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The Office of BPM

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Creating and Managing the Office of BPM

Creating and Managing the Office of BPM

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  • 1. Establishing the Office of Business Process Management Roger Tregear, Leonardo ConsultingLeonardo Consulting10 years of high quality service deliveryUniquely placed to deliver process-centricenterprise architecture servicesSolid track-record with large enterprisesExtensive partnerships around the worldExperienced expert consultantsStrong focus on methodologiesCommitment to build customer capability education – consulting - software Roger Tregear, Leonardo Consulting 2010 2 1
  • 2. Relevant Client Experience Roger Tregear B Eng, University of Central Queensland Saudi Food & Drug Authority: Consulting Director, Leonardo Consulting process improvement training and coaching Manager, Leonardo Education Department of Municipal Affairs: Accredited BPTrends Coach process improvement training and coaching Columnist, Columnist BPTrends University of Technology, Sydney: y gy, y y development of an enterprise process architecture Swinburne University:Professional Expertise establishing BPM framework and roadmapRoger Tregear began his involvement with design and Smiths Aerospace Customer Services:management of business processes, information, technology and establishing BPM framework and roadmapcommunications 32 years ago. He spends his working life talking, Australian Sports Drug Agency:consulting, thinking and writing about analysis, improvement and business process review and reengineeringmanagement of business processes. Often working as a “thinking Commonwealth Bank:partner” and mentor, Roger provides business process analysis, developing BPM competency frameworkredesign and management consulting services. strategies to build BPM capabilitiesRoger is one of a handful of people accredited as a global Department of Urban Services:BPTrends Instructor and has delivered courses in Saudi Arabia, business process modelling for IT applicationBahrain, UAE, UK, Africa, Australia and New Zealand. Department of Defence:As Producer of the annual ProcessDays Conference in Sydney process review f a procurement system i for t t(Australia), Roger is constantly involved with practitioners, Defence Housing Authority:consultants and academics working at the leading edge of redesign Defence relocations processesprocess-based management. A frequent writer on BPM topics, Health Insurance Commission:Roger is a regular BPTrends columnist and has contributed a process models for contact centre operationchapter to the book, The International Handbook of BPM Helping small and large organisations understand(Springer 2010). He is also the author of the book Establishing the the potential, and realise the practical benefits, ofOffice of Business Process Management. process thinking and management. Roger Tregear, Leonardo Consulting 2010 3 Roger Tregear, Leonardo Consulting 2010 4 2
  • 3. BPM is … a management philosophy about exchange of value b t h f l a strategic issue core business BPM is not … about managing the software whole conte t of the hole context technology business process modeling Roger Tregear, Leonardo Consulting 2010 5cross-functional value delivery CHECK BOARD COMPLETE RETRIEVE DEPART IN PLANE FLIGHT LUGGAGE AIRPORT Roger Tregear, Leonardo Consulting 2010 6 3
  • 4. contributing value Management Department D t t Department D t t Department D t t Department D t t Department D t t A B C D E Service Value Chainnew information new service designneed Research & Create Promote & Sell New Service New Service service new service design available Customer requests / User Design & Deliver New Service service delivered materials Source: BPTrends Associates Suppliers www.bptrendsassociates.com Roger Tregear, Leonardo Consulting 2010 7 from strategy to execution • Organizations exist to deliver value to customers and other stakeholders. That’s strategy. • They do this via coordinated activities across functions of the organisation. That’s a process. • It makes sense to optimise the performance of each process. That’s process improvement. • Optimizing all processes optimizes overall performance. That’s process management. • Process management focuses on the processes that realise the strategy. That’s execution. Roger Tregear, Leonardo Consulting 2010 8 4
