Hello! All right? How many materials have you searched on the internet trying to find the way to do Process Management in your organization? I believe that very little when we talk about “HOW”! This e-book is ideal for you who have already understood well about the main concepts of BPM - Business Process Management, but do not know where to start. We will bring a simple and applicable methodology for those who want to start the Process Management activities, going through all the phases recommended in the CBOK Life Cycle BPM v.3.

1. BPM - PROCESS
MANAGEMENT
IN PRACTICE
HOW TO PERFORM THE BPM LIFE CYCLE IN PRACTICE
VALÉRIA BRITO DE SOUSA, CBPP®
2019
BOOK 1: INTRODUCTION
AND PLANNING PHASE
All rights reserved ®

2. PROCESS
MANAGEMENT
IN PRACTICE
Hello! All right? How many materials have
you searched on the internet trying to find
the way to do Process Management in your
organization? I believe that very little when
we talk about “HOW”! This e-book is ideal for
you who have already understood well about
the main concepts of BPM - Business
Process Management, but do not know
where to start. We will bring a simple and
applicable methodology for those who want
to start the Process Management activities,
going through all the phases recommended
in the CBOK Life Cycle BPM v.3.

3. Valeria Brito de Sousa, is formed in Postgraduate
Business Administration in Project Management and
Certified Processes Internationally, CBPP®. Since
2011 works with Process Management and
participated in various development projects Process
Management implementation methodologies such as
the Process Office of the former Ministry of Planning
- MOP Special Secretariat for Family Agriculture and
Rural Development - SEAD and Sanitation Company
and Supply of Brasília - BRAZIL.
ABOUT THE AUTHOR:
www.linkedin.com/in/valeriabsousa

4. OUR JOURNEY ...
For a good understanding of the concepts
and their applicability, we will divide the
material into 3 e-books. In this first, we will
introduce the concept of the BPM Life
Cycle, so that you have a vision of the
whole and shortly after, we will start
exploring the Planning phase. In the next e-
books we will detail the other phases of the
life cycle, providing an explanation of what
the phase is about, and the templates
(models) that can be used as a tool for
gathering information.

5. SUMÁRIO
01
02
03
Introduction
Life Cycle BPM
Phase 1: Planning
Final considerations
All rights reserved ®

6. 6
INTRODUCTION
Planejamento
Análise
Desenho
Implementação
Monitoramento e
Controle
Refinamento

7. 7
INTRODUCTION
BPM - Business Process Management or simply Business Process
Management, this acronym that has gained a lot of fame and
strength in the world of management, is not just a soup of letters
that came in passing but came to really stay. The truth is that
processes have been talked about for a long time, since when Porter
brought the concept of Value Chain in 1985 there were already
processes categorized between finalistic and supportive. Before that
Deming, he already talked about process management with his
famous PDCA cycle (Plan, Do, Check, Action) which is based on
continuous improvement . We attribute to him the super classic
phrases:
“"IF YOU CANNOT DESCRIBE WHAT YOU ARE
DOING AS A PROCESS, YOU DO NOT KNOW
WHAT YOU ARE DOING."
In other words, it is not only necessary to know the activities that
make up your business, but it is necessary to manage them by
taking measurements that demonstrate your performance against
the business objectives.
“"WHAT IS NOT MEASURED, IS NOT
MANAGED."
AND,

8. 8
LET'S REMEMBER WHAT PROCESS IS
ACCORDING TO HAMMER AND CHAMPY,
1994, PROCESSES ARE ....
"A group of activities carried out in a logical sequence
with the objective of producing a good or service and
that has value for a specific group of customers".
That is, people carry out activities to produce something
and to deliver to someone.

9. AND BUSINESS PROCESS
MANAGEMENT - BPM?
According to CBOK guide v.3 - “Business Process
Management - BPM, it is a management discipline that
integrates an organization's strategies and objectives
with customer expectations and needs, by focusing on
end-to-end processes. BPM encompasses strategies,
objectives, culture, organizational structures, roles,
policies, methods and technologies to analyze, design,
implement, manage performance, transform and
establish process governance ”.
In short, process management considers tangible and
intangible elements that reflect the driving machine of
the business, and this gear needs to be working well
and optimized.

