ELO Group Process Day Austrália

“Leadership on BPM ideas, methods and results in Brazil”

A Framework for a BPM Center of
Excellence
Leonardo ProcessDays – July26th 2010

Leandro Jesus
Managing Partner, ELO Group

About the speaker
Leandro Jesus, MSc.
• Managing Partner ELO Group consulting
• Auxiliary Professor Federal University of
Rio de Janeiro
• Vice-President - Association of Business
Process Management Professionals
(ABPMP) Chapter Brazil;
• Curriculum vitae:
http://www.linkedin.com/in/leandrojesus
• E-mail: leandro.jesus@elogroup.com.br

2
© ELO Group all rights reserved.

About ELO Group

 ELO Group is a Brazilian consulting enterprise focused in Business Process
Management and Governance, Risk and Compliance solutions.
 Founded in COPPE’s Technological and Industrial Cluster, at Federal
University of Rio de Janeiro, one of the most advanced Research and
Development Centers in Latin America.
 Counts on a group of professionals with solid Academic Formation and
experiences through relevant Academic Institutions in Brazil , USA and
Europe
 International Cooperation with BPTrends, Queensland University of
Technology and Leonardo Consulting
 Organizer of the Brazilian International BPM Seminar

3

Our Clients Portfolio

Conselho da Justiça
Federal

4

Our Values
 Strong academic links, allowing ELO Group to bring to the market the state of the
art in management solutions and best practices;

 Focus on collaborative development of customized organizational solutions;

 Always strive for solutions that are innovative, long lasting and that leverage
organization performance;

 Constant know-how transfer to our clients;

 Internal work logic focused on dynamic specialization among professionals with
high specialization in different knowledge areas;

 Ethics, agility and adaptability throughout the service provisioning cycle;

 Learning and continuous improvement.

5

Food for thought…

What people usually ask us about BPM CoEs:

• Where should a Center of Excellence be placed within the
organization? Whom it should report to?
• Which are the responsibilities that should be centralized
into a BPM CoE and which responsibilities can remain
decentralized?
• How do these responsibilities change over time?
• How to evaluate a a BPM CoE’s effectiveness?

6

INTRODUCTION: CHALLENGES FACING
MODERN ORGANIZATIONS

BPM GOVERNANCE AND THE NEED FOR A
CENTER OF EXCELLENCE

BPM CENTER OF EXCELLENCE MAIN
CHARACTERISTICS

BPM CoE FRAMEWORK – HISTORY AND
GENERAL VIEW

BEYOND BPM CoE – OTHER ROLES AND
RESPONSIBILITIES

The old way to manage…

Organizations are facing the 21st century environment but still
adopt management practices that were built considering the
20th century.

Previous organizational focus:
• Scale
• Efficiency
• Hierarchy and control

8
© ELO Group all rights reserved

... and some implications

Source: Compliance Week, December, 2006
9

Rules are changing...

 Most demanding customers
 Global competition
 Focus on individuals, knowledge and innovation
 Greater complexity and uncertainty (risk) in operations
 Need for more flexibility and agility
 Intensive use of IT in business 10

New Paradigm for the 21st Century

Old organization’s paradigm Emergent organization’s paradigm

STABILITY DYNAMISM
FLEXIBILITY

CENTRALIZATION COOPERATION

CONTROL AUTONOMY

COMMODITIES SERVICES
AND PROPERTY AND EXPERIENCES
11

New Paradigm for the 21st Century

Source: http://www.slideshare.net/reynolds/web-20-business-models-
© ELO Group all rights reserved. presentation

Be prepared to changes…

13

... And treat them appropriately

According to McMinsey’s survey, only a third of
respondents said their organizations have had success in
making changes with greater impact! (McKinsey, 2008);

Researches shows that 82% of organizations are
developing some form of change initiative, that 70% of
these initiatives fail and 68% of these organizations don’t
evaluate the success of these initiatives (Kottler, Harvard
Business Review …);

Most of strategies haven’t failed because they were
poorly conceived, but because they were poorly
implemented (Norton & Kaplan).
14

How do you transform
an organization ?...

