In this presentation, we explore whether the business process improvement capability is best built from the bottom up (a “grassroots” effort) or built via a separate, dedicated function that is governed and managed centrally.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
This deck provides a high-level framework to implement business process redesign within a business transformation initiative. It shows how to establish the team, define the approach, and identify some of the deliverables within this track of work.
An Introduction into the design of business using business architectureCraig Martin
Business Architecture is gaining interest from many non-traditional architecture stakeholders across the enterprise however most remain unclear of its scope and application. This webinar was presented through the Open Group as lead up to the London 2013 Conference on business transformation. It provides an overview of the language, methods and techniques of developing a business architecture and assist architects to demonstrate its relevance to business leaders. It also provides an insight into the method and techniques taught in the "Discovering Business Architecture" course run by Enterprise Architects.
The Business Process Management overview presentation is a comprehensive walkthrough of what Business Process Management is and how you implement it at your company or your customer company. for more detail keep updating here : http//www.wesrch.com
Effective Strategy Execution with Capability-Based Planning, Enterprise Arch...Iver Band
The difficulty of strategy execution should not be underestimated
Capability-based planning helps make strategy concrete
Enterprise architecture closes the remainder of this gap, and ensures alignment and coherence
Enterprise portfolio management allows managing large enterprise landscapes based on business value
ArchiMate models tie it all together, providing a clear line of sight from strategy definition to realization
Powerful tool support makes this a strong combination!
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
A business process represents a specific business need or goal, such as hiring an employee, processing a sales order, or reimbursing a business expense. Business processes are broken down into logical steps called activities, each of which can comprise one or more tasks. Tasks are assigned roles that determine which participants will perform the tasks. The transitions between activities determine the order in which they are performed and the basic workflow for the process.
WorkSpace lets you interact with business processes based on your assigned roles within your company.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
This deck provides a high-level framework to implement business process redesign within a business transformation initiative. It shows how to establish the team, define the approach, and identify some of the deliverables within this track of work.
An Introduction into the design of business using business architectureCraig Martin
Business Architecture is gaining interest from many non-traditional architecture stakeholders across the enterprise however most remain unclear of its scope and application. This webinar was presented through the Open Group as lead up to the London 2013 Conference on business transformation. It provides an overview of the language, methods and techniques of developing a business architecture and assist architects to demonstrate its relevance to business leaders. It also provides an insight into the method and techniques taught in the "Discovering Business Architecture" course run by Enterprise Architects.
The Business Process Management overview presentation is a comprehensive walkthrough of what Business Process Management is and how you implement it at your company or your customer company. for more detail keep updating here : http//www.wesrch.com
Effective Strategy Execution with Capability-Based Planning, Enterprise Arch...Iver Band
The difficulty of strategy execution should not be underestimated
Capability-based planning helps make strategy concrete
Enterprise architecture closes the remainder of this gap, and ensures alignment and coherence
Enterprise portfolio management allows managing large enterprise landscapes based on business value
ArchiMate models tie it all together, providing a clear line of sight from strategy definition to realization
Powerful tool support makes this a strong combination!
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
A business process represents a specific business need or goal, such as hiring an employee, processing a sales order, or reimbursing a business expense. Business processes are broken down into logical steps called activities, each of which can comprise one or more tasks. Tasks are assigned roles that determine which participants will perform the tasks. The transitions between activities determine the order in which they are performed and the basic workflow for the process.
WorkSpace lets you interact with business processes based on your assigned roles within your company.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
Slides from a webinar that I did recently for TIBCO. Full webinar replay with audio available at http://www.tibco.com/mk/2007/bpm-bpm11-jul-07usarc.jsp
A brief introduction of business process mapping. Containing definition, benefit, business process element, ARCI, source and step to do business process mapping.
Are you looking for a way to efficiently and successfully achieve your corporate goals? Business Process Management can help you do exactly that! It handles the identification, design, control, and optimization of your business processes, allowing you to quickly, transparently, and purposefully implement your corporate strategy.
BPM (Business Process Management) IntroductionIntegrify
An introduction to BPM for teams looking to improve business processes through business process management (BPM). This is an abridged version of the full BPM guide.
Framework for a business process management competency centreMartin Moore
This framework directs thought to how business process management can be introduced successfully. It uses a maturity model to illustrate how involved the steps can be in this intervention. What it does not cover is the technical effort such as BPM notation and software requirements.
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
Business Process Management Tools & Framework. By ex-DeloitteAurelien Domont, MBA
Document Downloadable at www.slidebooks.com | Download and Reuse Now Business Process Management Tools & Framework in Powerpoint | Created By ex-Deloitte Consultants.
