ORCA Overview
 

ORCA Overview

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Organisational Maturity is an important aspect of business transformation. Knowing where you are, where you want to get to, and then undestanding the journey will determine your success. ORCA is part ...

Organisational Maturity is an important aspect of business transformation. Knowing where you are, where you want to get to, and then undestanding the journey will determine your success. ORCA is part of the CEMMethod(tm) approach and this overview provides guidance on its deployment.

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    ORCA Overview ORCA Overview Presentation Transcript

    • tm TM 8 Omega ORCA Organization Readiness & Competence Assessment Steve Towers BP Group www.bpgroup.org
    • TM PROPRIETARY NOTICE 1. All ideas, information, concepts, methods and know-how embodied in this material (the "Information”) have been created by or for BP Group or another company within our group. 2. The Information is of considerable value to our business and is disclosed to you on the basis that you do not use it otherwise than as expressly permitted by us. Copyright on all materials contained in this presentation is owned by us (unless otherwise stated). We are providing this material to you on the basis that you agree that you will use it only for reference. No part of this material may be reproduced or disclosed to any third party without our express written permission. 3. Save as provided above, all our other rights are reserved.
    • Objectives TM • Provide process leaders with an overview of the 8 Omega ORCA process • Provide direction on undertaking ORCA • Provide process leaders with information regarding additional techniques and templates for undertaking „Deep‟ ORCA
    • TM A New Way for the Age of the Customer Many of the challenges facing businesses today are forcing organizations to make changes for which they have no existing delivery mechanism. These changes often place corporations between the proverbial “rock and a hard place,” caught between external change forces and internal change barriers. Business Process Management has come to the rescue, almost. Leading business thought leaders have delivered compelling materials to help businesses understand why enterprise business process management can “deliver the goods.” What was missing, until recently, was a framework focused on achieving results that is proven, flexible, technology neutral and that can apply to virtually any business or business problem.
    • A New Way for a New Age TM 8 Omega is this overarching new approach that provides a single framework that can be applied to any enterprise, business process, challenge or problem. The framework is not a theoretical concept or academic exercise, nor does it mandate the depth, breadth and sophistication of the actions taken by the organizations that use it. The framework is flexible and adaptable to meet the broad range of individuality and needs of corporations in all markets and any size. The 8 Omega Framework comes from real world experience with hundreds of organizations that have made the transition to being process managed. More than anything else 8 Omega is DOMAIN KNOWLEDGE gathered from leading business process management professionals, most of whom have been actively practicing BPM for over ten years.
    • A New Way for a New Age TM The framework is the revised, refined and tested results of these real activities, in real businesses, by BPM experts, over a broad market spectrum. The origin of the framework came from the common, stated desire by corporations all over the globe for an approach that was clear, actionable and that would help them achieve their desire to become processed managed organizations. Implementing the 8 Omega framework allows organizations to realise the benefits of Business Process Management. A major component of the 8 Omega Framework is the Organization Competence & Readiness Assessment (ORCA). That is what this resource focuses on .8 Omega ORCA Overview Information in this pack provides a structured technique for understanding an organizations process maturity. It helps to identify the main dimensions of change and understand the current status, the organizational aspiration and the potential future state
    • What is 8 Omega ORCA? TM ORCA is an approach within the 8 Omega Framework which allows organizations to assess and evaluate, develop and then build their competence in achieving Successful Customer Outcomes. It goes beyond the concept of process maturity by including key dimensions of an organizations capability. Accordingly it is a pragmatic and immediately useful approach to helping organizations identify and develop consensus around where they are now, where they would like to get to, and the gap between the two.
    • The Good News: You can actually measure how TM you are progressing towards your Strategic Goals! • Commitment by Top Management • Program Organization & Structure • Improvement Training • Performance Objectives • Functioning of Improvement teams • Tools and Techniques • Stakeholder specifications • Information Systems • Accreditation/Certification (individual – enterprise – partners) And in doing so align the organization to achieve SCO‟s. The ORCA approach fits neatly with the CEMMethodTM (see www.cemmethod.com)