10. 10
SO WHAT LIES AHEAD?
I call it “The icing on the cake”. Searching materials on
the internet and some bibliographies we see a lot about
the conceptual approach. I found authors talking about
processes in a very simple and informal language, ideal
for those who are still familiar with the topic. As I also
found excellent authors who deal with the subject with a
much deeper technical level, requiring a little more
experience and maturity in Process
Management. However, methodologically speaking, it
was quite difficult to find someone to provide the tools
and techniques necessary to carry out Process
Management in practice.

11. 11
Bringing an applicable methodology
for process management is a risk
and can easily be criticized.
Therefore, it is important to
emphasize that the proposed
methodology is not unique, the
templates (document models)
proposed may undergo adjustments
to meet the business need and
depending on the type of project
these models are not applicable. For
example, process automation
projects the way to deal with the
improvement cycle changes, other
templates are built to collect the
technical information for automation.
Once the process is automated using
the BPMS tool, other sources of
information will serve as a basis for
analyzing and making refinements or
adjustments in the process, the
indicators become more realistic and
in real time, that is, the process is
managed and improved with more
accuracy in performance
information, reaching a higher
degree of maturity quickly.
REGARDING THE
METHODOLOGY

12. 12
IT NEVER HURTS TO REINFORCE ....
AS TO METHODOLOGY....
The proposed models are not unique, they
will serve as a basis for understanding
what needs to be done in each phase.
IS IT POSSIBLE TO MANAGE PROCESSES
WITHOUT AN AUTOMATION TOOL (BPMS)?
YEA! From the moment we structure the
processes and carry out the cycle of continuous
improvement, we are doing Process
Management. Obviously, when we automate
process we have much more realistic
performance information, different from
monitoring indicators manually.
CONTINUOUS IMPROVEMENT MODEL
BALDAM (2014), cites several types of models
that deal with continuous improvement for
processes. Our work is inspired by the BPM
Life Cycle recommended by CBOK v.3 and the
Unified Cycle by BALDAM (2014).

13. 13
AND NOT LESS IMPORTANT...
TAKE THE ROLE OF CONSULTANT
It is very important to know the
need to be performing Process
Management in your organization
and specially to understand the
real role of it (company) in
delivering value to your target
audience.
DO NOT SUFFER! AVOID:
• Excess of preciousness
• Analysis paralysis, that is,
trying to contemplate all the
problems and solutions for the
process;
• The size of the change does not
depend on you, but those who
are responsible for the process,
just think outside the box and
show the alternatives of
improvements that can be
made;
• Start with the simple!

14. 14
LIFE CYCLE
BPM
Planejamento
Análise
Desenho
Implementação
Monitoramento e
Controle
Refinamento

15. 15
PROCESS MANAGEMENT ...
As I mentioned earlier, the Life Cycle proposed here is
inspired by the Life Cycle phases of CBOK v.3 and the
Unified Cycle by Baldam et al. CBOK mentions the
Deming PDCA cycle (1950) in which the “ Plan”
contemplates from the Planning phase to the Design
phase, the “ Do ” deals with the Implementation phase,
the “Check” with the Monitoring and Control phase and
the “Action” of the Refinement phase.

16. 16
Baldam, on the other hand, has only four phases in its
Unified Cycle, which are: Planning the BPM; Analyze,
Model and Optimize processes; Deploy processes and
finally Monitor process performance. See the figure
below:
PROCESS MANAGEMENT ...

17. 17
If we analyze it well, both bring the concept of continuous
improvement to business processes. In practice, in order to
manage the business activities, and therefore be able to
measure their results, it is necessary to understand the
phases and the need to establish the tools and techniques
that help in structuring the information for the management
of the processes, that is, to develop a methodology.
On the next page, we will present a methodological proposal
a little different from what CBOK contemplates for each phase
of the PDCA Cycle and will be closer to what Baldam
described in his Unified Cycle. Especially because CBOK itself
mentions that it is not prescriptive but rather a guide, what
you need to keep in mind is that it is always necessary to
Plan collecting the information of what will be done, Execute
that is “getting your hands dirty” and that includes the
necessary adjustments in the process and always monitor
and control the performance of the process, so that it
reaches higher levels of maturity in its management and in
the expected results.
So, let's divide our material into three E-Books:
Book 1 - Introduction and the Planning Phase;
Book 2 - Analysis and Redesign Phase;
Book 3 - Implementation, Monitoring and Refinement Phase.
PROCESS MANAGEMENT ...