BETTER BETTER
ATITUDES & INTERFACES,
COMPETENCES ALIGNMENTS
ACCOUNTABILITIES

BETTER “SIMPLER” &
SYSTEMS INNOVATIVE
SERVICES

BETTER
CONTRACTS BETTER
& PARTNERS CONTROL &
VISIBILITY

BETTER
POLICIES,
BUSINESS BETTER
RULES & EQUIPMENTS &
STANDARDS INFRA-STRUCTURE

15

Which areas provide
these transformations ?

BETTER BETTER
Human Resources & INTERFACES, Strategy
ATITUDES &
Communication COMPETENCES ALIGNMENTS
ACCOUNTABILITIES

Customer &
Information BETTER “SIMPLER” &
SYSTEMS INNOVATIVE Product
Technology SERVICES Management

BETTER
Contract CONTRACTS BETTER IT & Risk
& PARTNERS CONTROL & Management
Management VISIBILITY

BETTER
POLICIES,
Compliance & BUSINESS BETTER Assets
Standards RULES & EQUIPMENTS & Management
STANDARDS INFRA-STRUCTURE

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So... why do you need business
process management ?
If business process management:
Doesn’t develop systems (except for BPMSs)
Doesn’t manage competences
Doesn’t review contracts
Doesn’t design new products
Doesn’t create dashboards
Doesn’t project layout

If we have mature HR, IT, Risk
Management, process do we really
need Business Process Management ??

17

Think again...
What’s the big issue ?

1) Provide education or
2) Identify key competences BETTER
BETTER
That enhace the impact ATITUDES & INTERFACES,
Of business results COMPETENCES ALIGMENTS
ACCOUNTABILITIES

1) Develop system
or 2) Understand BETTER “SIMPLER” &
Business SYSTEMS INNOVATIVE
SERVICES
requirements

1) Create dashboard
BETTER or 2) Design Metrics
CONTRACTS BETTER
CONTROL &
and controls to
& PARTNERS
VISIBILITY effective Support
decision making
1) Institutionalize and
BETTER
Formalize business POLICIES,
Guidelines, or 2) Debate BUSINESS BETTER
RULES & EQUIPMENTS &
and reach agreement with INFRA-STRUCTURE
STANDARDS
business areas about rules

18

Organizations need better Transformation
Capability to convert good ideas into process
redesign and implementation

1) Provide education or
2) Identify key competences
That enhace the impact
Of business results

1) Develop system
or 2) Understand
Business
requirements

1) Create dashboard
or 2) Design Metrics
and controls to
effective Support
decision making
1) Institutionalize and
Formalize business
Guidelines, or 2) Debate
and reach agreement with
business areas about rules

19

What about your BPM approach? Is
it Transformation Oriented?


A traditional BPM approach

Several BPM techniques used today were
designed for the “old paradigm”

21

Objective of traditional BPM approaches

Reduce variability
and increase Aumento da
reability confiabilidade
organizacional

Foco Comum
Avanço no
desempenho
organizacional
Improve
Mudança da
Expectativa do
performance
Consumidor
around the current
paradigm!
Desempenho Desempenho
22
Esperado
© ELO Group all rights reserved Atual

What we currently see

Organizations are investing in many BPM
initiatives but many of them lack a clear focus

Many times results are not reached. When
they are, they are not clearly communicated

BPM initiatives with different purposes are
conducted in an isolated way inside an
organization

Sometimes BPM as a discipline still lacks a
natural home and official identity

23

The focus of BPM application should move
towards the transformation of the
organization through the implementation of
significant improvements and sustainable
changes

24

Some challenges for an effective
transformation based on BPM

Understand processes as relevant assets to be
managed

Create a BPM identity and disseminate its benefits

Gain sponsorship on BPM initiatives

Create alignment among transformation efforts

Demonstrate results with BPM initiatives!

25

BPM Governance

BPM Governance relates to the definition and enforcement
of guidelines and rules that drive activities and decisions
along the process lifecycle, as well as the consequent
definition of responsibilities and accountabilities for BPM
actions on project and program management level

Effective BPM Governance has to reinforce the strategic
alignment among process management activities and
business priorities, clearly define and enforce the
accountabilities of each involved stakeholder and avoid
redundancies related to BPM initiatives.