    • TM 8 Omega ORCA™ (Organization Readiness & Competency Assessment) The Business Process Maturity Matrix™ Copyright 2004 - The BPM Group - All Rights Reserved Element a b c d e f g h I Commitment by Top Programme Improvement Performance Objectives Functioning of Tools and Stakeholder Information Systems Accreditation Management Organisation and Training Improvement Teams techniques Specifications integration Level Structure Process Improvement is Process Improvement is Everybody trained. Embedded within all Approach is part of the All processes fully Specification reviewed Processes operate within Improvement actions This is where 8 a normal part of the and audits units part of the day to day Process Improvement is culture, holds reviews activities and culture of the organisation a natural part of Training efforts aspects of work normal working practice measured and controlled with appropriate tools and periodically revised and are supported by IS have been accredited by with stakeholders tools. A complete BPMS has been deployed and appropriate body is maintained to agreed we want to be Communicates improvement Process Improvement Process Improvement Initial targets achieved, Teams systematically Cost Savings significant, competence achieved by first audit review All process identify new actions and measurement complete Stakeholder contracts established, standards. Key processes supported by IS Remedial work and review of Improvement information to measured and achieved all staff. complete. developments. and on-going as part of communicated and infrastructure. actions to achieve full 7 customers and the daily reporting. understood by Integration work accreditation. internally organisation towards a full BPMS is underway. Improvement is an BPM systematically Trainers, facilitators and Performance measures More than 50% of Gap Analysis agreed Stakeholder Pilot testing underway, Initial external integral part of being implemented with Mentors fully deployed identified for all key organisation have and complete for all Key requirements success criteria accreditation of Objective setting and full IS support and integral to processes. actively participated processes. monitoring processes monitored and processes. 6 appraisal processes. within teams. Positive established. First reviewed. Initial results of Projects deliveries against key deployment of strategic become recognised. stakeholder IS tools within key Improvement is an Regular Communication Middle management Performance Indicators Implementation of All Key processes are Initial work underway to IS Review of delivery Processes and agenda item in activity and BPM trained in PI approach. and maintenance Rapid Actions complete. measured and tracked, communicate tools to support key Improvement actions meetings, manager evaluation underway. Training in techniques methods introduced into Core process teams exception reporting and stakeholder processes and agree revised and upgraded. 5 gives meetings and BPM proposals costed. completed across the the organisation. delivering first results. action plans delivered. requirements and deployment plan Internal accreditation This is the gap publishes on Improvements Has participated in an Regular Progress organisation. PI Training underway. Communication to the Action teams assigned Tools and techniques required actions. Action programme Key process complete & reviewed. Initial key process Improvement Project Meetings, WPR complete Facilitators assigned. organisation of and underway within harmonised. User agreed with key requirements identified for submission Involved in progress and Business Process Performance objectives key processes. training complete. stakeholders understood, agreed and to internal accreditation 4 and commits available Redesign (BPR) underway. Performance action plan developed. resource underway Reviews and audits begun. Improvement Goals are Steering Group Whole organisation Performance Objectives Initial Team undertake Tools and support in Key shortfalls and Initial processes Accreditation process defined and published assigned, first Work aware of PI programme. quantified and charted. Work Process Redesign place. Initially use, targets identified with reviewed for IS support communicated. Process Redesign (WPR) Initial Stretch targets and complete report tracking and monitoring Stakeholders. and specifications Awareness workshops 3 underway agreed. back to Steering Group. underway. developed define issues and agree targets. Is Chairman of the Process Improvement Process Improvement Senior management Initial Team structure in Tool kit agreed and Most important areas Gap analysis undertaken Senior management Improvement Effort Responsibility assigned responsibility assigned. have identified key place and communicated to senior identified for the to identify key participate in Managers have objectives. communicated to the management. establishment of requirements and 'quick Accreditation workshop 2 participated within PI organisation. Stakeholder hits' workshop specification This is where Improvement Principles Process Improvement understood, verbal support given, but no responsibility assigned Process Improvement selected Approach defined, discussed but no formal Training agreed, method selection criteria agreed. Team structure(s) agreed within senior management Tools and techniques identified and short- listed requirements. Responsibility assigned Current state analysis for establishing Stakeholder agrees current integration Accreditation process agreed and communicated to senior 1 we are personal involvement requirements. management. Has no Interest Structure Completely No Process Non identified No Improvement Not identified No Progress Not identified No action lacking Improvement Training Projects 0 Answers a number of questions against a range of key EBPM Issues Copyright 2004 - The BPM Group - All Rights Reserved