Establishing a Business Process Management Center of Excellence - Impact 2012Prolifics
Speakers: Benny Higdon, Prolifics; Howard Webb, Prolifics
Description: Introducing a new technology in to an enterprise may be fraught with problems. The same is true for Business Process Management (BPM), which are both a technology and a methodology. Establishing a properly staffed and empowered Center of Excellence (CoE) can improve your chances of success. Learn the considerations for setting up a BPM CoE in your organization.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
Slides from a webinar that I did recently for TIBCO. Full webinar replay with audio available at http://www.tibco.com/mk/2007/bpm-bpm11-jul-07usarc.jsp
A brief introduction of business process mapping. Containing definition, benefit, business process element, ARCI, source and step to do business process mapping.
Are you looking for a way to efficiently and successfully achieve your corporate goals? Business Process Management can help you do exactly that! It handles the identification, design, control, and optimization of your business processes, allowing you to quickly, transparently, and purposefully implement your corporate strategy.
BPM (Business Process Management) IntroductionIntegrify
An introduction to BPM for teams looking to improve business processes through business process management (BPM). This is an abridged version of the full BPM guide.
Framework for a business process management competency centreMartin Moore
This framework directs thought to how business process management can be introduced successfully. It uses a maturity model to illustrate how involved the steps can be in this intervention. What it does not cover is the technical effort such as BPM notation and software requirements.
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
Business Process Management Tools & Framework. By ex-DeloitteAurelien Domont, MBA
Document Downloadable at www.slidebooks.com | Download and Reuse Now Business Process Management Tools & Framework in Powerpoint | Created By ex-Deloitte Consultants.
Establishing a Business Process Management Center of Excellence - Impact 2012Prolifics
Speakers: Benny Higdon, Prolifics; Howard Webb, Prolifics
Description: Introducing a new technology in to an enterprise may be fraught with problems. The same is true for Business Process Management (BPM), which are both a technology and a methodology. Establishing a properly staffed and empowered Center of Excellence (CoE) can improve your chances of success. Learn the considerations for setting up a BPM CoE in your organization.
EY Human Capital Conference 2012: Service delivery model transformationEY
Current trends and recent experience:
► Challenges affecting HR today
► Anticipated benefits from HR service delivery model
transformation
► HR transformation experience and lessons learned
In modern project management, the specific tasks that fall to the PM Center of Excellence varies from organization to organization. However, there are trends and best practices that define the high-level function of the COE in the Project or Program Management Office. In this complimentary one-hour webinar, Cadence Vice President and COO Connie Plowman will provide a framework for where to begin building your own Project Management Center of Excellence today.
World Class Management Techniques - Quality Principles and
Philosophies, Deming’s 14-point Management
Philosophy, Product Development Cycle, Juran’s 10-point Program, 7 Quality Control Tools, 5S, Total Productive Maintenance (TPM), KAIZEN, Quality Circle, Concurrent Engineering, Just in Time (JIT), 7 Types of Waste, Quality Function Deployment
(QFD), The House of Quality, ISO, FMEA, FTA
Implementation of the Asian Centre of Excellence in Networking Technologies under an Initiative between Cisco, MIMOS and IMS Asia to generate an environment for Proof of Concept testing, and hands on training of graduates and CCIE candidates
Building an Analytics CoE (Center of Excellence)Rahul Saxena
This deck is from a workshop I conducted at the Indian Institute of Management, Bangalore (IIMB) on 20th July, 2013.
Agenda:
* What does the organization want to do with analytics? What is the role of the CoE that they envision?
* What is the organizational context? Current providers of analytics? Leadership support?
* What will the Analytics CoE need to be like (now and in the future, up to the planning horizon)?
* Where do we stand with analytics capabilities now, compared to what we need?
* How will we evolve the CoE? Set expectations, drive the evolution, establish the value.
Center of excellence and business process improvement explained by Capco, a f...Anaplan
Anaplan became the “one stop shop” for FP&A at Capco after they successfully deployed their forecasting model in 2014. Since then, Capco has been utilizing Anaplan for budgeting, sales pipeline tracking, project performance tracking, and a host of other financial reports. Chanjala Shangari of Capco will explain how Anaplan helped transform reporting and analytics at Capco, eliminated Excel spreadsheets, and improved field engagement and cycle times.
Delivering Value with Financial Performance: Leading FP&A Practices of High-G...Proformative, Inc.
The FP&A organization along with the rest of finance is undergoing a transformation, with increasing responsibilities and their accompanying challenges, all of which have to be undertaken with limited resources. FP&A leaders, like their peers in other finance groups, are being asked to elevate their focus and extend their reach across the organization, while still delivering on traditional blocking and tackling activities. Hear from FP&A leaders who have created significant company value while navigating high growth business environments. Learn how best practices – on KPIs, planning cycles, rolling forecasts, and other techniques – have enabled high performance, both for their functions and for their overall business.
