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Process	
  Owners	
  in	
  Ac-on	
  
Walter	
  Popper	
  
	
  
Miami,	
  FL	
  
February	
  3-­‐5,	
  2016	
  
1	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Who	
  Should	
  Take	
  this	
  Course	
  
Process	
  Ow...
2	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Course	
  Overview	
  
Day	
  1:	
  	
  Role	
  and	
  Re...
3	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
The	
  Power	
  of	
  Process	
  
Defines	
  tasks	
  for	...
4	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Process	
  Owner	
  Role	
  and	
  Responsibili<es	
  
De...
5	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Role	
  and	
  Responsibili<es	
  
Measure	
  What	
  Ma@...
6	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Role	
  and	
  Responsibili<es	
  
Invest	
  in	
  Inform...
7	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Role	
  and	
  Responsibili<es	
  
Advise	
  on	
  Organi...
8	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Role	
  and	
  Responsibili<es	
  
Engage	
  Key	
  Stake...
9	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Role	
  and	
  Responsibili<es	
  
Iden=fy	
  Gaps	
  and...
10	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Role	
  and	
  Responsibili<es	
  
Communicate	
  in	
  ...
11	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Time	
  and	
  A?en<on	
  
Establish	
  Goals	
  for	
  ...
12	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Time	
  and	
  A?en<on	
  
Develop	
  Targets	
  of	
  O...
13	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Time	
  and	
  A?en<on	
  
Implement	
  Measurement	
  S...
14	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Time	
  and	
  A?en<on	
  
Build	
  Competencies	
  &	
 ...
15	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Impact	
  through	
  Influence	
  
Lead	
  Project	
  Sta...
16	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Impact	
  through	
  Influence	
  
Sponsor	
  a	
  Mul=-­...
17	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Impact	
  through	
  Influence	
  
Recruit	
  and	
  Reta...
18	
  ©2015	
  FCB	
  Partners.	
  All	
  rights	
  reserved.	
  
Impact	
  through	
  Influence	
  
Ins=ll	
  a	
  Process...
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FCB Partners Course Preview: Process Owners in Action

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A Three-day Advanced Certification Class on Business Process Management (BPM)
The role of Process Owner is a challenging one, characterized by significant accountability with limited resources and authority. Because process ownership is relatively new to many organizations, people taking on the role have had little guidance, training, or opportunity to learn from peers. The purpose of this course is to illuminate the role, explore the challenges, offer practical approaches, and enable individuals to successfully navigate opportunities, constraints, and conflicting priorities. This is a course for Process Owners, Managers, and Leaders seeking to improve their effectiveness as well as the staff and consultants supporting them.

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FCB Partners Course Preview: Process Owners in Action