  • 5. Roger Tregear, Leonardo Consulting 2010 9 How will you know one year from now if you h have succeeded d d with BPM?“Have an enterprise process architecture”“Modeled our key processes”“Increased our BPM maturity”“We now measure process performance”“Appointed Process Owners” Roger Tregear, Leonardo Consulting 2010 10 5
  • 6. delivering value Bank: $30 million annual savings g Agency: 22% labor cost reduction Retail: 82% cycle time reduction ERP: rework rate 400% to 15% Aid: 75% reduction in delivery cost Roger Tregear, Leonardo Consulting 2010 11when BPM fails focused on modeling delivered no business value failed to achieve critical mass no shared understanding loss of control half-hearted commitment perceived threat Roger Tregear, Leonardo Consulting 2010 12 6
  • 7. but it doesn’thave to be like that Roger Tregear, Leonardo Consulting 2010 13 a catalyst for BPM success Roger Tregear, Leonardo Consulting 2010 14 7
  • 8. Roger Tregear, Leonardo Consulting 2010 15what OBPM success looks likeImproved organization performance via: •in-house BPM capabilities •consistent, repeatable methods •innovative process redesigns •successful change projects •increased BPM maturity y •better prioritization of process work •alignment of strategy and processes •improved IT/business interaction Roger Tregear, Leonardo Consulting 2010 16 8
  • 9. ... The Office of BPM Roger Tregear, Leonardo Consulting 2010 17ScopingThe Office of BPM MANAGE BPM STRATEGY SUPPORT PROCESS SUPPORT PROCESS MANAGEMENT IMPROVEMENT SUPPORT THE OFFICE OF BPM Roger Tregear, Leonardo Consulting 2010 18 9
  • 10. ScopingThe Office of BPM Business Unit Involvement Increasing BPM Maturity Office of BPM Involvement Roger Tregear, Leonardo Consulting 2010 19ScopingThe Office of BPM Directing Coaching Serving intervention influence Roger Tregear, Leonardo Consulting 2010 20 10
  • 11. Locating & IntegratingThe Office of BPM Strategy Change Management Partner Management Management Risk Performance Management Management Technology Process Knowledge Management Management Management Project People Management Management IT Asset Management Operations Management Management Roger Tregear, Leonardo Consulting 2010 21Resourcing Office  ManagementThe Office of BPM Process  Process Office Process  Process Management Support Improvement Architect Office Admin Project Mgr Coach Systems Admin Process Analyst Methodologist Knowledge Mgr IT Analyst Auditor Data Analyst Modeller Teacher Facilitator Note: this diagram shows SME roles, not positions Change Agent Roger Tregear, Leonardo Consulting 2010 22 11
  • 12. FundingThe Office of BPM Office  Management Process  Office Process  Management Support Improvement Roger Tregear, Leonardo Consulting 2010 23 Communications  ManagementBuilding & Managing Staged ImplementationThe Office of BPM Capability  Level 1 Capability  Level 2 Capability  Level 3 •BPM awareness •convergence •alignment •business value •governance •process culture •core services •measurement •full services •initial projects •ref models •conformance •architecture •acceptance •reporting •infrastructure •BPM maturity •evolving Office of BPM Reference Model Prepare & Plan Review & Plan •MP04‐05 •MP01‐03 •MS06‐09 •MP06 •MS01‐05 •CS01 •CS02 •SP01‐02 •CS03‐08 •CS09‐10 •SP03‐04 •SP‐05 BPM Capability  Development Program •BPM principles BPM principles •idea generation idea generation automation •automation •As Is analysis •measurement •leadership •To Be redesign •SOA •change agent •data gathering •complex analysis •adapt case mgt •facilitation •BPM maturity •BSC •architecture •change mgt •project mgt •team performance •modeling PoC / Initial Projects Change Management Roger Tregear, Leonardo Consulting 2010 24 12