Speakers: Eileen Tobias, Sr. Director of FP&A, NetSuite
Eric Zimmerman, Manager of Financial Planning and Analysis, Infusionsoft
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Operational Advantage | Session: 4
Webinar: Revolutionize your Business with an Insights Center of ExcellenceBrandwatch
Business success is fueled by smart, data-driven decisions. It’s not just about having the right data, it’s what you do with it that makes all the difference. Bridging the chasm between data and people in a secure, visually engaging way ensures your team is prepared to avert potential crises, better understand your customers, and engage everyone across the business with your data. Join Michael Brackpool, Brandwatch VP of Product for Vizia, and featured speaker from Forrester as they explain the best approach for disseminating real-time insights throughout the enterprise so your team can take immediate action.
Agile Center of Excellence : Presented by Rahul Sudame oGuild .
When any organization plans to move to Agile methodology, it needs to plan multiple initiatives for successful transition. One of the important initiative would be building an Agile Center of Excellence, a team which would support for consistency of Agile implementation across the organization. The Agile CoE we built worked on multiple aspects such as:
Defining organization-wide Agile methodology, tailoring it as per organization environment if required.
Build knowledge of Agile across the organization.
Supporting the team members with any ongoing queries.
Support in building required Tools and Templates required implementing Agile.
Assessing Agile implementation of different projects, identifying any gaps or improvement areas.
This session covered practical experience of how we built a successful Center of Excellence, which become a big enabler for successful Agile transformation.
Genpact helps leaders of some of the largest enterprises
transform and run their processes and operations, including
the very complex and industry-specific. We help enterprises to be more competitive by becoming more intelligent: adaptive, innovative, globally effective and connected by enabling tighter management of costs, risks, regulations, and supporting growth.
Best Practices in Implementing and Delivering Value from Your CPM SolutionsProformative, Inc.
View on Proformative: http://www.proformative.com/resources/presentation-best-practices-implementing-delivering-value-your-cpm-solutions
The CFO’s role has evolved from traditional reporting and controlling, to decision support and strategic execution. There is a growing expectation that the CFO will be a trusted adviser to the executive team, and will lead the Finance organization to embrace the role of business partner. This demanding transition has been driven by the desire to raise the bar and deliver value for investors and other key stakeholders.
In this best practice workshop, learn from seasoned Finance experts how best in class finance functions have used corporate performance management (CPM) as a foundation for driving these necessary changes, and for leading the finance organization into a new, value-added role.
In summary, in attending this workshop you will find:
* A roadmap for integrating strategic planning, operational planning, budgeting, and reporting into a complete CPM solution
* Operational readiness: How to tell if your Finance organization is up to the challenge
* How to leverage your existing CPM solution to enhance and improve finance operations processes
* Tips and traps for selecting the right CPM solution for your organization
* Bonus Material: Results of recent survey of 150+ companies experience with Rolling Forecast
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Workshop
Bizagi and Stone Coast Fund Services: How Centers of Excellence Speed Up Digi...Bizagi
The Stone Coast Story – Digital Transformation Webinar Series
Right now digital leaders are using Centers of Excellence (CoEs) to speed up digital change in the enterprise. According to Gartner, “Centers of excellence accelerate the uptake of new technologies and optimize core capabilities with higher efficiency and lower costs.”
In this interactive session you’ll hear the story of hedge fund administration and consulting firm Stone Coast, currently building their CoE team to provide digital leadership, best practices and training in order to embed a culture of process digitization.
View this presentation to explore:
•When a CoE is the right strategy for accelerating progress
•Four practical steps in building your Center of Excellence
•Why Stone Coast Fund Services chose to build its CoE
•Your questions about how to create your own CoE
As we begin this introductory lesson, it is important to understand some key concepts regarding Business Process Management (BPM).
This course has been designed to provide a brief overview of these concepts so that you will be able to determine whether you would like to continue a more in-depth education with our formal course.
Here, we will review:
a common working definition of BPM as a whole
the key concepts and practices that comprise BPM
critical success factors for setting up and operating an effective BPM program
Various software packages that support BPM
FCB Partners Course Overview: Process RedesignFCBPartners
An overview of FCB Partner's 4-day course on Process Redesign. The most hands-on of all the Hammer Certification courses, this course covers mobilization, diagnosis, redesign, and transition to the improved process.
Building Business CapabilityImproving business solutions analysis and design for smarter, more agile decisions and higher levels of performance.
