BPM Governance (Imre Hegedus)

BPM Governance Managing to Improve

BPM: Insights and Practices for Sustained Transformation BPM Governance – Insights and Practices As a term, BPM is enjoying unprecedented popularity across the globe. The term ‘process’ is now a staple in service industries almost as much as it has been in manufacturing. The size of both the technology and the professional services markets focused on various aspects of BPM is significant and growing… Report Structure

FACILITATING AND SUSTAINING CHANGE ,[object Object],PIU Workshop – January 2009

Chapter 3 BPM and process improvement – enabling continuous improvement ,[object Object],BPM Governance – Insights and Practices “ Every process improvement project should be scoped in context of the other business processes...” ,[object Object],[object Object],[object Object],[object Object],Projects Problems Reactive Short-term Operational Process-specific Facts & Data Single-loop Mechanistic Business Processes Proactive Long-term Strategic Business-wide Knowledge Double-loop Organic BPM PI General Characteristics

BPM and BPI: characteristics to be leveraged for an effective partnership ,[object Object],[object Object],[object Object],[object Object],Projects Problems Reactive Short-term Operational Process-specific Facts & Data Single-loop Mechanistic Business Processes Proactive Long-term Strategic Business-wide Knowledge Double-loop Organic BPM BPI General Characteristics BPM Governance – Insights and Practices

Consider the implication of these statistics… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],BPM Governance – Insights and Practices

Don’t improve what you cannot manage! ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],BPM Governance – Insights and Practices Process is both Stable And Capable Unstable Stable Capable Incapable Process is Stable But Incapable Process is Unstable but Capable Process is Unstable and Incapable

The PI and BPM Partnership ,[object Object],[object Object],[object Object],[object Object],[object Object],BPM Governance – Insights and Practices

CHARACTERISTICS OF GOOD BPM GOVERNANCE THE BPM CENTRE OF EXCELLENCE ,[object Object],PIU Workshop – January 2009 BPM Governance – Insights and Practices

Chapter 9 BPM governance – leading and sustaining process change ,[object Object],[object Object],[object Object],BPM Governance – Insights and Practices Adapted from: UNESCO United Nations Economic and Social Commission for Asia and the Pacific

BPM Governance: Accountable ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],BPM Governance – Insights and Practices “ Effective BPM Governance will ensure that all process improvement projects are managed as part of an enterprise-wide program of work.” Source: BPM – Insights and Practices for Sustained Transformation

The role of the BPM CoE ,[object Object],[object Object],[object Object],[object Object],[object Object],BPM Governance – Insights and Practices

The role of the Functional Managers ,[object Object],[object Object],[object Object],[object Object],BPM Governance – Insights and Practices

The role of the Process Owners ,[object Object],[object Object],[object Object],[object Object],BPM Governance – Insights and Practices

Location of the BPM CoE Question 18: If your organisation has a group responsible for BPM, where is it located within your organisation? (Organisation Base=79) Source: UWS Survey BPM Governance – Insights and Practices

Factors affecting the design, structure and profile of BPM Governance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],BPM Governance – Insights and Practices

BPM Governance: Accountability Insights and experiences ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],BPM Governance – Insights and Practices

BPM Governance Success factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],BPM Governance – Insights and Practices

BPM Resources at: http://www.imrehegedus.com/resources/index.php ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],“ Business Process Management – Insights and Practices for Sustained Transformation ” (2008) available from http://www.arkgroupaustralia.com.au/report-BPM.htm BPM Governance – Insights and Practices

For further information… Email: [email_address] Phone: (03) 9038 9007 Mobile: 0448 868 007 Skype: iphegedus Web: www.imrehegedus.com ,[object Object],[object Object],[object Object],[object Object],[object Object],“ Business Process Management – Insights and Practices into Sustained Transformation ” (2008) available from http://www.arkgroupaustralia.com.au/report-BPM.htm BPM Governance – Insights and Practices

BPM Governance (Imre Hegedus)

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