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CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
CEMMethod(tm) Overview
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CEMMethod(tm) Overview

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The Advanced Process Management approach. A walkthough explaining each stage of the method.

The Advanced Process Management approach. A walkthough explaining each stage of the method.

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  • 1. BPGroup.org<br />Steve Towers<br />steve.towers@bpgroup.org<br />www.bpgroup.org | www.towersassociates.com<br />
  • 2. The BP Groups (www.bpgroup.org) research a decade ago identified a shift from &apos;inside-out&apos; to customer centric &apos;outside-in&apos; techniques and methods. The early work around this was presented in the book &apos;In Search of BPM Excellence&apos; in 2004/5 at http://bit.ly/dNlOQSubsequently Customer Expectation Management was articulated as the most evolved form of BPM - see http://bit.ly/15jYugThe method in its earliest form was called 8 Omega (see http://www.8omega.com/ ) however 8 Omega fails the acid test - where is the customer? The subsequent emergence of Advanced BPM & CEM with its emphasis on doing the right things provides the means for dramatic and sustainable improvements - way beyond those achieved with classic ‘inside-out’ approaches such as Lean and Six Sigma. The Customer Expectation Management Method (CEMMethodTM) is the means to those improvements and was launched at a keynote during the 9th Annual IQPC Exchange conference in London (June 2007) and discussed in the associated article http://bit.ly/4kbNPq (updated 2009)The CEMMethodTMhas now been refined, road tested and proved worthy in major companies across the globe. You can access the approach in conjunction with comprehensive training at www.bp2009.com<br />
  • 3. TRIPLE CROWN plus<br />Service & Cost & RevenueThe TRIPLE CROWN<br />Service & Cost<br />Waves of Benefits from Business Process Evolutionbased on Towers Associates & BPGroup Research 2006-7 (800+ organizations)<br />4<br />Customer<br />Expectation<br />Management<br />3<br />Business<br />Process<br />Management<br />2<br />Benefits<br />Lean<br />Based<br />Approaches<br />Service<br />Six Sigma<br />1<br />Business<br />Process<br />Improvement<br />Total<br />Quality<br />Management<br />1970 1975 1980 1985 1990 1995 2000 2005 2010<br />
  • 4. Outside-In Process – what is it?<br />An outside in process is one which has been created to successfully deliver a customer outcome and has been designed from the customer&apos;s perspective. This process is likely to reduce the number of moments of truth or interactions with the organisation and is &quot;doing the right things&quot;, in terms of delivering the process as part of an overall customer success strategy. An inside out process may be thought of as one which also provides the goods or services to the customer, but the process to provide these are viewed from the organisation&apos;s perspective. It may be &quot;doing things right&quot; but not necessarily &quot;doing the right things&quot;. It may seek to improve the customer&apos;s experience, but not necessarily aligned with delivering a successful customer outcome, or what the customer really wants.<br />David Mottershead, Certified Process Professional - Creative Digital Technology (Australia)<br />
  • 5. www.cemmethod.com<br />1<br />3<br />4<br />5<br />6<br />2<br />7<br />8<br />H<br />EXECUTE<br />WHAT<br />WHO<br />WHEN<br />1<br />1<br />1<br />REVIEW<br />2<br />2<br />2<br />3<br />3<br />3<br />ET<br />TT<br />FTE<br />ASSESSMENT<br />DISCOVERY<br />
  • 6. 1<br />3<br />4<br />5<br />6<br />2<br />7<br />8<br />H<br />EXECUTE<br />WHAT<br />WHO<br />WHEN<br />1<br />1<br />1<br />REVIEW<br />2<br />2<br />2<br />3<br />3<br />3<br />ET<br />TT<br />FTE<br />ASSESSMENT<br />DISCOVERY<br />
  • 7. 1<br />3<br />4<br />5<br />6<br />2<br />7<br />8<br />H<br />WHAT<br />WHO<br />WHEN<br />1<br />1<br />1<br />2<br />2<br />2<br />3<br />3<br />3<br />ET<br />TT<br />FTE<br />1) What do customers really need?<br />“The Right Things”<br />
  • 8. Understand & Develop Successful Customer Outcomes<br />TOOLS<br />CRAFTING THE SUCCESSFUL CUSTOMER OUTCOME<br />Understanding the real Customer Need<br />Layer 4: How does what<br />We do impact Customer<br />Success?<br />Layer 1: Who is the Customer?<br />Layer 2: What is the Customers current Expectation?<br />Layer 5: The Successful<br />Customer<br />Outcome – what does the customer really need from us?<br />Layer 3: What is the process the customer thinks they are involved with?<br />The primary purpose of crafting Successful Customer Outcomes is create a fundamental focus for a <br />process, set of processes or indeed complete enterprise strategy. The SCO extends way beyond legacy<br />inside-out thinking to create an actionable strategic and operational objective for the entire organisation.<br />
  • 9. 1<br />3<br />4<br />5<br />6<br />2<br />7<br />8<br />H<br />WHAT<br />WHO<br />WHEN<br />1<br />1<br />1<br />2<br />2<br />2<br />3<br />3<br />3<br />ET<br />TT<br />FTE<br />2) What things are we doing now?<br />
  • 10. Understanding the Current State<br />
  • 11. Process Activity Map<br />
  • 12. PAM with Process diagnostics<br />
  • 13. 1<br />3<br />4<br />5<br />6<br />2<br />7<br />8<br />H<br />WHAT<br />WHO<br />WHEN<br />1<br />1<br />1<br />2<br />2<br />2<br />3<br />3<br />3<br />ET<br />TT<br />FTE<br />3) Do you Capture every client interaction?<br />
  • 14. What are these Moments of Truth, Why do we need them and <br />How can we make them work for us?<br />
  • 15. Jan Carlzon<br />&quot;We have 50,000 moments of truth every day.“<br />President, SAS<br />
  • 16. MOT<br />MOT<br />MOT<br />MOT<br />MOT<br />MOT<br />MOT<br />MOT<br />Any interaction with the CUSTOMER <br />is a <br />MOMENT OF TRUTH<br />
  • 17.