This presentation discusses business analysis, business rules and business processes and the need to converge practices to deliver well aligned business capabilities. Further advances are required than what currently exists in business architecture, analysis, process design and business analysis tools and methodologies. This session addresses the how to of improving business solutions analysis and design for smarter, more agile decisions and higher levels of performance.
Centric Software Architects Shawn Wallace and David Dickinson explain how we help IT organizations ramp up Mode 2 – a rapidly scalable, innovative agile software development practice without disrupting its existing IT delivery model.
Beyone Games: Using Mobile Payments to Jump-Start Customer EngagementCentric Consulting
Gaming developers have figured how to use in-app purchases to engage users and make money. Can business apps follow the same model to #ConquerAppFatigue?
In Beyond Games: Using Mobile Payments to Jump-Start Customer Engagement, hear Centric Consulting’s Digital and Mobile Practice Leader Jason Miller explain how mobile payments are emerging as a creative way to reach app-fatigued customers across industries.
You’ll learn:
• Five steps to get started with mobile payments, including how to sell it to your CEO
• Examples of how companies are using mobile payments for business apps
• Three things you can do today to decide if mobile payments are right for you
Centric Software Architects Bill Klos, Shawn Wallace, and Morgan Howard explain what a hackathon is, how it benefits companies, and how to start one. They've hosted three hackathons for Centric technologists.
Michael McNeal and Heather Roscoe-Andersen speak Tuesday at Seattle Interactive Conference on “Marketing Automation Done Right: How is Your Customer Experience Changing to Match Your Customer’s Expectations?”
Centric Seattle's Ryan Lowe and Microsoft's Karthik Ravindran partner to speak about "Marketing Operations: Scaling the Art and Science of Modern Marketing" at Seattle Interactive on Wednesday, October 19.
DevOps: Sprinkle Dev, Sprinkle Ops, Let's make Cake, not Mud PiesCentric Consulting
Brian Paulsmeyer, a Sr. Architect at Centric St. Louis, spoke about DevOps on September 29th at Agile Gravy Conference in St. Louis. Here's his presentation, which starts with Agile development pitfalls that plague teams, moves into the actual capabilities that a team requires to be successful, and finally describes concrete implementations to achieve “Done Means Done” development.
"Any organization that designs a system (defined broadly) - will produce a design whose structure is a copy of the organization's communication structure." - Conway's Law (1967). Centric's Cloud Services Lead Wiliam Klos shares his pointers on simplifying the management of your microservices. More detail on Bill's presentation at the CloudDevelop Conference here: http://centricconsulting.com/events/william-klos-selected-to-speak-at-clouddevelop-2016/
No, not Majel Barrett, but being able to simply speak commands into the air and have a computer either retrieve data or execute functions has always been a lofty goal. With tech like Siri, Cortana and Google Now, it seemed like we were always on the cusp, but the systems were locked down with very limited expansion abilities. But now there’s Alexa from Amazon, and that connection to your enterprise systems is at your command. But what does it mean to have a voice UI? What are the pitfalls that come with the benefits? What are the design and testing considerations when developing conversations with your data? We’ll explore these topics as well as discuss what it takes to build Amazon Skills, and how effective it is for business purposes.
Event-driven architecture is a versatile approach to designing and integrating complex software systems. These systems tend to be easier to model and build. Event-driven architecture is not a new concept, but as more organizations contemplate microservices, this approach to system design has become appropriate in more situations and is worth a fresh look.
Centric's Parag Joshi takes a look at the history of wearables, and compare and contrast the more popular wearables of today: Apple Watch, Fitbit and Pebble. He also discusses the Microsoft Hololens, flying cameras, and the various useful applications of wearables today and the not-so-useful, a/k/a “geeky” use of wearables.
Metrics on the Money: The Art & Science of Change MeasurementCentric Consulting
Centric's Colleen Campbell, National Organizational Change Management Practice Lead, spoke on the importance of metrics in change management at Midwest Change Connect. In her presentation, focused on measuring the success of a project, and how to measure any change effort from technology adoption to culture shift.
About Joseph Ours' Presentation – “Bad Metric – Bad!”
Metrics have always been used in corporate sectors, primarily as a way to gain insight into what is an otherwise invisible world. Organizations blindly adopt a set of metrics as a way of satisfying some process transparency requirement, rarely applying any statistical or scientific thought behind the measures and metrics they establish and interpret. Many metrics do not represent what people believe they do and as a result can lead to erroneous decisions. Joseph looks at some of the common and some of the humorous testing metrics and determines why they are failures. He further discusses the real purpose of metrics, metrics programs and finishes with pitfalls into which you fall.