27

Many focus for BPM initiatives and
lack of convergence

Source:
© ELO Group all rights reserved BPTrends, 2010

Need for BPM Governance

New
Organizational
Context

BPM initiatives
evolution Organizations

Problems BPM Problems

BPM Governance

Source: Barros, 2009
29

Elements related to BPM Governance

1. Roles and
Responsibilities

2. Standards 3. Structure 4. Services

GOVERNANCE
MODEL

5. Control 7. Evaluation and
6. Objectives
Mechanisms Reward Mechanisms

Source: Barros, 2009
30

INTRODUCTION: CHALLENGES FACING
MODERN ORGANIZATIONS

BPM GOVERNANCE AND THE NEED FOR A
CENTER OF EXCELLENCE

BPM CENTER OF EXCELLENCE MAIN
CHARACTERISTICS

BPM CoE FRAMEWORK – HISTORY AND
GENERAL VIEW

BEYOND BPM CoE – OTHER ROLES AND
RESPONSIBILITIES


Need for a BPM CoE

A BPM Center of Excellence is an important organizational
mechanism that has been widely adopted by enterprises
aiming at institutionalizing BPM initiatives and perpetuating
its benefits throughout the organization in a more centralized
approach.

32

Need for a BPM CoE

Research with 91 national organizations found that many
(49%) do not have yet a formal as the “owner of the BPM
initiatives”, for example a Process Office
Source: ELO Group & iProcess , 2009

Similar research shows that only 20% among the largest
global companies do not possess such BPM Group. This
shows the establishment of BPM Groups as a global trend.
Source: BPTrends, 2008


Some Nomenclatures

Process Office

BPM Center of Excellence

Process Team

BPM Group

BPM Support Office

Etc.

34

Location of a BPM CoE

Source: BPTrends, 2010
35

Typical roles

1. Internal Consulting:
• Performs (or provides support to) BPM services within the
organization
2. Knowledge Provider:
• Assures process knowledge dissemination and reinforces a
process-oriented culture within the organization
3. Standards Guardian:
• Assures process management standards are being followed
throughout the organization

36

Detailing some typical roles

Guardian of the process management methodologies (standards,
rules, performance measures, etc…);
Management of BPM projects activities (modeling, analysis,
improvements implementation, evaluation of results);
Training on business process management best practices;
Consolidation of records &documentation, evaluation and
dissemination of best practice and lessons learned;
Support process owners to monitor and evaluate processes;
Delivering on the dialogue process between process owners and
senior management.

37

Previous list of BPM services

Source: Rosemann, 2008
38

Results - Evidence

39

Introduction

With the objective of bringing a structured and detailed
reference, ELO Group has developed a Framework for the
Operation of a BPM CoE.

This reference framework is based in a wide theoretical e
practical research. Best practices from several references
and case studies were combined, generating this rich
instrument in order to support organizations in
implementing and operating a BPM CoE.

41 41

BPM Services and Internal Processes

Management Process

Main Services

Complementary
Services

BPM technologies

Support processes

42

Internal Processes
 Management Processes: The set of processes related to the
management of a BPM Center of Excellence internal activities. It
includes the translation of strategic and operational demands into
BPM services, the analysis, configuration and monitoring of BPM
services; the evaluation of results generated by BPM services and
the communication and dissemination of BPM culture throughout
the organization.

 Support Processes: The set of processes that supports the
operation of the Center of Excellence. It includes the creation and
maintenance of methods for all activities within the process lifecycle,
establishment of BPM related roles and responsibilities,
administration of the BPM services portfolio, administration of BPM
human resources, charging and funding.

43

BPM Services
 Main Services: These services are central to the implementation of
the BPM approach and are the usual responsibilities of a BPM
Center of Excellence. This set includes services like process
modeling, process improvement and design, process change
management, process performance management and process
management education/training.

 Complementary Services: Services that may not be the direct
responsibilities of a BPM Center of Excellence, but are still related
to the BPM discipline and its methods and tools. This set of services
includes for example process auditing, risk and internal control
management, process forensics, systems design, etc.