18. 18
PLANDOCHECKACTION
CicloPDCA,Deming
Methodological Proposal
Planning
Analyze
Drawing
Implantation
Monitoring and
Control
Refinament
In the planning phase we basically need to:
know the processes that are part of the
business, define the objective of the
improvement project and the scope of
work. Calm! We will explain this better in
chapter Planning phase.
This phase necessarily deals with
Execution, in which we map the processes,
survey the gaps and opportunities for
improvement, redesign the process to an
ideal model, establish performance
indicators, in addition to creating and
executing the action plans for the proposed
improvements.
The monitoring and control serve to verify /
check whether the implemented
improvements brought results in process
performance, giving subsidies to possible
adjustments in the improvement plans.
Finally, the refinement phase in which
action should be taken for possible
corrections in these plans, as well as
refining the process flow as it is being
executed, that is, it gives an update on the
process documentation.

19. 19
COME ON, SHALL WE START OUR JOURNEY?
The next chapter will start to run the BPM Life Cycle,
starting with the first phase of the cycle, the Planning.
As with the other phases, we will structure the
information as follows:
FIRST STEP:
- Preliminary information on Value Chain and Process
Prioritization.
SECOND STAGE:
- Description of the phase;
- Goal;
- Main stakeholders;
- Inputs and techniques;
- Models used (The icing on the cake!)

20. 20
PHASE 1: PLANNING
PLANEJAMENTO
Análise
Desenho
Implementação
Monitoramento e
Controle
Refinamento

21. 21
PHASE 1: PLANNING
FIRST STEP
- Value Chain
Before starting any work involving Processes, it is important
to know the processes that make up the business. Structuring
the Value Chain is a priority activity for carrying out Process
Management, otherwise you will not be aware of the
processes that will be part of the scope of work. Here we will
not discuss the methodology of building the value chain, as it
is not our objective, but it is worth the caveat of having a
defined Value Chain.
Model Value Chain

22. 22
FIRST STEP
- Process Prioritization
For large organizations, which have a
high number of processes in terms of
quantity, it is also necessary to establish
criteria for prioritizing processes in order
to list those that really need to be
managed or enter the BPM Cycle. These
criteria are not unique or standard for all
organizations, criteria are chosen that top
management deems important to meet
the end business activity, or the
motivation to carry out its management.
In addition, the number of criteria is also
relative, and there is even a certain
subjectivity in their choice. On the next
page I will show a model for prioritizing
processes, they are made in a
spreadsheet so that weights or scales
are assigned to each choice made and
automatically, by means of a formula, the
process will receive a final score that will
be the score in the list of processes.
PHASE 1: PLANNING

23. 23
Process Impact on
Strategic
Planning
Customer
interaction
Risk
appetite
High cost of
execution
Score
Process Abc Medium Low Medium Low 4
Process Zeta High High Medium High 54
Process 456 Medium Low High Medium 12
Explaining the example
Above we have a very basic example of a Process
Prioritization Matrix, notice that I have listed 4 (four) criteria
to assess which processes would be most important. As I
said, previously these criteria are not standard, we usually
collect this information with the project sponsor, that is, who
is looking for the results with the Process Management. Did
we ask him what is really important with this initiative? What
or who does the process need to answer? In this fictitious
case, suppose I asked the manager which processes he
considered important to be managed and why? Through your
answers I developed the criteria.
As for the score, basically assigns a weight to each scale
(Low = 1, Medium = 2 and High = 3) and multiplied the
results of each given scale, in the end we have the score with
the score, the higher the more priority is the process.
Example of Process Prioritization Matrix

24. 24
LET'S GO
Now that we know what processes make up the business
and prioritize what really needs to be managed , let's get
started! Identify the area and the person responsible for
the process for the first alignment interview (Second
Stage).

