Are you looking for a way to efficiently and successfully achieve your corporate goals? Business Process Management can help you do exactly that! It handles the identification, design, control, and optimization of your business processes, allowing you to quickly, transparently, and purposefully implement your corporate strategy.

1. 1 | Titel| 6. Mai 20191 | © GBTEC Software + Consulting AG 2019
May 2019
BPM Introduction
and Management Presentation

2. 2 | Titel| 6. Mai 20192 | © GBTEC Software + Consulting AG 2019
Agenda
1 Goals of Business Process Management
2 Benefits of BPM
3 Success Factors
4
Classical Approach to the Introduction of Process
Management
5 Approaches to Process Optimization
6 Rollout Requirements

3. 3 | Titel| 6. Mai 20193 | © GBTEC Software + Consulting AG 2019
Goals of BPM
Functional Orientation
• Departmental thinking
• Middle optimum
• Many interfaces
• High coordination cost
Process Orientation
• Cross-functional thinking
• Total optimum
• Few interfaces
• Faster processes
From Functional to Process Orientation 90-Grad-Shift

4. 4 | Titel| 6. Mai 20194 | © GBTEC Software + Consulting AG 2019
Stakeholder-related benefits of process management
Management
• Transparency
• Strategic management and organization
• Possibility to identify and apply change
requirements in a targeted manner
• Promote holistic, customer-oriented thinking
• Avoidance of "silo mentality"
Executives
• Clear responsibilities and competences
• Improve operational governance
• An opportunity to specific identify and achieve
optimization measures
External stakeholders/customers
• Higher satisfaction thanks to customer
orientation
• High service quality
• Clear definition of products and services
Employee
• Clear areas of responsibility and competences
• An opportunity to contribute to the processes
creation
• Motivation through co-operation within the
framework of CIP
• Quick learning of procedures

5. 5 | Titel| 6. Mai 20195 | © GBTEC Software + Consulting AG 2019
• Functional BPM tool
• Purpose-related, fixed notations (EPK, BPMN 2.0)
• Clearly structured and tested method
• Creation and use of a conventions manual
• Methodologically clean modeling of processes
• Technically impeccable maintenance of process models and
attributes/continuous quality control
Technical and human success factors
• Convey the added-value message
• Create a sense of necessity
• Develop and communicate the vision of process
management
• Empower employees to implement process management
• Make short-term successes visible (success stories)
• Conceptually develop process management
• Embed process management into the company culture
• Evolutionary steps for the successful implementation of
BPM:
− Take and accept Process Management as added value
− Think in processes
− Live and implement processes
Human success factors Technical and methodological success factors

6. 6 | Titel| 6. Mai 20196 | © GBTEC Software + Consulting AG 2019
Sensitization
• Develop a vision
• Develop an overall concept
• Create problem awareness
• Set clear goals
Information and Training
• Necessity of change
• Approach and desired results
• Training
Influence
• Analyze approaches of affected parties
• Identify acceptance barriers
• Find/strengthen promoters
• Integrate opponents
Support and Consulting
• Contact person/Consultant on site
• Knowledge sharing
Motivation
• Convince decision-makers
• Generate motivation to change
• Involve affected parties
• Create incentives
Documentation
• Concept documentation
• Introduction documentation
• Consulting documentation
• Support documentation
Process management also requires change management -
Success factors

7. 7 | Titel| 6. Mai 20197 | © GBTEC Software + Consulting AG 2019
Management of Processes
The management of processes is a continuous task. This
requires:
• Clear responsibilities
• Defined procedures for analysis and optimization
• Definition and specification of processes framework
data:
− Validity periods
− Follow-ups
− Regular review of processes
− Storage of processes
Management of Processes Process life-cycle

8. 8 | Titel| 6. Mai 20198 | © GBTEC Software + Consulting AG 2019
Reduce non-value-added activities
• Duplication
• Queries, verification processes, looping
• Avoiding errors/incompleteness
• Process integration
Reduction of interfaces, bundling of tasks
• Expansion of competencies
• Parallel work instead of sequential processing
Supported by information technology
• Automation of routine activities (e.g. document entry)
• Easier, faster processing
Starting Points and Goals of Process Optimization
Goal-triangle
of process
optimization
Increase
quality
Reduce
costs
Reduce
lead-
times
Starting points in the process optimization Goals of process optimization

9. 9 | Titel| 6. Mai 20199 | © GBTEC Software + Consulting AG 2019
Rollouts requirements
Technical aspectsOrganizational and methodological aspects
Presuppose the implementation of rollouts in different
business units and different countries:
• Implementation and control of local process
organizations
• Consideration of different languages
• The consideration of local peculiarities in terms of
processes, organization, IT systems, etc.
• The adaptation of the methodology to local aspects
• The consideration of legal aspects (e.g. who can see
which processes)
• Central server vs. country-specific servers
• Performance aspects must be considered
• When using multiple servers:
− Several installations are required
− Decentralized administration of servers and software
− No common repositories and thus separate process
content
• When using a shared server:
− Only one installation
− Central administration of server and software
− Shared repository for all business units and thus
shared content

10. 10 | Titel| 6. Mai 201910 | © GBTEC Software + Consulting AG 2019
Sample of methodological aspects in BPM Central and Local
Central BPM Approach
(Competence Center)
BPM BASIS method as central requirement
Local BPM
(Local BPM HUB)
Consideration of local objectives and requirements ROLLOUT of process house with specific adjustments
Level 1: Process map
Level 2: Main process
Level 3: Sub-process
Level 4: Professionalprocess modeling
Level 5: IT process modeling
Level 1: Process map
Level 2: Main process
Level 3: Sub-process
Level 4: Professionalprocess modeling
Level 5: IT process modeling
Germany Spain USA
Process 1 global Process 2 global Process 3 global

11. 11 | Titel| 6. Mai 201911 | © GBTEC Software + Consulting AG 2019
Europe
Asia
USA
Europe
USA
Asia
Central Data Center
Local Data Center
Local Data Center
Local Data Center
Example of technical structure rollouts

12. 12 | Titel| 6. Mai 201912 | © GBTEC Software + Consulting AG 2019
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