44

BPM CoE’s Capabilities Evolution

3. Strategic
Alignment and
BPM culture

2. Creation of
convergence
among BPM
initiatives

1. Difusion of
BPM concepts
and benefits

45

BPM CoE’s Capabilities Evolution

 The definition of processes and services associated with each
stage was built from two surveys of BPM initiatives
undertaken by ELO Group with over 150 organizations,
and revised with Prof. Michael Rosemann;

 It is recommended the adoption of this Framework and
customization for each organization. The specificity of each
organization as well as its history of initiatives is crucial to define
the optimal portfolio of processes and services to be offered by
the Office over time.

46

Capabilities for a BPM CoE (1/3)

47

MANAGEMENT PROCESSES

MP07 BPM Culture
Dissemination

COMPLEMENTARY SERVICES
MAIN SERVICES
CS01 Lean & Six Sigma
MS01 Process Architecture
Oriented Improvement
Maintenance

MS02 Process Modeling
(As-is)

MS03 Process Improvement
(To-be)

MS04Process
Documentation

MS05 Process Change
Management

SUPPORTING PROCESSES
SP02
SP01
Administration of
Administration of
BPM Roles and
Models Repository
Responsibilities

48

Stage 1 Processes and Services
Code Name Type Description
MS01 Process Main Definition and/or updating of the organization's value chain and
Architecture Service business process architecture that illustrate its mission, vision
Maintenance and main attributions. Dissemination of process-based vision
throughout the organization
MS02 Process Main Modeling and/or updating of the way work is performed. Models
Modeling (AS Service usually include activities and events, responsibilities, related
IS) systems and documents and are displayed in notations like
BPMN, EPC, IDEF. It can also include identification of
improvement opportunities.
MS03 Process Main Redesign of existing processes based on the analysis of
Improvement Service improvement opportunities and prioritization of identified
(TO BE) solutions. It can also refer to the design of a new process.
MS04 Process Main Creation and/or updating of procedures and manuals that detail
Documentation Service processes models and can serve as a basis for work execution.

MS05 Process Change Main Definition of an action plan to incorporate improvements in
Management Service existing processes. Tracking of action plan's status, intermediate
results and difficulties.
CS01 Lean & Six Complem. Improvement initiative focused on process efficiency and
Sigma Oriented Service productivity increases, mainly based on Lean & Six Sigma
Improvement techniques.

SP01 Models Support Creation and/or maintenance of BPM methodologies e modeling
Repository Process notation. Administration of models repository (backups, acess
Administration control etc.)
SP02 Administration Support Definition and/or updating of information related to each of the
of BPM Roles Process BPM roles and responsibilities (process owners, analysts,
and specialists, sponsors etc.), according to the organization's
Responsibilities process management model.


50


MP04 BPM Services MP05 BPM Services
Programming Monitoring
MP07 BPM Culture
Dissemination

MAIN SERVICES
MS01 Process Architecture MS06 Process Performance CS06 Process Auditing
Maintenance Measurement
CS02 Reference Models MS02 Process Modeling MS07 Process Management CS07 Risk and Internal
Implementation (As-is) Training and Education Control Management

CS03 Systems MS03 Process Improvement CS08 Competencies
Specification
MS08 Process Compliance Management
(To-be)

MS04Process CS09 Management of
CS04 Process Automation
Documentation improvement projects

MS05 Process Change
Management

SP02 SP03 SP04
SP01
Administration of Administration of Administration of
Administration of
BPM Roles and BPM Services BPM Human
Models Repository
Responsibilities Portfolio Resources

51

MP04 BPM Services Mgmt. Prioritization and programming of all BPM services being offered
Programming Process according to availability of personnel in Center of Excellence.
Definition of responsibilities and targets of each initiative.

MP05 BPM Services Mgmt. Monitoring of all BPM services that are being performed and
Monitoring Process related controls (time, scope, quality, resources etc.)
MS06 Process Main Definition of a structure of business process measures.
Performance Service Measurement, monitoring and reporting of process performance.
Measurement Establishment and tracking of actions to improve performance.