  • 18. MOT<br />MOT<br />MOT<br />MOT<br />MOT<br />MOT<br />MOT<br />MOT<br />And every <br />MOMENT OF TRUTH<br />Ripples and reverberates through the organisation<br />
  • 19. MOT<br />MOT<br />MOT<br />MOT<br />MOT<br />MOT<br />MOT<br />MOT<br />Process<br />Process<br />people<br />systems<br />And <br />MOMENTS OF TRUTH<br />Create complexity, cost, wastefulness and failure<br />
  • 20. MOT<br />THIS IS WHAT CAUSES WORK <br />MOT<br />MOT<br />MOT<br />MOT<br />MOT<br />MOT<br />MOT<br />Process<br />And this is what results –The Effect<br />Process<br />people<br />systems<br />A fundamental Point – understanding what is the Cause and what is the Effect<br />
  • 21. Moments of Truth<br />MOT<br />
  • 22. MOT<br />
  • 23. Moments of Truth<br /> What are Moments of Truth (MOT)?<br />Moments of Truth are a Process Diagnostic<br />They occur ANYWHERE a customer “touches” a process<br />They can be people-to-people, people-to-system, systems-to-people, system-to-system, and people-to-product<br />ANY contact with a customer is a Moment of Truth<br />Moments of Truth are both process Points of Failure and Causes of Work<br />MOT’s are EXTERNAL &gt; COMPANY<br />
  • 24. 1<br />3<br />4<br />5<br />6<br />2<br />7<br />8<br />H<br />WHAT<br />WHO<br />WHEN<br />1<br />1<br />1<br />2<br />2<br />2<br />3<br />3<br />3<br />ET<br />TT<br />FTE<br />4) Do you capture every internal interaction?<br />
  • 25. BP<br />Break Points<br />
  • 26. Break Points<br />BP<br />
  • 27. Break Points<br />What are Break Points (BP)?<br />Any point within a process where work is <br />‘handed off’ is a Break Point<br />2) Break Points can be person to person, person to system, system to person or system to system<br />3) Break Points are both process Points of Failure and Causes of Work<br />4) Any place that a hand-off occurs in the process and any interaction between people and systems is a Break Point<br />5) Breakpoints are INTERNAL<br />
  • 28. 1<br />3<br />4<br />5<br />6<br />2<br />7<br />8<br />H<br />WHAT<br />WHO<br />WHEN<br />1<br />1<br />1<br />2<br />2<br />2<br />3<br />3<br />3<br />ET<br />TT<br />FTE<br />5) Which of your business rules are really relevant?<br />
  • 29. Business Rules<br />BR<br />
  • 30. Business Rules<br />What are Business Rules (BR)?<br />Business Rules are points within a process where decisions are made<br />Some Business Rules are obvious while others must be “found”<br />Business Rules can be operational, strategic or regulatoryand they can be system-based or manual<br />Business Rules control the “behavior” of the process and shape the “experience” of those who touch it<br />Business Rules are highly prone to obsolescence<br />We must find and make explicit the Business Rules in the process<br />Examples – Transportation , Insurance<br />
  • 31. PERFORMANCE, AGILITY, AND QUALITY ARE DRIVEN BY…<br />The number of Process Diagnostics that exist in the organization<br />Process diagnostics include:<br />Moments of Truth<br /> Break Points<br /> Business Rules<br />It’s simple math… The PoF(f)<br />Process Points of Failure<br />MOT<br />BP<br />BR<br />
  • 32. PAM with Process diagnostics<br />
  • 33. 1<br />3<br />4<br />5<br />6<br />2<br />7<br />8<br />H<br />WHAT<br />WHO<br />WHEN<br />1<br />1<br />1<br />2<br />2<br />2<br />3<br />3<br />3<br />ET<br />TT<br />FTE<br />6) Do you understand the risk?<br />
  • 34. Risk Assessment Matrix<br />
  • 35. 1<br />3<br />4<br />5<br />6<br />2<br />7<br />8<br />H<br />WHAT<br />WHO<br />WHEN<br />1<br />1<br />1<br />2<br />2<br />2<br />3<br />3<br />3<br />ET<br />TT<br />FTE<br />7) Create Action Plan<br />