    • a b c d e f g h I Commitment by Top Programme Improvement Performance Objectives Functioning of Tools and Stakeholder Information Systems Accreditation Management Organisation and Training Improvement Teams techniques Specifications integration Level TM Structure Process Improvement is Process Improvement is Everybody trained. Embedded within all Approach is part of the All processes fully Specification reviewed Processes operate within Improvement actions a normal part of the part of the day to day Process Improvement is aspects of work normal working practice measured and and periodically revised and are supported by IS have been accredited by culture, holds reviews activities and culture of a natural part of controlled with with stakeholders tools. A complete BPMS appropriate body 8 and audits units the organisation Training efforts appropriate tools has been deployed and is maintained to agreed standards. Communicates Process Improvement Process Improvement Initial targets achieved, Teams systematically All process Stakeholder contracts Key processes Remedial work and improvement Cost Savings significant, competence achieved by first audit review identify new actions and measurement complete established, supported by IS review of Improvement information to measured and achieved all staff. complete. developments. and on-going as part of communicated and infrastructure. actions to achieve full 7 customers and the daily reporting. understood by Integration work accreditation. internally organisation towards a full BPMS is underway. Improvement is an BPM systematically Trainers, facilitators and Performance measures More than 50% of Gap Analysis agreed Stakeholder Pilot testing underway, Initial external integral part of being implemented with Mentors fully deployed identified for all keyorganisation have and complete for all Key requirements success criteria accreditation of Objective setting and full IS support and integral to processes. actively participated processes. monitoring processes monitored and processes. 6 appraisal processes. within teams. Positive established. First reviewed. Initial results of Projects deliveries against key deployment of strategic become recognised. stakeholder IS tools within key Improvement is an Regular Communication Middle management Performance Indicators Implementation of All Key processes are Initial work underway to IS Review of delivery Processes and agenda item in activity and BPM trained in PI approach. and maintenance Rapid Actions complete. measured and tracked, communicate tools to support key Improvement actions meetings, manager evaluation underway. Training in techniques methods introduced into Core process teams exception reporting and stakeholder processes and agree revised and upgraded. 5 gives meetings and BPM proposals costed. completed across the the organisation. delivering first results. action plans delivered. requirements and deployment plan Internal accreditation publishes on organisation. required actions. complete & reviewed. Improvements Has participated in an Regular Progress PI Training underway. Communication to the Action teams assigned Tools and techniques Action programme Key process Initial key process Improvement Project Meetings, WPR complete Facilitators assigned. organisation of and underway within harmonised. User agreed with key requirements identified for submission Involved in progress and Business Process Performance objectives key processes. training complete. stakeholders understood, agreed and to internal accreditation 4 and commits available Redesign (BPR) underway. Performance action plan developed. resource underway Reviews and audits begun. Improvement Goals are Steering Group Whole organisation Performance Objectives Initial Team undertake Tools and support in Key shortfalls and Initial processes Accreditation process defined and published assigned, first Work aware of PI programme. quantified and charted. Work Process Redesign place. Initially use, targets identified with reviewed for IS support communicated. Process Redesign (WPR) Initial Stretch targets and complete report tracking and monitoring Stakeholders. and specifications Awareness workshops 3 underway agreed. back to Steering Group. underway. developed define issues and agree targets. Is Chairman of the Process Improvement Process Improvement Senior management Initial Team structure in Tool kit agreed and Most important areas Gap analysis undertaken Senior management Improvement Effort Responsibility assigned responsibility assigned. have identified key place and communicated to senior identified for the to identify key participate in Managers have objectives. communicated to the management. establishment of requirements and 'quick Accreditation workshop 2 participated within PI organisation. Stakeholder hits' workshop specification requirements. Improvement Principles Process Improvement Process Improvement Approach defined, Team structure(s) Tools and techniques Responsibility assigned Current state analysis Accreditation process understood, verbal discussed but no formal Training agreed, method selection criteria agreed. agreed within senior identified and short- for establishing agrees current agreed and support given, but no responsibility assigned selected management listed Stakeholder integration communicated to senior 1 personal involvement requirements. management. Has no Interest Structure Completely No Process Non identified No Improvement Not identified No Progress Not identified No action lacking Improvement Training Projects 0
    • TM Steps for Using ORCA 1. Identify the Participants 2. Arrange the ORCA Process 3. Undertake the Review 4. Assess the Results 5. Prepare the Findings
    • TM Identify the Participants Identify a representative cross sample: the senior management team key process practitioners front-line staff
    • Arrange the ORCA Process TM Plan the process to complete within two weeks Brief the ORCA team Supply the ORCA team with the template Confirm meetings/workshops for the ORCA sessions
    • Undertake the Review TM Brief the participants Complete the template Co-ordinate data entry Resolve issues
    • TM Assess the Results Review current situation Discuss future aspiration Agree Gap(s) Determine Transition Plan Confirm Action Plan
    • Prepare the Findings TM • Report to the Board/Sponsor • Confirm Program • Implement Change
    • TM For More Information • Orca@bpgroup.org – To contact us. • www.bpgroup.org • www.bp2009.com – To catch the latest news on BPM and 8 Omega
    • TM 8 Omega ORCA Organization Readiness & Competence Assessment Steve Towers tm Chief Executive Officer BPM Group www.bpmg.org