This document summarizes a presentation given by Michael Maiss at the BPM Symposium at ZHAW Winterthur in 2014 about BPM at Alstom Power. It discusses: 1. An overview of Alstom Power, its products, technologies, and business units. 2. The "classic" BPM elements that were introduced through BPM programs at Alstom Power, including as-is process documentation, process landscapes, and governance. 3. Process control through "gate-controlled" standard processes and how they are used to synchronize internal and external subprocesses. 4. The expectations for a BPM maturity model, including dimensions, time horizons, positioning matrices,

1. Michael Maiss
20/05/2014
BPM in einem Technologieunternehmen
am Beispiel Alstom Power
BPM Symposium, ZHAW, Winterthur

2. © ALSTOM 2013. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on
that it is complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without
liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Presentation title - 18/05/2014 – P 2
2014.
Vortragsagenda
1. Unternehmen Alstom &
einige Randbedingungen für BPM
2. Die «klassischen» BPM Bausteine
3. Prozesssteuerung -
Gate-gesteuerte Standardprozesse
4. Neue BPM Ansätze - Reifegradmodell

3. © ALSTOM 2013. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on
that it is complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without
liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Presentation title - 18/05/2014 – P 3
2014.
(1) Alstom Power – Fakten & Daten
Produkte...
Turbinen
Windturbine
Dampferzeuger
Generator
Umwelttechnik
Leittechnik
Anlagen...
Gaskraftwerk
Wasserkraftwerk
Alstom Power = 32 Produktlinien, 52 Technikzentren, 34 Fabriken,
200 Servicestützpunkte = 55.000 Mitarbeiter in 70 Ländern
Technologien...
Gas
Solarthermie
Wind
Kohle

4. © ALSTOM 2013. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on
that it is complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without
liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Presentation title - 18/05/2014 – P 4
2014.
(1) Anlagenbaugeschäft & BPM
Angebots-
Prozess
Auftragsabwicklung
Kundenorientiert
Merkmale:
• Konfiguration von komplexen Produkten und Teilen zu Anlagen
• Produktentwicklung (Systems Engineering) + Prozesse (BPM) =
Arbeitspakete in einem Projektmanagement (PM)
• Dynamische „human centric“ Prozesse
- In F&E gegen den Markteintrittstermin
- In der Auftragsabwicklung gegen den vertraglich fixierten Liefertermin
• Teil-automatisierte Prozesse nur bei Unterstützungsprozessen
Service- &
Betriebsgeschäft
Gewähr-
leistung
Technologie-
Entwicklung
Produkt-
Entwicklung
Marktorientiert
Dienstleistungen Dienstleistungen

5. © ALSTOM 2013. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on
that it is complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without
liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Presentation title - 18/05/2014 – P 5
2014.
(1) „Change Program du Jour“
Ständige Veränderungsinitiativen oder Reorganisationen
beeinflussen einen nachhaltigen BPM Ansatz
“Engineering
Shaping Up”
Peak of inflated
Expectations
Valley of
Disillusionment
Slope of
Enlightenment
Plateau of Sustainability
Time
Knowledge Management
Project
Management
“Engineering Sharing
Network”
Change
program
“du jour”
New
Initiatives Coming-Out
Dead Initiatives
Graveyard
Risk-
Management
“Golden Rules” BPM?
Takeover
by GE or
Siemens
LEAN Outage
Program
Product
Platforms
“Dedicated to
Excellence”
(D2E)
Six Sigma
LEAN Training for
all Level 1-4
Managers

6. © ALSTOM 2013. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on
that it is complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without
liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Presentation title - 18/05/2014 – P 6
2014.
(2) Klassische BPM Bausteine…
• Aufnahme der IST-Prozesse
• Dokumentationsformen • Anzahl & Alter der Dokumente / Produktlinie
• Prozesslandschaften der SOLL-Prozesse
Parts Delivery Process, Level 3

