Divorced Individual effort Reviews Standards Corporate agenda External expertise Involvement Positive support Sophisticated software Automation Structured approach Competency centre Training Internal champions Widely accepted Routine Early warning Full control End-to-end oversight Process initiated Limited commitment
    11. 11. BPM Workshops Kick-off Executive Innovate Understand Management Purpose Method Outcome Specify Commit Analyse Improve Control Open mind Align to strategy Multiple Why? Performing Review Scope Goals Root causes Future state Plan Workshop
    12. 12. A good read Business Process Management: Practical Guidelines to Successful Implementations by John Jeston and Johan Nelis Routledge PICSIE 2 nd Edition 2008