Presented at CodeMash 2015. By Joseph Ours
Joseph's presentation is based on the book "Thinking Fast and Slow" where Nobel Prize winner Daniel Kahneman introduces two mental systems, one that is fast and the other slow. Together they shape our impressions of the world around us and help us make choices. System 1 is largely unconscious and makes snap judgments based upon memories of similar events and our emotions. System 2 is painfully slow, and is the process by which we consciously check the facts and think carefully and rationally. System 2 is easily distracted. System 1 is wrong quite often. Real-world examples that demonstrate how the two systems work are that pro golfers will more accurately putt for par than they do for birdie regardless of distance and people will buy more cans of soup when there is a sign on the display that says “limit 12 per customer."
Presented at CodeMash 2015. By Paul Holway.
Regardless of how you feel about felines, dead cats stink. What also stinks is what is happening to agile development practices. What started as a movement to increase quality and usefulness of code written, has been professionalized into certificates and ceremonies that are only marginally helping the process. Instead of blaming political and organizational forces, this humorous and irreverent talk focuses on what team members can do to overcome these corporate obstacles and to get to the spirit of agile through a focus on architectural innovation and personal improvement. Attendees should expect to laugh, to learn from the experience of implementing dozens of real world enterprise agile teams, and to come out with proven new techniques to try to bring more satisfaction to how they do their work and to bring the focus of agile back to software development.
Presented at CodeMash 2015. By William Klos.
On your way to work one morning, you walk by your favorite coffee shop. As you walk by, you notice a sign in the window with the day's specials: $1 off Lattes today! That's nice, but maybe Latte isn't your favorite… Now imagine this... Same scenario, but as you approach the coffee shop (let's say 100 feet away), your phone suddenly notifies you with the following message: "Good Morning, Chris. Your favorite Cookie Crumble Mocha is only a few steps away. Stop in and we'll take $1 off your total!" This is a much more direct, targeted, and context-aware approach! By using Beacons you can make a huge impact on customer engagement and revenue generation.
Modeling Your Applications Based on Airport Operations Centric Consulting
Presented at CodeMash 2015. By William Klos.
If you’ve only spent a small amount of time in an airport, then you may have missed the tight orchestration it takes to get you – and your bags – from Point A to Point B. You seem to go from one line to the next – waiting for your turn to be processed. Getting your boarding pass in one line, x-rayed in another, snacks in another. Each line you stand in is completely unrelated to all the other lines, yet, they each play an important role in the overall process of getting you to your destination. Building scaleable distributed applications has many of those same characteristics. Seemingly disjointed, independent processes that work together to perform a larger function. This talk will focus on the design characteristics of this approach and include some real world examples using Golang, Docker & RabbitMQ – though this technique is tool agnostic. The airport metaphor will be stretched to the limit and there are sure to be some groan-worthy examples.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
2. AGENDA
• Introduction to Process Excellence
• Business Process Capability Maturity Model
• Leveraging COE’s as Accelerators
• Centric Overview
1/27/2016www.centricconsulting.com 2
3. Business Process Engineering: involves the redesign of core business
processes to achieve dramatic improvements in cost, productivity, cycle-
times and quality.
WHY BPE?
Driving Performance & Customer
Satisfaction: Achievement of superior
business performance through
ongoing process management and
resulting process optimization.
• Service & Quality: Meeting and
exceeding customer expectations
around quality, customer service
and responsiveness. Producing
with minimal defects.
• Cost Effectiveness: Managing
total costs to enhance customer
and shareholder value as well as
drive competitive advantage in the
marketplace
• Reliability: Maintaining
predictable, repeatable and
consistent operational
performance.
• Scalability: Providing the
operational foundation to
effectively scale and support top
line growth without large increases
in headcount and cost
• Flexibility & Responsiveness:
Providing the operational
foundation to effectively scale and
support top line growth without
large increases in headcount and
cost
Typical
Performance
Impacts
What Does BPE Enable?