  • 36. 1<br />3<br />4<br />5<br />6<br />2<br />7<br />8<br />H<br />WHAT<br />WHO<br />WHEN<br />1<br />1<br />1<br />2<br />2<br />2<br />3<br />3<br />3<br />ET<br />TT<br />FTE<br />8) Execute<br />
  • 37. BPM – 8 OMEGA METHOD<br />But wait… there’s more… integration<br />IMPROVEMENT<br />DISCOVERY<br />CONTROL<br />ANALYSIS<br />1<br />0<br />DESIGN<br />VALIDATION<br />Define SUCCESSFUL CUSTOMER OUTCOME (SCO)<br />Preparation<br />INTEGRATION<br />IMPLEMENTATION<br />IDENTIFY<br />MOMENTS<br />OF<br />TRUTH<br />MODEL<br />CURRENT<br />STATE<br />IDENTIFY<br />BUSINESS<br />RULES<br />CUSTOMER/ORG<br />RISK<br />ASSESSMENT<br />DEFINE<br />ACTION<br />PLAN<br />IDENTIFY<br />BREAKPOINTS<br />2<br />3<br />4<br />6<br />5<br />7<br />8<br />H<br /> DELIVER<br />1<br />1<br />1<br />WHAT<br />WHO<br />WHEN<br />INTERNAL<br />COMMUNICATION<br />(Where it<br />could go<br />Wrong!)<br />CUSTOMER<br />INTERACTION<br />(Where it<br />could go<br />wrong!)<br />ARTICULATE<br />BUSINESS<br />RULES<br />2<br />2<br />2<br />PROCESS<br />ACTIVITY<br />LIST<br />L<br />H<br />3<br />3<br />3<br />REMOVE/REFINE MOTs<br />REMOVE/REDUCE RISKBREAKPOINTS<br />REMOVE HERITAGE<br />BUSINESS RULES<br />ET<br />TT<br />FTE<br />OUTCOME MAPPING<br />IS MATRIX<br />ACTION PLANNING<br />© Steve Towers – All Rights reserved<br />
  • 38. Can You Imagine How Different Things Would Be?<br />
  • 39. For more information please try these resources:<br />www.bpgroup.org – The worlds longest established BPM Business club (1992) with Articles, Case studies and advanced BPM resources<br />www.towersassociates.com – for certification, training and mentoring services using Advanced BPM & Customer Expectation Management <br />www.cityprocessmanagement.com – global consultancy specialising in the use<br />of Customer Expectation Management, BPM and Strategic change<br />www.cemmethod.com – the latest versions of CEM and links to good resources<br />www.linkedin.com/e/gis/1062077 - the BPGroup community on Linked-in<br />
  • 40. Building the Action Plan<br />In Building the Action Plan we target activity that will removeMoments of Truth, Break Points and Business Rules.<br />What we can not remove we must improve.<br />
  • 41. www.cemmethod.com<br />1<br />3<br />4<br />5<br />6<br />2<br />7<br />8<br />H<br />EXECUTE<br />WHAT<br />WHO<br />WHEN<br />1<br />1<br />1<br />REVIEW<br />2<br />2<br />2<br />3<br />3<br />3<br />ET<br />TT<br />FTE<br />ASSESSMENT<br />DISCOVERY<br />
  • 42. For more information please try these resources:<br />www.bp2009.com – the open programme – available on all continents<br />(inhouse classes available – contact us at news@bpgroup.org)<br />www.bpgroup.org– The worlds longest established BPM Business club (1992) with Articles, Case studies and advanced BPM resources<br />www.towersassociates.com – for certification, training and mentoring services using Advanced BPM & Customer Expectation Management <br />www.cityprocessmanagement.com – global consultancy specialising in the use<br />of Customer Expectation Management, BPM and Strategic change<br />www.cemmethod.com – the latest versions of CEM and links to good resources<br />www.linkedin.com/e/gis/1062077 - the BPGroup community on Linked-in<br />
  • 43. www.bpcommunity.org<br />www.bp2009.com<br />www.bpgroup.org<br />www.successfuloutcomes.blogspot.com<br />
  • 44. Business Process Professional pathway<br />www.bp2009.com<br />Q 3-4 - 2009Australia <br />India<br />US<br />South AmericaEurope<br />
  • 45. Signup for classes <br />Now at<br />www.bp2009.com<br />
  • 46. BPGroup.org<br />Steve Towers<br />steve.towers@bpgroup.org<br />www.bpgroup.org | www.towersassociates.com<br />

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