The strategy gives a context that helps to define the area to be targeted and improved using a Business Process Management approach. This presentations is being used for raising awareness in the top managers of sport organizations for the work to be done and how results can be achieved

1. Organizational Improvement
The strategy give context that allows us
to “think global and act local” using
BPM as improvement approach

2. “I want to debate why a company exits. In other
words, why we exists? I think that many people
assume wrongly that a company exists to make
money. Although is an important goal, we have to
go deep and understand the real reason of our
existence. We came to the conclusion that a group
of people come together to do what they can do
alone – make a contribution to the society, a
ordinary statement but very important... We can
see around us people in organizations only focused
in making money, but the underlying reasons come
from the desire to make something more, a product
or service, something of value.”
Collins e Porras, quoting David Packard, speech in a Hewlett-Packard’s formation in 8 of March of 1960
Collins, J. C., & Porras, J. I. (1996). Building Your Company’s Vision. Harvard Business Review, 74(5), 65–77.
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt

3. Objectives
• Understand what is reason of existence of an
organization? Why we exist as an organization?
Why the customers come to us? Are we
different?
• We have to define a context that helps to clarify
our reason of existence that supports our
strategy;
• Assuming a business context simplifies the
definition of improvement priorities in our
organization;
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt

4. Objectives
• The first step is to clarify our strategy before
taking measures to improve the organization.
Is fundamental to create a context!
• Context creates the foundations to the
development of the improvement actions in
the organization;
• The improvement actions are developed using
approaches based in process management
accordantly the real needs of the organization;
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt

5. Objectives
• An organizational improvement is accomplish
when the customers, workers or others
stakeholders see their problems solved;
• The problems that worries us are materialized in
objectives that we accomplish to solve them;
• To fulfill an objective we need an improvement
action, we have to do something that we didn’t
accomplish until now;
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt

6. There are several approaches that could be
used…
We define a context with
the strategy and
improvement priorities
We develop the processes
as-is and define the to-be
considering the strategy and
priorities
The improvement project is
developed according the real
needs of the organization
Tregear, R., & AlKharashi, B. (2012). Strategy, Processes & Projects: reconciling three core elements of contemporary
management excellence. Retrieved from http://www.leonardo.com.au/documents/StrategyProcessesProjectsrel1a_000.pdf
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt

7. Strategy defines a context
Strategy is operationalized and fulfilled
Context clarifies the process definition
Improved processes have better performance
The processes improve the work
Work supports the processes improvement
Our approach suggestion
Using the assumptions (identified in the strategy, formal or not formal) as
axioms for the process clarification (representing the work being done in
the organization)
Sobreiro, P., Bento, T., & Claudino, R. (2013). Operacionalização da estratégia das organizações desportivas através da
definição de axiomas, para um contexto de melhoria. Revista Intercontinental de Gestão Desportiva, 3(0), 83–95.
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt

8. How we do this?
• We clarify what we want and define
assumptions to develop the improvements;
• The assumptions are systematized and
contextualized;
• We use several steps and take actions
according what we need;
• The improvements try to act in the work being
developed in the organization, supported or
not by technology;
Sobreiro, P., Bento, T., & Claudino, R. (2013). Operacionalização da estratégia das organizações desportivas através da definição
de axiomas, para um contexto de melhoria. Revista Intercontinental de Gestão Desportiva, 3(0), 83–95.
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt

9. Steps to develop the context
1.
2.
3.
4.
5.
6.
Understanding the organization mission and vision;
Identification of the business strategy objectives
Identification of key stakeholders;
Identification of business capabilities;
Evaluation of the issues related to each stakeholder;
Definition of operational objectives aligned with
stakeholders and business capabilities;
7. Definition of improvement and objectives priorities;
8. Definition of an action plan;
Adapted from: Coelho, J. (2013, April 4). Estrutura da Metodologia MLearn. Presented at the Formação BPM - Arquitetura
de Processos, AIP Lisboa.
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt

