The document outlines the 8 Omega Orca framework, focusing on organization readiness and competence assessment to enhance business process management. It provides a structured approach for evaluating an organization's process maturity and identifying gaps to achieve successful customer outcomes. The framework is flexible and adaptable, aimed at helping organizations transition to being process-managed effectively.

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TM
8 Omega ORCA
Organization Readiness & Competence Assessment
Steve Towers
BP Group www.bpgroup.org

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3. 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

4. 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.

5. 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.

6. 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

7. 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.

8. 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)

9. 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

10. 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

11. 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

12. TM
Identify the Participants
Identify a representative cross
sample:
the senior management team
key process practitioners
front-line staff

13. 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

14. Undertake the Review
TM
Brief the participants
Complete the template
Co-ordinate data entry
Resolve issues

15. TM
Assess the Results
Review current situation
Discuss future aspiration
Agree Gap(s)
Determine Transition Plan
Confirm Action Plan

16. Prepare the Findings
TM
• Report to the Board/Sponsor
• Confirm Program
• Implement Change

17. 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

18. TM
8 Omega ORCA
Organization Readiness & Competence Assessment
Steve Towers tm
Chief Executive Officer
BPM Group www.bpmg.org