1/27/2016 3www.centricconsulting.com
Client
4. BUSINESS PROCESS CAPABILITY MATURITY MODEL
Stage 1:
Process Aware
Stage 2:
Coordinated
Process
Stage 3:
Cross-Functional
Process Mgmt
Stage 4:
Goal-Driven
Processes
Stage 5:
Optimized
Processes
Process Aware
Coordinated
Processes
Cross-Functional
Process Mgmt
Goal-Driven
Processes
Optimized Processes
Process Definition
Processes are manual,
undefined; metrics are
poorly understood
Processes dependent on
individuals and have
limited documentation;
performance is tracked
intuitively and
qualitatively
Processes are understood
and documented;
measurement is a
systematic part of the
management processes
Performance Management
is embedded; processes
are continually improved
and automation is applied
in key areas
Process Excellence is an
intentional part of the
culture; systems and
structures are in place to
monitor and adjust
processes real time
Organization &
Governance
Functional hierarchy/
silos
Isolated Champions
CoE in place, process
improvement mentality
Process Owners
Strategic alignment of
processes to goals
Process excellence
mentality
(continuous improvement)
BPI Competencies Isolated Awareness of skills and
gaps
Tiered model for “skilling-
up”
Process skills reflected in
job profiles
Everyone has core skills
Methodologies Nonexistent Leveraging multiple in ad-
hoc manner
Standardized methods
Organizational “tool-box”
in place
Enterprise input
Technology &
Architecture
Application silos Paper-based models
Enterprise process
nomenclature, IT linked
with Process CoE
Comprehensive
BPM/business rule mgmt
strategy in place
Dynamic BPM enablement
with simulation and
optimization
Performance
Management (Metrics)
Task-orientated KPIs Initiate process KPIs
Process KPIs in place
across organization
Process KPIs linked with
strategic goals (real-time)
Scenarios available for
analysis
41/27/2016 www.centricconsulting.com
5. Though there is a critical mass of companies at more advanced maturity
levels, the vast majority of your peers are in early stages of process
maturity
WHERE ARE YOUR PEERS RELATIVE TO THE PROCESS MATURITY CURVE?
1/27/2016 5www.centricconsulting.com
10%
13%
15%
26%
36%
0% 5% 10% 15% 20% 25% 30% 35% 40%
No PEX Program
Small Scale Process Pilot
Have FTE's But No Formal Program
One or More BU's
Enterprise Wide Program
Scope of Process Efforts
Majority of
organizations
are at CMM
level 0 -2
SOURCE: SPECIAL REPORT: ALIGNING STRATEGY WITH OPEX TO DRIVE SUSTAINABLE,
ENTERPRISE-WIDE TRANSFORMATION; PEX PROCESS EXCELLENCE NETWORK 2015/16
6. Most companies employ a relatively small team of BPI/PEX practitioners
that tend to report across a multitude of departments within organizations
SIZE AND REPORTING RELATIONSHIP OF PROCESS TEAMS
1/27/2016 6www.centricconsulting.com
6%
5%
8%
24%
58%
0% 10% 20% 30% 40% 50% 60% 70%
200+
100 - 200
50 - 100
10-50
0-10
2%
2%
4%
8%
13%
16%
17%
25%
0% 5% 10% 15% 20% 25% 30%
Human Resources
Engineering
IT
COE
Quality
Business Units
Operations
Process Improvement Group
BPI Team Size
(FTE’s)
Departmental Responsibility
Many organizations
do deploy PEX
practitioners through
Centralized Teams
SOURCE: SPECIAL REPORT: ALIGNING STRATEGY WITH OPEX TO DRIVE SUSTAINABLE,
ENTERPRISE-WIDE TRANSFORMATION; PEX PROCESS EXCELLENCE NETWORK 2015/16
7. 7
The CoE collaborates with and enables Business Units to become self-
sufficient over time by building BPI capabilities within their businesses
transitioning to a Federated model augmented by a centralized CoE.
Level of
Support
FacilitatedCOE Led BU Led
Progression over time to BU’s
becoming self-sustaining
CoE Collaboration and Engagement Model
CoE and Business Unit Complete
Business Diagnostic and Determine
Highest Impact Projects
CoE and Business Unit Jointly
Complete High Impact Delivery Projects
Business Unit Begins to Own and Lead
Continuous Improvement Efforts
BPI CoE
Business
Units
* Each business unit
leveraging BPI
needs to plan to
allocate, hire, or
augment externally
these roles for on-
going BPI Projects
dependent upon the
project scope and
their resource
bandwidth
* Our clients typically leverage
external BPI SMEs (subject matter
experts) to build internal
capabilities/train resources
www.centricconsulting.comConfidential and Proprietary
BPI COE ENABLEMENT & GOVERNANCE MODEL
9. Our recommended BPI Program approach is to leverage a centralized
Enterprise BPI Enablement Team/Center of Excellence (CoE).