  • 13. •business value •governance •process culturePrepare •core services •initial projects •measurement •ref models •full services •conformance •architecture •acceptance •reporting& Plan •infrastructure •BPM maturity •evolving Office of BPM Reference Model Office of BPM Reference Model Prepare & Plan •MP04‐05 •MP01‐03 •MS06‐09 •MP06 •MS01‐05 •CS01 •CS02 •SP01‐02 •CS03‐08 •CS09‐10 •SP03‐04 •SP‐05 BPM Capability  Development Program •BPM principles •idea generation •automation •As Is analysis •measurement •leadership •To Be redesign •SOA •change agent •data gathering •complex analysis •adapt case mgt •facilitation •BPM maturity •BSC Roger Tregear, Leonardo Consulting 2010 25Communications & Change Management Communications  Management Staged Implementation Capability  Capability  Capability  Level 1 Level 2 Level 3 •BPM awareness •convergence •alignment •business value •governance •process culture •core services •measurement •full services •initial projects •ref models •conformance •To Be redesign •SOA •change agent •data gathering •complex analysis •adapt case mgt •facilitation •BPM maturity •BSC •architecture •change mgt •project mgt •team performance •modeling PoC / Initial Projects Change Management Roger Tregear, Leonardo Consulting 2010 26 13
  • 14. Accelerator 1: OBPM Reference Model MANAGE BPM STRATEGY Strategic MP01 Tran slate Demands Strategy Into MP04 Plan MP06 Disse minate Processes MP03 Define BPM MP05 Manage BPM prioritized BPM Results and Projects Po rtfolio Projects & Portfolio Ope rational BPM Projects Cu lture MP02 Gath er and Demands An alyze BPM BPM Demands BPM Projects BPM Results Demands SUPPORT PROCESS MANAGEMENT SUPPORT PROCESS IMPROVEMENT CS01 Perform quantitative MS01 Define Process Vision analysis MS09 Maintain Process and Scope CS07 Support Compliance Architecture & Repository & Certification CS02 Perform Innovation & MS02 Understand value creation analysis MS08 Educate and Train on Processes (As Is) CS08 Support Risk & Process Management Control Management CS03 Perform risk analysis MS03 Analyze Processes CS09 Support Cost MS07 Support Continuous CS04 Automate process Management Improvement control & execution (via BPMS) MS04 Redesign & Standardize Processes CS10 Measure Process MS06 Support Performance (To Be) CS05 Specify, Develop & Test Maturity Measurement IT Systems M05 Implement & Roll Out Process CS06 Identify and Provide Competencies SUPPORT THE OFFICE OF BPM SP01 Administer SP02 Administer SP03 Administer SP04 Administer SP05 Administer BPM methods and BPM Roles and BPM Services BPM Human BPM Budget tools Responsibilities Portfolio Resources Roger Tregear, Leonardo Consulting 2010 27OBPM Reference Model Rollout Office of BPM Reference Model •MP04‐05 •MP01‐03 Services •MS06‐09 •MP06 •MS01‐05 •CS01 •CS02 •SP01‐02 •CS03‐08 •CS09‐10 SP03 04 •SP03‐04 SP 05 •SP‐05 Roger Tregear, Leonardo Consulting 2010 28 14
  • 15. Accelerator 2: Staged Implementation Staged Implementation S dI l i Capability  Capability  Capability  Level 1 Level 2 Level 3 apabilities •BPM awareness •convergence •alignment •business value •governance •process culture •core services •measurement •full services •initial projects •initial projects •ref models •ref models •conformance Ca •architecture •acceptance •reporting •infrastructure •BPM maturity •evolving Roger Tregear, Leonardo Consulting 2010 29Accelerator 3: Capability Development BPM Capability  Development Program Capability Capability Capability Level 1 Level 2 Level 3 •BPM principles •idea generation •automation Education  •As Is analysis •measurement •leadership •To Be redesign •SOA •change agent •data gathering •complex analysis •adapt case mgt •facilitation •BPM maturity •BSC •architecture •change mgt •project mgt •team performance •modeling PoC / Initial Projects Roger Tregear, Leonardo Consulting 2010 30 15