  1. 1. Process  Owners  in  Ac-on   Walter  Popper     Miami,  FL   February  3-­‐5,  2016  
  2. 2. 1  ©2015  FCB  Partners.  All  rights  reserved.   Who  Should  Take  this  Course   Process  Owners   Customer-­‐facing  (sales,  distribuIon,  and  service)   OperaIons  (development,  engineering,  supply  chain,  producIon)   Back  Office  (contracIng,  purchasing,  planning,  billing)   Support  (quality,  audit,  talent  management,  informaIon  systems)     Process  Professionals   Lean  coaches   Six  Sigma  black  belts     Other  Staff  Specialists   Business  Analysts   IT  Project  Leaders   HR  Change  Managers          
  3. 3. 2  ©2015  FCB  Partners.  All  rights  reserved.   Course  Overview   Day  1:    Role  and  Responsibili=es   Strategies  for  OperaIonal  Excellence   Process  Design,  OrganizaIon,  and  Infrastructure   Process  Measurement  and  Improvement   Challenges  of  Process  Ownership     Day  2:    Time  and  A@en=on   Assessing  and  PrioriIzing  OpportuniIes   Sponsoring  Projects  and  IniIaIves   Making  Process  Councils  Work   Sustaining  Process  Performance     Day  3:    Impact  through  Influence   Geng  Top  Team  Buy-­‐In   Influence  without  Authority   AcceleraIng  AdopIon      
  4. 4. 3  ©2015  FCB  Partners.  All  rights  reserved.   The  Power  of  Process   Defines  tasks  for  overall  efficiency  and  effecIveness   Puts  work  into  context  –  serving  customers,  execuIng  strategy   Converts  inputs  into  outputs  of  greater  value   Establishes  enterprise  standards  –  one  way  of  doing  business   Enhances  transparency  and  provides  audit  trail   Enables  learning  –  individual  and  collecIve   End-­‐to-­‐end  work  flow   a  group  of  related  tasks  that  together  create  customer  value   structured,  purposeful  work  in  context    
  5. 5. 4  ©2015  FCB  Partners.  All  rights  reserved.   Process  Owner  Role  and  Responsibili<es   Design  End-­‐to-­‐End  Work  Flow               Inputs   Customers  Suppliers   Steps   Outputs   Process  steps  are  just  the  beginning   The  Value  Chain     Also  known  as  SIPOC  
  6. 6. 5  ©2015  FCB  Partners.  All  rights  reserved.   Role  and  Responsibili<es   Measure  What  Ma@ers   Outcome  measures   lagging  indicators  to  highlight  what  mabers  to  customers   validate  using  customer  measures  and  experiences   line  of  sight  to  internal  strategic  and  operaIonal  objecIves     Process  measures   leading  indicators  to  predict  and  improve  outcomes   validate  by  observing  cause-­‐and-­‐effect  or  analyzing  correlaIon   highlight  the  few  metrics  with  greatest  leverage     Trends   benchmarks  highlighIng  gaps  and  momentum,  either  posiIve  or  negaIve   use  period  to  period  comparison  to  understand  and  minimize  variaIon     Targets   goals  to  establish  expectaIons  and  inspire  extra  effort  
  7. 7. 6  ©2015  FCB  Partners.  All  rights  reserved.   Role  and  Responsibili<es   Invest  in  Informa=on  Technology   Devices   system  access  point  including  mobile,  desktop,  embedded     Applica=ons   socware  funcIonality,  templates,  tools,  screens,  navigaIon   structures  capabiliIes  and  procedures  associated  with  the  process         Content   qualitaIve  and  quanItaIve  informaIon  and  associated  data  structures     Services   technical  and  business  soluIons  accessible  over  the  network     Network   connecIons  and  communicaIon  capabiliIes  across  devices  
  8. 8. 7  ©2015  FCB  Partners.  All  rights  reserved.   Role  and  Responsibili<es   Advise  on  Organiza=on,  Sourcing,  and  Staffing   Front-­‐line  employees  working  on  the  process   engaged  most  or  all  of  their  Ime  on  process  work       Subject  and  func=onal  experts  contribu=ng  to  the  process   bringing  their  experIse  to  process  work  as  required       External  staff  performing  the  process   contract  hires  or  third-­‐party  work  force  in  an  outsourcing  arrangement     Supervisors  and  managers  overseeing   structuring,  prioriIzing,  guiding,  and  assessing  process  performance        