25. 25
SECOND STAGE
Description:
The Planning phase is the first, preceding the other phases of
execution of the services that are part of the chain of the
Process Management cycle. It is in the planning that the basic
information for conducting the work to be carried out on the
functional fronts is collected , not only the informational inputs
as well as the objective of the demand. The importance of
planning is mainly given contextualization of the project's step
by step, that is, awareness of the phases that will be executed
and definition of the scope. The document that consolidates
this phase is what we will call the “Initiative Opening Form -
FAI”, which will make the demand official, in addition, in this
phase it will be possible to carry out an alignment of
compliance between the strategic objectives and the objectives
proposed by the process.
WHERE, WHY, WHY
WILL WE MAP?
WHAT WE WANT TO
ACHIEVE?
PHASE 1: PLANNING

26. 26
Phase objective:
Prepare the Initiative Opening Form - FAI, which should
compose the preliminary information for the development of
the demand. Information such as: participants and project
leaders, justification, demand objective, legislation and related
standards, systems, internal and external interfaces and
possible existing indicators. In addition, it will be completed a
strategic alignment model that aims to ensure that the
improvement project meets the specific strategic objectives
through strategic initiatives and problems or risks that hinder
the performance of the process to achieve the expected
results. If your organization does not have a defined Strategic
Plan, don't worry! It is more common than we think, but it is
important to know the horizon you want to reach when starting
a Process Management initiative.
PHASE 1: PLANNING

27. 27
Main stakeholders:
Some organizations, when initiating process initiatives, do not
have a formal Process Office. The truth is that some people
are assigned to start developing activities and are given some
responsibilities. Take ease if your organization doesn't have it
well defined or institutionalized, if it's great! everyone knows
their role. Basically, there are two groups involved: The
customer, which can be an area, a department, etc. who will
use the services provided by the Process Management team
or team. For this phase it basically counts on the participation:
- Process Analyst or Process Analyst;
- Process Manager / Process Owner, who will support
initiatives in the area, that is, the client.
PHASE 1: PLANNING

28. 28
Output:
As previously mentioned, the Planning phase we will prepare
two documents: The Initiative Opening Form - FAI and the
Process Alignment to Strategy model. This second in turn,
even if there is no defined Strategic Planning, it is already a
good tool to collect information about the process, raising
some existing problems, or what the process needs to solve
and what possible risks the problems may cause. This is very
important to direct efforts when proposing improvements to
the process.
In the next pages we will show the two models, and nothing
prevents adaptations from being made so that it is closer to
the needs and reality of the business.
PHASE 1: PLANNING

29. 29
Model 1: Initiative Opening Form - FAI
Validations:
_____________________________________ _____________________________________
Xxxxx Xxxxx
Process Manager:
_____________________________________
Xxxxx
Process Analyst
Areas of the organization involved in the process: External organizations involved:
Existing Performance Indicators:
Process Name:
Process Description:
Justification for initiative:
Main goal:
__ Document process
__ Update policy
__ Attend control body
__ Improve performance
__ Develop / improve systems
__ Manage Risks
Others: ___________________________________
Systems: Legislation and regulations:
PROCESS INITIATIVE OPENING FORM - FAI
Requesting area: Date:
Process Manager: Process Analyst:
Nature of the Initiative:
__ Process Documentation
__ Continuous improvement / Process Management
__ Process Reformulation

30. 30
Model2:ProcessAlignmentModeltoStrategy

31. 31
UNDERSTANDING EACH TOPIC ...
At the top of the model we have the Mission and Vision, not
always all organizations will have, especially small ones, if it is
excellent! These fields have been included so that those
involved in the project can see how the process should
contribute or be aligned with its purpose, especially when it
comes to finalistic processes. Finalistic processes MUST meet
the reason for being described in the mission, that is, what my
process delivers to the customer. In addition, on the left side
there is the Vision, which seeks to give direction, generally in
the long term, of the efforts to be carried out, this implies that
the process needs to be performing well to help the
organization achieve the Vision. This template tries to compile
the basic information of the Strategic Planning.