MS07 Process Main Employees' training and education on BPM concepts, methods
Management Service and tools.
Education and
Training
MS08 Process Main Periodic process checking. Verification of the adherence of the
Compliance Service process models to reality.
CS02 Reference Complem. Planning, adoption and maintenance of reference models like
Models Service ISO9001, SCOR, ITIL, VRM etc., focused on performance
Implementation impromevents and/or achieving certifications.

CS03 Systems Complem. Definition of requirements to support software development that
Specification Service can optimize process execution
CS04 Process Complem. Implementation of systems that could automate work.
Automation Service
CS06 Process Auditing Complem. Definition and execution of internal auditing tests to evaluate
Service adherence of business processes.
52

MS08 Process Main Periodic process checking. Verification of the adherence of the
Compliance Service process models to reality.
Stage 2 Processes and Servicesand maintenance of reference models like
Reference
CS02 Complem. Planning, adoption
Models Service ISO9001, SCOR, ITIL, VRM etc., focused on performance
Implementation impromevents and/or achieving certifications.

CS03 Systems Complem. Definition of requirements to support software development that
Specification Service can optimize process execution
CS04 Process Complem. Implementation of systems that could automate work.
Automation Service
CS06 Process Auditing Complem. Definition and execution of internal auditing tests to evaluate
Service adherence of business processes.
CS07 Risk and Complem. Analysis of operational risks in processes and defintion of internal
Internal Control Service controls to mitigate risks.
Management

CS08 Competencies Complem. Definition and evaluation of required competencies for process
Management Service execution. Establishment of training plans, HR selection and
relocation.
CS09 Management of Complem. Management of major organizational projects that involve
improvement Service process improvement efforts (linkage between a PMO and a
projects BPM Center of Excellence)
SP03 Administration Support Updating of informations related to BPM services like:
of BPM Service Process responsibilities, methods and tools involved, periodicity of
Portfolio execution etc.
SP04 Administration Support Definition and updating of profiles, roles, competencies and
of BPM Human Process division of labor of the BPM Center of Excellence team.
Resources

53


54

MP01 Strategy
MP06 BPM Results
Translation into Evaluation
MP03 BPM Services
Processes MP04 BPM Services MP05 BPM Services
Development
MP02 BPM Demands Plannig
MP07 BPM Culture
Identification
Dissemination
and Analysis

MAIN SERVICES
MS01 Process Architecture MS06 Process Performance CS06 Process Auditing

MS03 Process Improvement CS08 Competencies
CS03 Systems Specification MS08 Process Compliance Management
(To-be)

MS04Process MS09Process Maturity CS09 Management of
Documentation Management improvement projects

CS05 Business Rules MS05 Process Change MS10 Process CS10 Process Cost
Management Management Benchmarking &Innovation Management

SP02 SP03 SP04
SP01 SP05
Administration of Administration of
Models Repository BPM Budget

55

MP01 Strategy Mgmt. Organizational strategy analysis. Definition of how business
Translation into Process process could be improved to support achievement of strategic
Processes objectives. Identification of new BPM services needed.

MP02 BPM Demands Mgmt. Identification, analysis and priorization of day-by-day operational
Identification Process demands for BPM services.
and Analysis
MP03 BPM Services Mgmt. Planning of the evolution of BPM Services Porfolio, matching new
Evolution Process organizational needs (demand) and BPM CoE’s readiness to
Planning provide new services (capability).
MP06 BPM Results Mgmt. Evaluation of tangible and intangible results related to BPM
Evaluation Process services. Determination of ROI.
MP07 BPM Culture Mgmt. Dissemination of actions in course, results obtained and success
Dissemination Process cases. It can include presentations to areas, BPM events,
intranet informations and management reports.
MS09 Process Main Process maturity evaluation, based on existing maturity models.
Maturity Service
Management
MS10 Process Main Benchmarking and dissemination of internal and external best
Benchmarking Service practices related to process execution.
and Innovation
CS05 Business Rules Complem. Definition and/or updating of business rules of an existing
Management Service process, detailing their characteristics and specific conditions.
CS10 Process Cost Complem. Analysis and optimization of cost structure of an existing
Management Service process, mainly using ABC techniques. Identification of cost
reduction opportunities.
SP05 Administration Support Budgeting and charging for the cost structure of the BPM Center
of BPM Budget Process of Excellence. Pricing of BPM services.