Process
Team/BU
3
Process
Team/BU
2
Process
Team/ BU
1
BPI
CoE
BPI Program/Project Governance
Provide Cross-Organization Governance & Coordination
• Drive governance, standards and policy
• Provide leadership and expertise pertaining to business process improvement and
operational excellence
• Be the central utility in the identification, prioritization and coordination of cross-
organization BPI efforts
• Maintain overall implementation roadmap / change plan
• Facilitate BPI Advisory Team / Steering Team involvement
Enable a Process Driven Culture to Accelerate Value Delivery
• Provide education to the business on BPI
• Assist operating groups in identifying & prioritizing opportunities
• Facilitate process improvement across functional areas/business units to increase
savings (minimize sub-optimizations)
• Provide expert process and technology skills and resources to help deliver
initiatives
• Develop, maintain and make available best practice methodologies, templates and
tools
• Facilitate knowledge transfer of best practices, opportunities and lessons learned
across company
• Provide flex resource capacity for operating groups
Build Sustaining Capability throughout Organization
• Assist operating groups in the development of internal operational improvement and
BPI technology capabilities (infrastructure, training, leadership development,
performance mgmt., etc.) to manage process on an on-going basis
BPI CENTER OF EXCELLENCE ENABLEMENT MODEL
www.centricconsulting.comConfidential and Proprietary 9
10. FUNCTION OF THE BPE COE - POTENTIAL OPERATING MODEL
The BPE COE acts as an internal consultancy that provides services to multiple
BPE projects, programs and initiatives. It also establishes BPE guidelines,
standards and tools, and provides services that enable the enterprise to adopt and
evolve its BPE competency over time.
Engagement Mgt
& Delivery
Planning, preparing and
delivering engagements
at the highest quality
level
COE
Strategic
Intent
Mobilization
& Prep
Delivery
Quality
Assurance
Pipeline Mgt /
Prioritization
Opportunity
Identification
Awareness/
Relationship
Mgt
Financial
Mgt
Training/
Resource
Development
Demand &
Resource
Planning
Toolset /
Methodology
Development
Alliances
Governance
Opportunity
Identification
Generating demand for BPE COE
services and management of
opportunity pipeline.
COE Practice Mgt
Developing and managing
the COE practice required
to support day-to-day
operations
COE Functions to be Considered
www.centricconsulting.comConfidential and Proprietary 10
11. ESTABLISHING A BPE COE
• Reporting Structure of the BPE COE: Initially BPE
COE’s typically report to either the IT or the Business and
evolve to a hybrid model over time.
• COE Charter, Services and Operating Vision:
Determine the scope of the COE and how it will operate
within business units and across HUB
• COE Resource Model: Define roles, skill-sets, and
capacity required. Close on approach to source, develop,
and manage BPE practitioners across Kemper and the
BU’s
• Common Methodology and Tools: Collaboratively
determine relevant BPE methodologies and tools for use
within HUB. Decide on governance model to ensure
consistency
• Implementation Approach and Plan: Evaluate
potential implementation and phasing options and decide
on approach, staging and high-level timing of standing up
the COE.
• Don’t Overburden or
Complicate Process Work:
Making process work too
bureaucratic and overly complicated
can derail a BPE program.
• Modeling - avoid requiring as-is
models in detail (task-level) and
for every process
• Project Work Plans - create
project templates to accelerate
project startup, and ensure
consistency; however, avoid
requiring burdensome amounts
of detail and upkeep
• Align with and Avoid
Redundancy with Other
Governance Efforts: Avoid
overlaps with other established
groups and governing bodies as this
could lead to diminished
accountability and conflicts of
interest.
Key decisions and common pitfalls to avoid:
Decisions Common Pitfalls
Source: Elise Olding. “Best Practices and Pitfalls for Business Process Competency Center Success” Gartner, March 22, 2010
1/27/2016 11www.centricconsulting.com
12. EPMPO / BU ROLE IN BPE GOVERNANCE
1/27/2016 12
BU’s will conduct discrete projects, participate in enterprise project portfolio
decisions and contribute resources to cross-BU business process work
BU COO’s are members of the EPMO Steering
Committee which assesses and approves
projects across the enterprise
BU COO’s and their respective BPE Leads will
participate in defining the Charter and
Strategy of the Enterprise BPE COE
BU COO’s Contribute their respective BU BPE
resource participation on cross – enterprise
BPE projects
BU COO’s can solicit assistance from
Enterprise COE resources on select BPE
engagements within their BU
BU COO’s work with their respective BPE
Teams to ensure adherence to Enterprise BPE
guidelines and project controls / phase-gates
BU COO’s hire and develop BU level BPE
resources and capacity based on projected
needs
www.centricconsulting.com
14. WHO WE ARE
You’ve found your most reliable partner.
We’re a business consulting and technology solutions company that’s been around for 15 years and we’re
building a company that will be here for 100 more.
Our culture
is built on our passion
for our work and driven
by our values.
• We work to understand your
needs and act as a true partner.
• We selectively hire people who
have a track record of delivering
exceptional results.
• We value hard work and temper
that work with humility, respect
and collaboration.