  9. 9. 8  ©2015  FCB  Partners.  All  rights  reserved.   Role  and  Responsibili<es   Engage  Key  Stakeholders   My  Team   Top  Team   Process   Customers*   Process   Suppliers*   My  Process   Who  are  the  key  players  in  each  stakeholder  group?   What  do  I  need  from  them?   What  do  they  need  from  me?   *  Includes  adjacent  process  teams  
  10. 10. 9  ©2015  FCB  Partners.  All  rights  reserved.   Role  and  Responsibili<es   Iden=fy  Gaps  and  Pursue  Opportuni=es   2012 Spend: $816 M 2012 Top 8 categories: 78% 2012 MRO spend: $33 M 13,776 Material Masters; 53% unused in 2012 $61M on hand inventory, demand based target >$30M Available onsite storage area: 509,744 ft² Services vs. Materials Spend 78%-22% Average lead time/line 12 days Average lead time/MM 21 days Baker Hughes Daily Avg Consumption: 8,211L Daily Avg Deliveries: 9,027 L Over-Deliveries: 297,772 L
  11. 11. 10  ©2015  FCB  Partners.  All  rights  reserved.   Role  and  Responsibili<es   Communicate  in  A  Networked  World   Cul=vate  key  opinion  leaders  inside  and  outside  your  process  
  12. 12. 11  ©2015  FCB  Partners.  All  rights  reserved.   Time  and  A?en<on   Establish  Goals  for  Customer  Experience   1.  Earn  my  trust   2.  Inspire  me   3.  Make  it  easy   4.  Put  me  in  charge   5.  Guide  me   Source: 10 Demandments: Rules to Live by in the Age of the Demanding Customer, by Kelly Mooney 6.   Be  there  for  me  24/7   7.   Get  to  know  me   8.   Exceed  my  expecta-ons   9.   Reward  me   10.   Stay  with  me   Today’s  customer  was  trained  by  Amazon  and  Starbucks   Today’s customers expect an easy-to-use process
  13. 13. 12  ©2015  FCB  Partners.  All  rights  reserved.   Time  and  A?en<on   Develop  Targets  of  Opportunity   Enablers Typical Accomplishments Commonly Observed Gaps Targets of Opportunity Owners Process point of view Focus on improvement Common terminology Process-function dialogue Time on projects & staff work Tomorrow vs. today Seen as ‘bureaucracy’ Function trumps process • Increase presence with front-line teams • Make difference every quarter and report it • Perception or reality? Find out and respond • Strengthen PO’s functional alliances • Structure part-time PO role for greater impact Design and Measures Partial documentation Opportunities identified Measures proposed Mainly transaction back office Op Ex more than customer Efficiency, compliance focus • Add one knowledge work process • Add to customer measures and feedback • Introduce stretch goals Performers and Systems ERP’s implemented Front-line trained Potential for collaboration Local improvements Internal data, limited analysis Primarily internal systems Individual goals & incentives Ad hoc, not continual • Introduce extended data, analysis, trending • Explore online applications and services • Try team or group goals and incentives • Identify, replicate, and extend ad hoc efforts Leaders and Governance Executive champion Process Model Process Council Portfolio of initiatives Ad hoc, limited back up One-time effort, limited use Disconnect from Op Mgmt. Loose link to Strategy, IT • Structure champion role and add leverage • Establish EPM renewal cycles • Connect PC to PMO, Ops or other governance • Link process, IT, and strategy programs Culture and Expertise Center of Excellence Lean, Six Sigma skills Process values discussed Limited reach beyond HQ Narrow, stand-alone skill sets Unwritten rules unchallenged • Explore distributed or hybrid COE • Integrate strategy, project, process, change • Challenge at least one ‘business as usual’ rule
  14. 14. 13  ©2015  FCB  Partners.  All  rights  reserved.   Time  and  A?en<on   Implement  Measurement  Systems   The  Right  Measures   Used  in  the  Right  Ways   1.  Connect  to  the  big  picture   2.  Look  at  the  evidence   3.  Select  with  care   4.  Get  specific  and  material   5.  Pick  a  meaningful  name   6.  Make  measures  visible   7.  Establish  real  =me  feedback   -­‐    Balanced  Scorecard  Collabora<ve  