Reference Framework for a BPM CoE
v1.0
MP01 Strategy
MP06 BPM Results
Translation into Evaluation
MP03 BPM Services
Processes MP04 BPM Services MP05 BPM Services
Development
MP02 BPM Demands Plannig
MP07 BPM Culture
Identification
Dissemination
and Analysis

MAIN SERVICES
MS01 Process Architecture MS06Process Performance CS06 Process Auditing

MS03 Process Improvement CS08 Competencies
CS03 Systems Specification MS08 Process Compliance Management
(To-be)

MS04Process MS09Process Maturity CS09 Management of
Documentation Management improvement projects

CS05 Business Rules MS05 Process Change MS10 Process CS10 Process Cost
Management Management Benchmarking &Innovation Management

SP02 SP03 SP04
SP01 SP05
Administration of Administration of
Models Repository BPM Budget
© ELO Group all rights reserved. 57

Some questions to be answered

1. How to determine responsibilities and accountabilities for
BPM actions?
2. Where should the BPM Center of Excellence be located?
3. How to determine tasks, profiles and competences for
BPM CoE’s internal team?
4. How to assure alignment between Process Office and
Project Office?

58

RACI Chart

59

Some typical profiles

CoE

CoE

Global and Centralized Local and Centralized

CoE
CoE

Proess Process Proces
Leader Leader Leader CoE

Global and Decentralized Multiple CoE’s

Example of a BPM Internal Structure

Process Office

Support and
BPM Projects
Maintenance

BPM Process Quality Project Process
Consultant Architect Assurance Manager Analyst

DB Business
Instructor Improvement
Administrator
Advisor

61 Source: based on Jeston & Nelis, 2008

Roles and responsibilities

Support and Maintenance – Dedicated Resources:
• Should not be involved on organizational projects. They can offer
consulting, coaching, training and quality assurance services to Project
Teams. They also monitor and document lessons learned, BPM projects
performance and process governance.

Projects –Pool of Shared Resources:
• Pool of resources that can be used into BPM projects. Chief Process
Officer should allocate those resources appropriately

62

Roles and responsibilities – Support and Maintenance

1. BPM Consultant
• Specialist that discuss with business areas opportunities for improvements.

2. Process Architect:
• Assures process architecture is updated and being followed.

3. Coach/Quality Assurance:
• Provides coaching to BPM project teams. Do not perfom the work, only provides
guidelines. Also responsible for projects quality control.

4. Instructor:
• Provides BPM training to the whole organization.

5. DB Administrator:
• Revise process models, assuring modeling notation and patterns are being
folowed. Administer process repository.

63

Roles and responsibilities – Projects

1. Project Managers
• Responsible for all routine management of BPM projects

2. Business Improvement Advisors:
• Identify opportunities for improvements
• Discuss and facilitate implementation of new ideas, decreasing resistance to
change
• Develop business cases and business impact analysis

3. Process Analysts:
• Model and document the process (As Is & To Be)
• Define metrics and calculate process costs.
• Evaluate the skills of people involved in process
• Evaluate the process performance

64

Process Prioritization based on Strategic Drivers

Analysis of Competitive Drivers

65

Linkage with Project Office – types
of projects
Ornganizational Impact

Action Plans Formalized
(small and organizational
informal projects
projects)

Action Plans
Regular (small and
improvements informal
projects)

Time to implement
66

of projects
Project Management Process

Initiation Planning Execution Control Closure
improv.
Regular
Action
Plans
Projects

67
67

of projects

Involved areas

Business BPM
Type of PMO
transformation Area Office

Regular
improv.

Action Plans

Formalized
projects

68
68

But… Setting up a BPM CoE
is just the first step

All managers need to participate
in processes management
somehow. This is not something
restricted to the Process
Office’s role.