• We are committed to making a
positive difference in the
communities we serve.
• We are unconventional, loyal,
smart and fun. We strive to
manage a work-life balance
that makes us better
professionals and better people.
To learn more about our core values,
visit
www.centricconsulting.com/about-
us/core-values.
1999
year founded
650+
employees
30+
practice areas
12
locations
2
national practices
1
bold vision that spans 100 years
$104* million
2015 revenue
• Business Consulting Service Offerings
• Technology Solutions Service Offerings
• Industry Emphasis Areas
• Boston
• Charlotte
• Chicago
• Cincinnati - Dayton
• Cleveland
• Columbus
• Indianapolis
• Louisville
• Miami
• Seattle
• St. Louis
• Tampa
• Energy & Utilities
• Oracle
1/27/2016 www.centricconsulting.com 14
* Projected
15. WHY WE’RE HERE
Centric was founded because we wanted to be different in the way we
approached relationships with our clients, people, families and community.
• Our highest priority is building lifelong
relationships with clients based on trust,
respect and collaboration.
• We invest in our talented team and
support their well being by keeping them
challenged and inspired.
• Our localized company structure allows
us to play very active roles in the lives
of our families.
• We devote time, both personally and
professionally, to making a positive
difference through community service.
This relationship-centric focus keeps us passionate, committed and
motivated in all facets of our lives. That’s why our team is here to stay.
1/27/2016 www.centricconsulting.com 15
16. We bring an ideal
blend of
business and
technology skills.
We take a
collaborative
approach to
problem solving.
We offer local
delivery with firm-
wide support.
HOW WE WORK
Centric is dedicated to providing you with an unmatched experience.
We are guided by our commitment to do what’s right for you.
• Our range of talent brings
in-depth knowledge of your
business and market.
• We treat every project as unique
and customize solutions to fit
your needs, industry and
desired results.
• We use our multi-faceted
knowledge to approach
challenges strategically.
• We have a 100 percent
referenceable client base.
• National service offerings
harness the size and scale of
Centric while bringing deep
experience to local markets.
• Our multi-site delivery skills are
coupled with onshore and
offshore development
capabilities.
• We offer solutions based on
your needs including role-
based consulting, complete
project delivery or work-stream
delivery within large projects.
• Our employees are here to
stay – Centric has industry-
leading retention rates.
• We build consensus from the top
down and bottom up.
• We know when to talk and when
to listen.
• We flexibly integrate our team
with yours for seamless delivery.
• We are serious about budgets
and timelines and drive toward
these goals with appropriate
sensitivity.
1/27/2016 www.centricconsulting.com 16
17. OUR BALANCED APPROACH
Our culture, people and delivery come together in what makes Centric truly
different – our balanced approach to achieving lasting solutions.
This is what we mean by “in balance”
and it’s what we work toward every day.
Short-term results Long-term perspective
Technical knowledge
&
&
&
&
&
Strategic thinking
Creativity
Enterprise impact
Business sense
Practicality
Local delivery
Tactical execution
1/27/2016 www.centricconsulting.com 17
18. WHAT WE DO
We are passionate about the intersection of business and technology.
It’s a blend of skills that results in a solid execution every time. And it
brings you a partner with a wide range of capabilities.
1/27/2016 www.centricconsulting.com 18
Energy
and
Utilities
Financial
Services
Government
Healthcare
Insurance
Logistics
/Supply
Chain
Manufacturing/
Products
Retail
Transform
and Grow
Your
Business
Enable and
Sustain
Change
Enhance
Customer
Experiences
Improve
Operational
Performance
BUSINESS CONSULTING TECHNOLOGY SOLUTIONS INDUSTRY EMPHASIS
IT Expertise
Full
Lifecycle
Capabilities
Tools
and
Technologies
Digital
19. 1/27/2016www.centricconsulting.com 19
Work Experience
Mark Buchynski
Partner / Director
Chicago Business Consulting Practice Leader
Mark is an energetic, results-driven executive with more than 20 years of professional experience
working hands-on with Fortune 500 corporations, growth organizations and startupsto address
their critical business priorities.
He has more than 15 years of experience in management consulting, using his operational
experience and process-oriented background to take a discerning look at clients’ existing processes
and recognize risks and opportunities associated with current performance. Mark has been
successful in leading change initiatives by focusing on critical drivers of initiative adoption.
mark.buchynski@centricconsulting.com
20. STAY CONNECTED WITH CENTRIC
20
Facebook
Twitter
Google Plus
LinkedIn
www.facebook.com/Centric
ConsultingNational
plus.google.com/+Centric
consultingNational/
@centric www.linkedin.com/company/
centric-consulting