32. 32
To better visualize, I divided the columns of the model in two
parts, this first part makes a relation of the process with the
Strategic Objectives. What Strategic Objectives does my
process directly impact? Or vice versa! What actions are being
taken to achieve the Objective? These questions help to
establish process indicators that answer how much the
process is contributing to the achievement of goals and,
consequently, objectives. If your organization does not have a
defined Strategic Planning, we can say that your organization
“walks without direction”, without a prospect of growth, walks
every day as if there was no tomorrow, this is not good! Any
organization, of any size, needs to walk in the light of strategy.
It is worth mentioning that here we are only compiling the
information, trying to make a "link" between processes and
strategy, and the official document that contains this structured
information is the Strategic Planning.
UNDERSTANDING EACH TOPIC ...
1
2 [Actions that will contribute to the process to reach the objectiv]
3
4
5
6
7
STRATEGIC ACTIONS
[Process Name]
[[Strategic objective set out in the
booklet in which the process
contributes to achieving institutional
objectives]
ID Process
CORRELATE STRATEGIC
OBJECTIVE

33. 33
Well! When knowing the guidelines that the process must
follow, one asks: What problems, impediments or gaps that
hinder my process to achieve the desired results? In
sequence, what risks can be triggered if I do not solve these
problems? Remember that risk is a known or unknown threat
that may or may not happen and may have a consequence.
When we collect this information, we are in fact already
recording the existence of possible risks and it would also be
necessary to establish a Risk Management methodology to
carry out the necessary treatments and follow-up.
In addition, when we raise the problems, even without much
detail, when performing the analysis phase, we already know
what pains need to be addressed in the improvement
proposals for the process.
UNDERSTANDING EACH TOPIC ...
[Main issues that impede the good performance of the process or
jeopardize the execution of the initiatives]
[Possible risks that can be triggered if
problems are not corrected]
GAPS POSSIBLE RISK

34. 34
Finally, at the bottom of the template there is a field for
indicators, it never hurts to ask if the process is measured in
any way. It is necessary to know what answers the indicators
offer for decision making, do these indicators help managers
in reaching strategic goals?
INDICATORS
UNDERSTANDING EACH TOPIC ...

35. 35
The planning phase is of great importance at the beginning of
process improvement projects, it aligns expectations with
those involved and some key information about the current
state of the process is already collected.
It may be that not all FAI fields make sense for your
organization, so think about what information would be
important to collect at this point, use your creativity and adjust.
The same goes for the Process to Strategy Alignment model,
at times many organizations do not have this information
defined, but that would be a good reason to show its
importance. The important thing is to align expectations, define
the execution system, raising the team that will participate in
the project and what benefits will be achieved in the end.
Therefore, involvement, engagement and communication are
critical success factors in Process Management projects.
FINAL CONSIDERATIONS

36. 36
HOW ABOUT MAKING A CANVAS OF
YOUR IMPROVEMENT PROJECT?
I PREPARED FOR YOU A SUPER PRACTICAL
MODEL THAT WILL ON A SINGLE PAGE
DESCRIBE THE PLANNING OF YOUR
IMPROVEMENT PROJECT, LET’S SAY ITS A
LESS FORMAL WAY OF FAI - INITIATIVE
OPENING FORM! HOPE YOU LIKE IT!

37. 37
Objective of the Initiative:
Stakeholder or Manager Process:
Product Principal:
Justification:Requesting area :
External organizations involved:
Macroprocess /
Process
Systems:
[What is the
mapping for?
Automate the
process? To
document?
Improve standards
and procedures?]
[[Main processes
to be mapped ]
[Which
normative
framework:
Laws, Decrees,
Regulations, if
any]
[At the end of the
mapping, which
product (s) will be
delivered?]]
[Which legacy
systems are
used / support
the process]
Legislation and
regulations:
[A brief text of why
and what
motivations led to
the work being
carried out]
[Area / Department
/ Secretariat that
will demand
Process
Management
services]
The proposed Canvas can be used to present the project, a
Kick-Off event , for example. It is worth remembering that the
model is not closed and can be explored with other important
information related to the project's characteristics. Elements
such as: Stakeholders, Related Strategic Objectives, Indicators,
in short, a series of information that summarizes your project
well and what it needs to solve.
CANVAS DO PROJETO DE PROCESSOS

38. 38
DID YOU LIKE THIS FIRST PHASE?
THE NEXT E-BOOK LET'S GET HANDS IN THE
PASTA! LET'S TALK ABOUT THE PROCESS
ANALYSIS PHASES AND PROCESS (RE)
DESIGN. WE WILL ALSO BRING TEMPLATES
FOR YOU TO STRUCTURE THE
INFORMATION!
SEE YOU LATER!
Reproduction and Distribution prohibited. All rights reserved ®