70

Example of a BPM Governance Structure

Vision, Strategy, Roadmaps,
Budget, Resources Project Plans
Process
Roadmaps,
Committee Collaborative Process
Project Plans Models, KPIs

Guidelines, Standards,
Process Best Practices, Training
Process Owner
Office Technical Artifacts

Process Process
Specification Implementation

Project Manager

71 Source: based on Korhonen, 2007

Example of a BPM Governance Structure

Process Council
Process
Office

Chief Process Process Process Process
Officer Owner 1 Owner 2 Owner 3

Process Process PRocess
Manager 1 Manager 2 Manager N

Maintenance
and Support

BPM Projects

72 Source: based on Jeston & Nelis, 2008

Management by Process evolution over time

Source: COPPE/UFRJ, 2007
73

Governance Evolution over time

We acknowledge that Governance Structure evolutes
over time , as BPM becomes more mature into the
organization.

BPM services varies from organization to organization,
and therefore the BPM Center of Excellence may not
always directly execute main services.

Instead, the CoE may support a decentralized execution
of services by process owners and other areas. Still, this
category of services remains central for the
implementation of a process-oriented management
approach
74

Decentralization Path

Centralized Decentralized
Model Model

It’s important to think about the desired governance
structure over time (“Blue Sky Vision”). It will certainly
changes the Center of Excellence’s scope and
attributions

75

Governance Evolution over time - example

76

Final Points - Some Statistics

Publication of 10 papers about the frameworks
Application of the framework at 15 organizations
Courses for more than 150 people about the
framework

77

Learning Points
Emphasizing and splitting BPM CoE’s main services at:
1. Process Improvement Projects
2. Day-by-day process management

Reinforcing the idea of BPM Planning Processes linked
to Corporate Strategy

Representing the “Managing Process” process with a
lifecycle approach, showing “how to” implement BPM
CoE’s services more effectively

78

Current Research – Ideas
on Improving the
Framework


BUSINESS STRATEGY

PROJECT BASED
WELL DEFINED SCOPES
STRONG INVOLVEMENT OF BPM OFFICE
INVOLVES MULTIPLE AREAS
 SIGNFICANT COSTS
TRANSFORMATION INTENSIVE

PROCESS IMPROVEMENT PROJECT

Performance

Tempo

Breakthrough
Improvement

PROCESS REDESIGNED IMPLEMENTED WITHIN
NEWS SYSTEMS, COMPETENCES, CONTRACTS, ETC


BUSINESS STRATEGY

ON GOING BASED PROJECT BASED
OPEN SCOPE WELL DEFINED SCOPES
LIGHTLY DEPENDENT OF BPM OFFICE STRONG INVOLVEMENT OF BPM OFFICE
INVOLVES FEW AREAS INVOLVES MULTIPLE AREAS
 INCREMENTAL COST  SIGNFICANT COSTS
CONTINOUS IMPROVEMENT ORIENTED TRANSFORMATION INTENSIVE

DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECT

Performance Performance

Contínuous
Tempo
Improvment Tempo

Breakthrough
Improvement

PROCESS VISIBILITY & PROCESS REDESIGNED IMPLEMENTED WITHIN
CONTINUOUS IMPROVEMENT NEWS SYSTEMS, COMPETENCES, CONTRACTS, ETC


ANNUAL BASED PROCESS PLANNING ALIGNEDSTRATEGY
BUSINESS WITH BUSINESS STRATEGY
PROJECT PORTFOLIO COMPOSITION AND PRIORITIZATION
HIGH SINERGY WITH OTHER SUPPORT INITIATIVES
 COMMUNICATION OF BPM ACTIVITIES AND RESULTS ACHIEVED

BPM STRATEGY

DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECT


Contínuous
Tempo
Improvment Tempo

Breakthrough
Improvement



What’s missing?