  • 16. Review & Plan •business value •governance •process culture •core services •measurement •full services •initial projects •ref models •conformance •architecture •acceptance •reporting •infrastructure •BPM maturity •evolving Office of BPM Reference Model Review & Plan •MP04‐05 •MP01‐03 •MS06‐09 •MP06 •MS01‐05 •CS01 •CS02 •SP01‐02 •CS03‐08 •CS09‐10 •SP03‐04 •SP‐05 R BPM Capability  Development Program •BPM principles •idea generation •automation •As Is analysis •measurement •leadership •To Be redesign •SOA •change agent •data gathering •complex analysis •adapt case mgt •facilitation •BPM maturity •BSC Roger Tregear, Leonardo Consulting 2010 31 Communications  ManagementBuilding & Managing Staged ImplementationThe Office of BPM Capability  Level 1 Capability  Level 2 Capability  Level 3 •BPM awareness •convergence •alignment •business value •governance •process culture •core services •measurement •full services •initial projects •ref models •conformance MANAGE BPM STRATEGY •architecture •acceptance •reporting Strategic MP01 Translate Strategy Into Demands MP04 Plan MP06 Disseminate •infrastructure •BPM maturity •evolving Pro cesses MP03 De fine BPM MP05 Manage BPM prioritized BPM Re sults and Projects Portfolio Projects & Portfolio Operational BPM Projects Culture MP02 Gather and Demands BPM Demands BPM Projects BPM Resu lts An alyze BPM Demands Office of BPM Reference Model SUPPORT PROCESS MANAGEMENT SUPPORT PROCESS IMPROVEMENT Prepare & Plan Review & Plan MS01 Define Process Vision CS01 Perform quantitative analysis •MP04‐05 •MP01‐03 MS09 Maintain Process and Scope CS07 Support Compliance Architecture & Repository •MS06‐09 •MP06 & Certification CS02 Perform Innovation & •MS01‐05 MS02 Understand value creation analysis •CS01 •CS02 CS08 Support Risk & MS08 Educate and Train on Processes (As Is) •SP01‐02 Control Management Process Management CS03 Perform risk analysis •CS03‐08 •CS09‐10 CS09 Support Cost MS07 Support Continuous MS03 Analyze Processes CS04 Automate process •SP03‐04 •SP‐05 Management Improvement control & execution (via BPMS) MS04 Redesign & Standardize Processes CS10 Measure Process MS06 Support Performance (To Be) CS05 Specify, Develop & Test Maturity Measurement IT Systems BPM Capability  Development Program M05 Implement & Roll Out Process CS06 Identify and Provide Competencies SUPPORT THE OFFICE OF BPM •BPM principles BPM principles •idea generation idea generation automation •automation SP01 Administer SP02 Administer SP03 Administer SP04 Administer •As Is analysis •measurement •leadership SP05 Administer BPM methods and BPM Roles and BPM Services BPM Human tools Responsibilities Portfolio Resources BPM Budget •To Be redesign •SOA •change agent •data gathering •complex analysis •adapt case mgt •facilitation •BPM maturity •BSC •architecture •change mgt •project mgt •team performance •modeling PoC / Initial Projects Change Management Roger Tregear, Leonardo Consulting 2010 32 16
  • 17. OBPM successImproved organizational performance:•increased effectiveness & efficiency increased•in-house capability or ongoing improvement•innovative process improvement•better alignment of strategy and processes•improved IT and e-service strategiesEffective OBPM operations:•consistent, repeatable, reliable services•demand for services Roger Tregear, Leonardo Consulting 2010 33so, what next? Roger Tregear, Leonardo Consulting 2010 34 17