7. © ALSTOM 2013. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on
that it is complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without
liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Presentation title - 18/05/2014 – P 7
2014.
(2) … eingeführt durch BPM-Programme*
1. Beziehung aufbauen & BPM erklären
7. Jährlichen Entwicklungsplan vereinbaren
5. BPM-Governance System einrichten
10. Prozesse laufend verbessern, Befähiger entwickeln, Erfolge nachweisen, Reifegrad erhöhen
2. IST-Zustand aufnehmen, Quick-Wins einleiten
4. CPO und POs benennen und ausbilden
3. Prozesslandkarten erstellen
8. Prozess-Roadmap erstellen
7. Wertschöpfende Prozesse messen
(Stimmen der Kunden & Stakeholder)
9. Program-Management installieren
CEO
Wie
geht BPM?
6. BPM-Strategie im Business verankern
*) kein Standard, abhängig von verantwortlicher Person und Funktion

8. © ALSTOM 2013. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on
that it is complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without
liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Presentation title - 18/05/2014 – P 8
2014.
(3) Prozess-Steuerung durch «Gates»
Motivation:
• Standardprozesse werden nicht befolgt / fehlende Transparenz
• Synchronisation interner/externer Teilprozesse
• Anbindung an Risiko- und Änderungsmanagement
Business Process
QG Cycle
• Cycle preparation
• Agree responsibilities &
due dates
• Project specific
extensions of the key
deliverables master
Gate Review
• Assessing the fulfillment
of key deliverables
acceptance criteria
• Issue corrective actions
• Final completeness
review
• Pass/no-pass decision
Preparation Stage Preview Stage Review Stage Follow-up
• Actions from
Gatereview will
be closed
QGn
QGn+1
RP1 Pk
Start-up
Meeting
Supplier/
Customer
Meeting
S/C S-u
Launch
Meeting
L
Preview(s)
. . .

9. © ALSTOM 2013. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on
that it is complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without
liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Presentation title - 18/05/2014 – P 9
2014.
(3) Prozess-Steuerung und -Synchronisation
ProjectExecutionQualityProcess(PEQ),
Level2-3
Individual gates as per project needs
Tender Process
12
Order Execution Process (PEQ)
Commissioning
Civil
Procurement
Construction
Sales Process
Commissioning
Manufacturing
Construction Processes
Civil Processes
Manufacturing Processes
Procurement & Logistics
Engineering ProcessesEngineering
Project Management Processes
Technology Development Process (TDQ) Product Development Process (PDQ)
6 6
R&DProcesses

10. © ALSTOM 2013. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on
that it is complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without
liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Presentation title - 18/05/2014 – P 10
2014.
 Wo steht eine Geschäftseinheit bezüglich ihrer Prozess-Orientierung?
Was wäre eine „Baseline“ und ein „Zustand in 3 Jahren“?
 Wie erkläre ich „BPM“ dem Management?
 Wie schaffe ich ein einheitliches Verständnis von Prozessmanagement?
 Wie ermittle ich nachvollziehbar Schwächen und Stärken einer zu
untersuchenden Geschäftseinheit?
 Was sollte man als Nächstes tun, für ein erfolgreicheres BPM?
 Wie kann ich Unternehmensbereiche mit verschiedener Änderungs-
bereitschaft, Ressourceneinsatz und „Kultur“ in ein Programm integrieren?
 Wie vergleiche ich verschiedene Organisationen (Benchmarking)?
(4) Erwartungen an ein BPM-Reifegradmodell
Motivation:
• Ersatz der Veränderungsinitiativen durch ein nachhaltiges BPM-Programm

11. © ALSTOM 2013. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on
that it is complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without
liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Presentation title - 18/05/2014 – P 11
2014.
(4) Bausteine des Reifegradkonzeptes
• 9 Dimensionen
• Analyse für 3 Zeithorizonte • Positionierungsmatrix
• Katalog mit 150 Kriterien x 6 Reifegrade
2014

12. © ALSTOM 2013. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on
that it is complete or correct or will apply to any particular project. This will depend on the technical and commercial circumstances. It is provided without
liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Presentation title - 18/05/2014 – P 12
2014.
Zusammenfassung:
Was Ingenieure über BPM denken...
BPM ist (noch) überwiegend ein Dokumentationskonzept, (noch) nicht
BPMN 2.0-konform, mit Ansätzen, die Prozesssteuerung zu verbessern

13. Danke für Ihre Aufmerksamkeit!
(Michael Maiss, office@maiss.ch, Tel. 079 654 2509)