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THE PROCESS OF BPM George Van Antwerp April 6, 2007
BUSINESS PROCESS MANAGEMENT IS… TECHNOLOGY ENABLED CONTINUOUS IMPROVEMENT ,[object Object],[object Object],[object Object],[object Object],[object Object],FOR ,[object Object],[object Object],[object Object],[object Object],[object Object]
AS TOYOTA POINTED OUT, PROCESS CAN BE A COMPETITIVE ADVANTAGE ,[object Object],[object Object]
DETERMINE YOUR BASELINE AND OBJECTIVES 0 1 2 3 4 5 Acknowledge Business Inefficiencies  Directly link process model and rules to execution Process Automation and Control Compare alternatives driven by various optimization techniques in real time Craft process automation and control across the enterprise, customers and trading partners Interprocess Automation and Control Create a business performance framework that links business valuation (near real time) to process execution Enterprise Valuation Control Innovate new businesses, products and services through agile business architecture Agile Business Structure Model and analyze business processes Process-Aware Generally, where companies are today Source: Gartner BPM Maturity Model Measure and monitor business activities
CREATING A BPM SOLUTION Continuous Improvement Strategy Adapted from Gartner graphic on BPM Organizational Change Management Measure Model Analyze Prioritize Control Automate BPM Improve Pilot
PRIORITIZE WHERE TO START ,[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],[object Object],[object Object],[object Object],[object Object],[object Object],Source: modified based on Lombardi Software slide ,[object Object],[object Object],[object Object],[object Object],[object Object],Process Complexity Process Impact L H
DEFINE YOUR MEASURES AND CAPTURE YOUR CURRENT STATE ,[object Object],[object Object],[object Object],Based on the Balanced Scorecard TM  framework. Financial Customer Internal / Business  Process Learning & Growth Mail Profit Customer Satisfaction Mail Rxs Days-in- House Plan Design Alignment 1 st  Call Resolution Voluntary Turnover Benefit Education Employee Satisfaction
MODEL YOUR PROCESS - SIPOC Suppliers Inputs Process Customers Requirements ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Step 1: Get Rx and payment Outputs Step 2:  Enter order into system Step 3:   Check eligibility and patient info Step 4:   Resolve exceptions  ,[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],Step 5:   Ship Rx to patient ,[object Object],[object Object],[object Object],[object Object],[object Object]
ANALYZE AND IMPROVE TWO DIME FRAMEWORK FOR REDUCING MUDA ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: Image from Lombardi Software Source: TWO DIME framework from The Power of Process by Kiran Garimella
AUTOMATE AND PILOT ,[object Object],[object Object],[object Object],[object Object],Source: Appian
BUSINESS ACTIVITY MONITORING FOR CONTROL
WHAT IS DIFFERENT Yesterday Today Focus on Current State No Yes Solutions Paper Technical Governance Functional End-to-end Process Project Duration 6-24 months 90-120 days IT and Business Collaboration Optional Critical Results BPR = Layoffs BPM = Asset Optimization Implementation Methodology Waterfall / SDLC Agile / RAD Technology EAI / Workflow BPM
CONCLUSIONS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Q&A

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The Process Of Bpm

  • 1. THE PROCESS OF BPM George Van Antwerp April 6, 2007
  • 2.
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  • 4. DETERMINE YOUR BASELINE AND OBJECTIVES 0 1 2 3 4 5 Acknowledge Business Inefficiencies Directly link process model and rules to execution Process Automation and Control Compare alternatives driven by various optimization techniques in real time Craft process automation and control across the enterprise, customers and trading partners Interprocess Automation and Control Create a business performance framework that links business valuation (near real time) to process execution Enterprise Valuation Control Innovate new businesses, products and services through agile business architecture Agile Business Structure Model and analyze business processes Process-Aware Generally, where companies are today Source: Gartner BPM Maturity Model Measure and monitor business activities
  • 5. CREATING A BPM SOLUTION Continuous Improvement Strategy Adapted from Gartner graphic on BPM Organizational Change Management Measure Model Analyze Prioritize Control Automate BPM Improve Pilot
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 12. WHAT IS DIFFERENT Yesterday Today Focus on Current State No Yes Solutions Paper Technical Governance Functional End-to-end Process Project Duration 6-24 months 90-120 days IT and Business Collaboration Optional Critical Results BPR = Layoffs BPM = Asset Optimization Implementation Methodology Waterfall / SDLC Agile / RAD Technology EAI / Workflow BPM
  • 13.
  • 14. Q&A

Editor's Notes

  1. Thanks Howard. You should all now be looking at the slide titled The Process of BPM. Slide number X. Next slide.