  15. 15. 14  ©2015  FCB  Partners.  All  rights  reserved.   Time  and  A?en<on   Build  Competencies  &  Capabili=es   •  Work  Force   –  posiIon  descripIons  and  requirements   –  performance  goals,  objecIves  and  reviews   –  new  hire  orientaIon   •  OrganizaIon   –  direct  and  dobed  line  reporIng   –  operaIng  unit  performance  reviews   –  merger  integraIon  teams   •  Investment   –  project,  program  and  porholio  management   –  business  requirements  and  data  management   –  new  system  implementaIon  and  adopIon  
  16. 16. 15  ©2015  FCB  Partners.  All  rights  reserved.   Impact  through  Influence   Lead  Project  Stage  Gate  Reviews   •  Develop   enterprise   process  model   •  Appoint  process   owners  and   establish   governance   •  Create  Strategic   Linkage:  process   vision  and  case  for   ac=on   •  Select  redesign   team  members     •  Review  principles  of   high-­‐performance   processes   •  Apply  pa@erns   •  Map  to  I/T  capabili=es   and  constraints   •  Build  out  dimensions   and  dependencies   •  Develop  metric   architecture   •  Develop  business  case   •  Gain  necessary   approvals     •  Bound  and   scope  the   process   •  Understand   customer   needs   •  Understand   the  current   process   •  Iden=fy   weaknesses  in   the  exis=ng   design   •  Set  targets  for   the  new  design   • Develop   implementa=on   roadmap   • Build  ini=al  laboratory   prototype   • Implement  pilot(s)   • Develop    suppor=ng   infrastructure   • Rollout   • Ins=tu=onalize   • Re  –  redesign!   Mobiliza=on   Redesign   Transi=on  Diagnosis  
  17. 17. 16  ©2015  FCB  Partners.  All  rights  reserved.   Impact  through  Influence   Sponsor  a  Mul=-­‐Year  Journey     Releases   Q1   Q2   Q3   Q1   Q2   Q3   Q4  Q4   Year  1   Year  2   Release  1   Release  2   Release  3   Release  4   Release  5   Lab   Pilot   Rollout   Lab   Pilot  1   Rollout  Pilot  2   Rollout    Pilot  Lab   When   3   6   9   12   15   18   21   24   Lab   Pilot     Rollout   Lab   Pilot   Rollout     What  
  18. 18. 17  ©2015  FCB  Partners.  All  rights  reserved.   Impact  through  Influence   Recruit  and  Retain  ‘A’  Players   Know  whom  you  want   ambiIon,  commitment,  creaIvity,  as  much  as  experIse   open  to  new  ideas;  challengers  of  legacy  assumpIons   representaIve:    primary  funcIons,  divisions,  geographies   Get  what  you  want   individual  moIvaIon,  iniIaIve,  and  follow-­‐through   significant  level  of  effort,  frequently  subject  to  negoIaIon   specified  duraIon  with  opIon  to  renew,  or  an  alternaIve   Address  ‘What’s  in  it  for  me?’   broadened  perspecIve  and  increased  exposure   expanded  skills  in  process  and  project  disciplines   high-­‐profile  business  impact   delicate  quesIons:    rank,  reporIng  relaIonship,  career  path               The  objec=ve  -­‐  an  engaged,  commi@ed,  high-­‐performing  team  
  19. 19. 18  ©2015  FCB  Partners.  All  rights  reserved.   Impact  through  Influence   Ins=ll  a  Process  Improvement  Discipline     Set  performance     target   Develop  improvement  plan   Leverage  new  technology   Understand     performance  gap   Measure     process   performance   1. Understand customer needs 2. Benchmark competitors 3. Translate strategy 4. Assess financial requirements 5. Ensure inter-process linkage 6. Check technology innovations   Perform     process   Improve     execu=on   Improve     design   Modify   design   Redesign   Diagnosis   Implement  change   GAP   Iden=fy     key     measures     Outsource  

A Three-day Advanced Certification Class on Business Process Management (BPM) The role of Process Owner is a challenging one, characterized by significant accountability with limited resources and authority. Because process ownership is relatively new to many organizations, people taking on the role have had little guidance, training, or opportunity to learn from peers. The purpose of this course is to illuminate the role, explore the challenges, offer practical approaches, and enable individuals to successfully navigate opportunities, constraints, and conflicting priorities. This is a course for Process Owners, Managers, and Leaders seeking to improve their effectiveness as well as the staff and consultants supporting them.

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