  • 18. enterprise process architecture Lead the Organisation Develop Determine Manage risk Manage Process Vision market strategy & compliance capital 1.2 Value Chain 1 m Process 1.1 Process 1.2 Process 1.3 Value Chain 2 Process 2.1 Process 2.2 Process 2.3 Support the Organisation Deliver HR Deliver IT Manage Maintain services services finances physical facilities Roger Tregear, Leonardo Consulting 2010 35 Office of BPM MANAGE BPM STRATEGY Strategic MP01 Translate De man ds Strate gy In to MP04 Plan MP06 Disse minate Pro cesses MP03 De fin e BPM MP05 Manage BPM prioritized BPM Results and Projects Po rtfo lio Pro jects & Portfolio Ope rational BPM Proje cts Culture MP02 Gath er and Demands Analyze BPM BPM De mands BPM Proje cts BPM Resu lts Demands SUPPORT PROCESS MANAGEMENT SUPPORT PROCESS IMPROVEMENT CS01 Perform quantitative MS01 Define Process Vision analysis MS09 Maintain Process and Scope CS07 Support Compliance Architecture & Repository & Certification CS02 Perform Innovation & MS02 Understand value creation analysis MS08 Educate and Train on Processes (As Is) CS08 Support Risk & Process Management Control Management CS03 Perform risk analysis MS03 Analyze Processes CS09 Support Cost MS07 Support Continuous CS04 Automate process Management Improvement control & execution (via BPMS) MS04 Redesign & Standardize Processes CS10 Measure Process MS06 Support Performance (To Be) CS05 Specify, Develop & Test Maturity Measurement IT Systems M05 Implement & Roll Out Process CS06 Identify and Provide Competencies SUPPORT THE OFFICE OF BPM SP01 Administer SP02 Administer SP03 Administer SP04 Administer SP05 Administer BPM methods and BPM Roles and BPM Services BPM Human BPM Budget tools Responsibilities Portfolio Resources Roger Tregear, Leonardo Consulting 2010 36 18
  • 19. The Business Process CreedWe believe in ...• unimpeded flow of measurable value between our organization and it customers and other stakeholders i ti d its t d th t k h ld• uncovering and eliminating wasteful activities• a workplace that enables our staff to deliver value• eliminating frustration caused by broken processes• having more certain control over things that really matter• technology supporting business processes, not the reverse• continuous improvement and discontinuous innovation. This is Business Process Management Roger Tregear, Leonardo Consulting 2010 37 Roger Tregear, Leonardo Consulting 2010 38 19
  • 20. Roger Tregear Leonardo Consulting t: +61 419 220 280 s: rtregear e: r.tregear@leonardo.com.au w: www.leonardo.com.au l d Roger Tregear, Leonardo Consulting 2010 39Our Partners Consulting Education Software 40 20
  • 21. Paul HarmonChief Methodologist, BPTrends AssociatesExecutive Editor, BPTrends 41 Prof Michael Rosemann Professor Head of Information Systems Discipline Co-Leader of the BPM Group Queensland University of Technology y gy Roger Tregear, Leonardo Consulting 2010 42 21
  • 22. A Network of Thought Leaders Dr Michael zur Muehlen Prof Thomas R Gulledge Associate Professor, President, Enterprise Integration, Stevens Institute of Professor Emeritus , GMU Technology Dr Richard Soley CEO, OMG Gladys Lam Michael Rosemann Principal, Professor, QUT Business Celia Wolf Rules Managing Director Solutions BPTrends Associates Andrew Spanyi Ronald G Ross Managing Director , Principal, Spanyi I t S i International ti l Business Rules Solutions Roger Burlton Bassam AlKharashi Chief Consultant CEO, ES Consulting Alec SharpProf Thomas H Davenport BPTrends Associates Principal, Leandro JesusPresidents Distinguished Professor of Clariteq Systems Partner , ELO Group Auxiliary Professor , UniversityIT & Management , Babson College of Rio de Janeiro Vice President,Leonardo Consulting 2010 Roger Tregear, ABPMP Brazil 43 Some of Our Customers 44 22
  • 23. Leonardo Consulting adding value, building capability 10 years of high quality service delivery Process-centric enterprise architecture services Solid track-record with large enterprises Extensive partnerships around the world Experienced expert consultants Strong focus on methodologies Commitment to build customer capability education – consulting - software Roger Tregear, Leonardo Consulting 2010 45 © Copyright, Leonardo Consulting 2010 All rights reserved. The contents of this document are subject to copyright. No part of it may be reproduced in any way, by electronic means or otherwise without the written permission of L i i f Leonardo C d Consulting. lti Roger Tregear, Leonardo Consulting 2010 46 23

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