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Business Process Maturity and Centers of Excellence

A presentation given at DST's AWD ADVANCE user conference in March 2013

Business Process Maturity and Centers of Excellence

  1. 1. BPM Maturity and Centers of Excellence AWD ADVANCE 2013Sandy Kemsley l www.column2.com l @skemsley
  2. 2. Agenda l BPM maturity l What’s in a BPM COE l Building a BPM COE Copyright Kemsley Design Ltd., 2013 2
  3. 3. BPM Maturity Copyright Kemsley Design Ltd., 2013 3
  4. 4. Object Management Group’sBusiness Process Maturity Model Copyright Kemsley Design Ltd., 2013 4 Source: OMG BPMM specification
  5. 5. Process Maturity Models l From a variety of sources: l Industry standard bodies l Analyst firms l Vendors l Academic institutions l Selection tool: l http://smart-selector.amyvanlooy.eu/ Copyright Kemsley Design Ltd., 2013 5
  6. 6. OMG BPMM Objectives & Benefits Copyright Kemsley Design Ltd., 2013 6 Source: OMG BPMM specification
  7. 7. How A COE Helps BP Maturity Process Maturity Level Contribution of a COE 1: Initial / process-aware Communication of process maturity goals and activities 2: Managed / coordinated Roles identified, e.g., process owner 3: Standardized / cross- Core of process governance efforts boundary 4: Predictable / goal-driven Support for process improvement and automation technologies 5: Innovating / optimized Mentoring on process improvement methodologies Copyright Kemsley Design Ltd., 2013 7
  8. 8. BPM Maturity Chasm Copyright Kemsley Design Ltd., 2013 8
  9. 9. What’s In A BPM CoE Copyright Kemsley Design Ltd., 2013 9
  10. 10. Types Of BPM COE Copyright Kemsley Design Ltd., 2013 10
  11. 11. Expected Benefits l Synergies between BPM projects l Knowledge transfer l Enterprise process vision l Faster deployments at lower cost l Repeatable methods l Reusable code and components Copyright Kemsley Design Ltd., 2013 11
  12. 12. COE Components • Best practices • Knowledge • Training • Mentoring • Code • Training Repository Skills Community Governance • Problem- • Vision solving • Methodologies • End-to-end • Monitor use processes Copyright Kemsley Design Ltd., 2013 12
  13. 13. Building A BPM CoE Copyright Kemsley Design Ltd., 2013 13
  14. 14. Creating A CoE: Framework l Executive sponsorship and involvement l Interaction and overlap with enterprise architecture governance team l Links to enterprise transformation initiatives l Reporting lines to business and technology Copyright Kemsley Design Ltd., 2013 14
  15. 15. Creating A CoE: Methodology l Establish methodology independent of BPM technology l Terms, definitions and standards l Process improvement methodologies l Best practices l Architecture and SOA alignment l Focus on cross-boundary (end-to-end) business processes and metrics l Build to change Copyright Kemsley Design Ltd., 2013 15
  16. 16. Creating A CoE: Team l Co-locate team for maximum synergy l Define cross-functional roles l Business and technical l Practical and visionary l Internal and xternal Copyright Kemsley Design Ltd., 2013 16
  17. 17. Creating A CoE: Repository l Document/knowledge repository l Best practices l Methodologies l Product information l Training and reference materials l BPMS artifact repository l Process models l Reusable code components Copyright Kemsley Design Ltd., 2013 17
  18. 18. From Project To Program 1st BPM project Resources Resources CoE: Plan Core team Expand team Resources Resources 2nd BPM project Time Copyright Kemsley Design Ltd., 2013 18
  19. 19. Summary l COE can help increase BPM maturity level l COE components l People l Technology l Methodologies Copyright Kemsley Design Ltd., 2013 19
  20. 20. Slides at www.slideshare.net/skemsley Sandy Kemsley Kemsley Design Ltd.email: sandy@kemsleydesign.comblog: www.column2.comtwitter: @skemsley Copyright Kemsley Design Ltd., 2013 20

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