Innovative processes in organizations


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Innovative processes in organizations

  1. 1. ECQA Certified Business Process ManagerInnovative processes in organizations dr. Tomislav Rozman ECQA Days 2012, Session 3A: Business Process Management 11. – 12. 10. 2012 Krems - Austria
  2. 2. Agenda• Motivation for BPM• Innovative processes – ECQA processes case study• CertiBPM course content presention• CertiBPM project, info
  3. 3. Topic: IntroductionBUSINESS PROCESS MANAGEMENT(BPM) – WHY ?
  4. 4. Let us build common terminology• BPM is the discipline, which covers: – identification, – modeling, – analysis, – documentation, – automatization, – maintenance and – optimization of business processes
  5. 5. Why should we care about BPM?• major drivers of introducing BPM to a company*: – need to save money – reduce cost – improve productivity – improve management coordination – improve organizational responsiveness – improve customer satisfaction – improve products *according to research -P. Harmon & C. Smith, 2010
  6. 6. What is a business process? It„s an abstract term – hollow nothing Better: Business Process Model (or, visualization) Better: Business Process DescriptionEven Better: Set of human/machine actions that produce something (product / service)
  7. 7. What is an innovative business process? Innovative Business Process ? • Overused term• Industry: to survive, innovative BPs are the only option Innovation as a Business Process ?
  8. 8. How to design innovative business processes? Customer complaints, l ow sales,... It must hurt Visualize TO-BE processes. VisualizeImplement. AS-IS Improve, innovate, implement It must be clear what we want to improve processes About external processes (Well, About internal you‘re selling processes something to them..)(do not let only Ask the employees Ask the customers QM to do it)
  9. 9. Innovating ECQA processes – case study Current situation: Well established association in all EU countries, almost 10000 certificates issued...It must hurt But: - some processes and rules could be clearer ... - we want ISO9001 / 17024 certificate - we want to grow
  10. 10. It must be clear what we want toIt must be improveclear whatwe want to improve External and internal processes Key process area Process group: trainee certification
  11. 11. Case study: Clarification of one KPA: Trainee certification
  12. 12. Case study: Clarification of one KPA: Trainee certification
  13. 13. Case study: Clarification of one KPA: Trainee certification
  14. 14. Case study: Clarification of one KPA: Trainee certification
  15. 15. Example of TO-BE process (TRAINEE PERSPECTIVE)• 3rd level: process details (+ roles + message flows)
  17. 17. Brief Description of the CertiBPM Training Program Content U0; U1.E1 – E5 BPM.U0.E0 – IntroductionU2.E1 – E3 BPM.U0.E1 - ECQA and Certification InfoBPM.U2.E1 - Choosing Management BPM.U0.E2 - Conclusions and Referencesyour BPM tool/platform BPM.U1.E1 - Process orientedBPM.U2.E2 - BPM managementtools/platform BPM.U1.E2 - Managing BPM projectsBPM.U2.E3 - BPM and BPM.U1.E3 - BPM and ModelingEnterprise architecture BPM.U1.E4 - Documenting Business CertiBPM Processes training program BPM.U1.E5 - Process Simulation & Analysis basics, tools and techniques Psychology Technical (IT) Frameworks U3.E1 – E3 BPM.U3.E1 - Human factors in BPM BPM.U3.E2 - Motivating people for process change BPM.U3.E3 - BPM models, frameworks and standards
  18. 18. Structure of the CertiBPM Qualification and Certification Program:Learning Units and Elements Learning Units and Elements TitleCodeBPM.U0 Informative packageBPM.U0.E0 Introduction ECQA and certification information (demonstration on www.ecqa.orgBPM.U0.E1 and the Learning Portal)BPM.U0.E2 Conclusions and References data baseBPM.U1 Process Oriented ManagementBPM.U1.E1 Management System (ISO 9001:2008)BPM.U1.E2 Managing BPM projectsBPM.U1.E3 BPM and ModelingBPM.U1.E4 Documenting Business ProcessBPM.U1.E5 Process Simulation & Analysis basics, tools and techniquesBPM.U2 BPM and Information Technologies (IT)BPM.U2.E1 Choosing your BPM tool/platformBPM.U2.E2 BPM tools/platformBPM.U2.E3 BPM and architectureBPM.U2.E4 BPM systems and IT integrationBPM.U3 BPM human aspects. Frameworks and StandardsBPM.U3.E1 Human factors in BPMBPM.U3.E2 Motivating people for process changeBPM.U3.E3 BPM models, frameworks and standardsBPM.U4 BPM Specializations
  19. 19. The reality• The course was gradually developed (based on customer feedbacks and examples) and then joined ECQA• Customers (target groups) – in Slovenia, from 2006-) • IT & development companies (depts.) • Telco & Energy sector (main distributors) • Service • Production – In Romania (from 2011) • Automotive (Continental) • Retailers, distributors,
  20. 20. What makes it attractive?• An introductinary certificate and advanced certificate• Also prepration for OMG OCEB• BPMN (modeling technique) is de-facto standard• Technical+managerial+soft skills
  21. 21. Thank you for your patience!Please register for a free on-line BPM training!
  22. 22. More Info about CertiBPM:www.certibpm.inf o• We are social: search for CertiBPM group and join, to get latest updates!
  24. 24. Project objectives• OBJECTIVE 1: to adapt existing Business Process Management course to ECQA (European Certification and Qualification Association) certification scheme and establish job role, which is valid across the Europe, translate it to Romanian and English language• OBJECTIVE 2: to adapt the course to the University - Bologna Masters level for Romanian Universities
  25. 25. Project objectives• OBJECTIVE 3: to transfer the knowledge (CertiBPM project) to the Romanian market (to students from the Universities, industry representatives)• OBJECTIVE 4: to educate 110 trainees and 14 trainers (regardless of the age, sex, nationality, religion)• OBJECTIVE 5: to create distant learning course, that will allow training people from different locations
  26. 26. Partners• Applicant organisation: Universitatea Politehnica din Timisoara (RO) – Contact: prof. dr. Anca Draghici• Management co-ordinator & idea: BICERO Business Informatics Center Rozman Ltd. – Contact: asst. prof. dr. Tomislav Rozman• Core partner: proHUMAN Cooperation and Business Management – Contact: asst. prof. dr. Romana Vajde Horvat• Core partner: I.S.C.N. GesmbH – Contact: dr. Richard Messnarz, Damjan Ekert• Core partner: DENKSTATT Romania SRL – Contact: Gabriela Fistis
  27. 27. Conclusions• The BPM community at large is currently fragmented but this is a natural situation that precedes a more cohesive BPM community that will soon emerge (BPM council, 2010).• The main result of the BPM certification providers‟ analysis: – there is no entry-level certification on the market; • therefore our effort will be targeted towards creating one (according to ECQA requirements)
  28. 28. Again, thank you for your patience!
  29. 29. Reference to Authors and ProjectTraining Materials/Dissemination materials were developed within international consortium “CertifiedBusiness Process Manager Committee (CertiBPM-TMC)”: • BICERO, Business Informatics Center Rozman Ltd, Slovenia, (Manager of CertiBPM- TMC, initial author of the course) • proHUMAN, Cooperation and Business Management Ltd., Slovenia, • I.S.C.N., International Software Consulting Network, Ireland, • UPT, Politehnica University of Timisoara, Romannia, • DENKSTAT, Sustainable thinking, Romania, www.denkstatt.roDevelopment of Training Material was funded with support of European Commission under: • Leonardo da Vinci programme, Transfer of Innovation, Project no. 2010-1-RO1-LEO05-07445 This publication reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.