10. Definition of improvement context
• Using a quick session in a pragmatic way is
defined an improvement area, manly with
more impact in the strategy;
• The focus is in what to improve and in what
has to be done to achieve the improvement,
e.g. the attuning of the work developed by
people to goals defined;
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt

11. Definition of improvement context
• In the scenarios that doesn’t exists a formal
strategy the assumptions are created defining
premises clarifying the business strategy
(context);
• Can be used balanced scorecards or tableaux the
bord. We can also use a simplified model to
facilitates their identification – depends of the
organization;
• The main goal is that we must have a business
context for the definition of the improvements to
develop BPM based improvement;
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt

12. Definition of improvement context
• No formal strategy lead to is definition using an
simplified approach;
• If exists it must be converted in a business
context that can be used, e.g. KPIs decomposed
and articulated to the business capabilities until
the work or technological layer;
• Is used a theoretical framework simplified to
facilitate is application and results achievement;
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt

13. Definition of improvement context
• If available, the information related to action
plans or business strategy is treated and analyzed
before the first work session;
• First session we try to integrate the information
to clarify the business context (transformation);
• The information is verified and validated by
accountable, in a way to have the business
context well defined – is fundamental to have a
work base;
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt

14. Improvement priorities
• Identification of the target are based in the priorities
ranking, e.g. influence in global objectives;
• The improvement action is developed according to the
“real needs” of the organization, that are aligned with
the strategy goals;
• The improvement is operationalized with process
design (e.g. work redefinition) using technology or not
– priority is open source technology;
• BPM technology can be used for: (1) system
integration; (2) optimization of work; (3) documents
uses optimization (Richardson, 2010);
Clay Richardson. (2010, April 26). BPM Fundamentals: Develop Your Game Plan For BPM Success. Retrieved from
http://fr.slideshare.net/passion4process/bpm-fundamentals
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt

15. Why a BPM project?
• Hammer (2010) points that BPM is a system to
generate and change the business operations,
considering it as the first innovative approach in
organizational performance since the industrial
revolution;
• Gives a management perspective, like “Black Box”
enhancing the resources that we have and the
results the we want to achieve. Align what we
must do for the intended outcomes;
Hammer, Michael. (2010). What is Business Process Management? In J. vom Brocke & M. Rosemann (Eds.), Handbook on Busin
ess Process Management 1, International Handbooks on Information Systems (pp. 3–16). Springer Berlin Heidelberg.
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt

16. The works is transversal to functions
In a sport organization the goal of getting athletes is transversal and cannot be easily
achieved in a business structured oriented to the functions.
The processes help to organize the work in a more efficient way and according the
intended goals.
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt

17. A process = work developed
Event+Input
Verb+noun
Event+Output
Helps us organizing and orienting the work
according the organization needs
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt

18. Front office
Sport facility
responsible
Mkt and sales
Accounting
Process: Retain User = The process goal is the involvement of the customer for the longest time that is possible
User inscription
Follow user
Front office goal
Make fast
inscriptions
Satisfaction survey
Head of facilities
goal
Assure activity
execution
Recapture users
Mkt and sales golas
Notify users
Receive
payments
Identify Delays
Accounting goal
Work around problems, Identify delays and
recapture, retain and
report quickly
inform
Process “Retain User” versus functional areas
The process “Retain User” has the goal of maximizing the involvement as
long as possible. This is more difficult keeping the functional objectives.
Adapted from: Sharp, A. (2014, July 1). Now’s Your Chance – What to Cover in an Executive Briefing on Business Processes.
BPTrends. Retrieved from http://www.bptrends.com/bpt/wp-content/uploads/01-07-2014-COL-Practitioners-Perspective-Nows-yrchance-Sharp.pdf
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt

19. Objectives decomposition
Strategic objective
Operational
objective
KPI
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt
Assumption

20. Context desirable outcomes
• Identification of the priorities for the
improvement areas in the organization;
• Development of organizational improvements
according to what is really need;
• Development of an action plan suitable to the
real needs of the organization;
• Workers involvement and the awareness of
what the organization needs;
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt