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