BUSINESS STRATEGY

BPM STRATEGY

BPM Maturity
DAY-TO-DAY PROCESS MANAGEMENT & PROCESS IMPROVEMENT PROJECT
Governance

BUSINESS
TRANSFORMATION
Contínuous ACCOUNTABILITIES
Tempo
Improvment Tempo
 BUSINESS
TRANSFORMATION
CAPABILITY
Breakthrough
EVOLUTION
Improvement



BUSINESS STRATEGY

BPM Project BPM
Strategic
Portfolio Consolidadted
Planning
Results

BPM STRATEGY

P01 Strategy P02 Run Process P03 BPM Project P04 BPMProject P05 BPMProject P06 BPM Results
Translation into Satisfaction Portfolio Planning & Portfolio & Culture
Processos Survey Generation Budgetig Management Dissemination

Process
Operational BPM Demands BPM
BPM Project Plan
Goals Process
Results

M01 BPM
BPM Maturity
DAY-TO-DAY PROCESS MANAGEMENT Maturity and
& PROCESS IMPROVEMENT PROJECT
Governance
Governance

Contínuous
Tempo
Improvment Tempo

Breakthrough
Improvement



BUSINESS STRATEGY

BPM Project BPM
Strategic
Planning
Results

BPM STRATEGY

P01 Strategy P02 Run Process P03 BPM Project P04 BPM Project P05 BPM Project P06 BPM Results

Process
BPM
BPM Project Plan
BPM Project Plan
Goals Process
Process
Results
Results

M01 BPM
M01 BPM
BPM Maturity
Maturity and
& PROCESSEXECUTE BPM PROJECTS
IMPROVEMENT PROJECT
Governance
Governance
Governance
Performance E01 Process Vision Performance
Performance

E02 Process
Understanding (AS IS)

E03 Gains & Improvement
Contínuous Analysis
Tempo
Improvment Tempo
Tempo

E04 Process Redesing &
Preparare Implantation
Breakthrough
Breakthrough
E05 Implement Redesigned Improvement
Improvement
Process & Roll Out

New Competences New Systemns Policies & Standards Controls Organizational
(HR MAN.) (IT MAN.) (COMPLIANCE MAN) (RISK MAN.) Structure Redesign


BUSINESS STRATEGY

BPM Project BPM
Strategic
Planning
Results

BPM STRATEGY

P01 Strategy P02 Run Process P03 BPM Project P04 BPM Project P05 BPM Project P06 BPM Results

Process
Process
Operational
Operational BPM Demands
BPM Demands BPM
BPM
BPM Project Plan
BPM Project Plan
Goals
Goals Process
Process
Results
Results

M01 BPM
M01 BPM
M01 BPM
Maturity and
Maturity and PROCESSEXECUTE BPM PROJECTS
IMPROVEMENT PROJECT
Governance
Governance
Governance

Performance
Performance E01 Process Vision Performance
Performance

D02 Process Learning E02 Process

Continuous
Contínuous Analysis
Tempo
Tempo
Improvment
Improvment Tempo
Tempo

Breakthrough
Breakthrough
D03 Implement Continuos D01Performance, Risks & Improvement
E05 Implement Redesigned Improvement
Improvement and Compliance Monitoring Process & Roll Out

Risk & Non conformities Performance Value
(AUDITING) & Ocurrences
Process Continous New Competences New Systemns Policies & Standards Controls Organizational
Visibility Improvement (HR MAN.) (IT MAN.) (COMPLIANCE MAN) (RISK MAN.) Structure Redesign


BUSINESS STRATEGY

BPM Project BPM
Strategic
Planning
Results

BPM STRATEGY

P01 Strategy P02 Run Process P03 BPM Project P04 BPM Project P05 BPMProject P06 BPM Results

Process
BPM Project Plan
Goals Process
Results

M01 BPM
DAY-TO-DAY PROCESS MANAGEMENT Maturity and EXECUTE BPM PROJECTS
Governance

Performance
E01 Process Vision Performance

D02 Process Learning E02 Process

Continuous Analysis
Tempo
Improvment Tempo

Breakthrough
D03 Implement Continuos D01Performance, Risks & E05 Implement Redesigned Improvement
Improvement and Compliance Monitoring Process & Roll Out

Risk & Non conformities Performance Value
(AUDITING) & Ocurrences
Process Continous New Competences New Systemns Policies & Standards Controls Organizational
Visibility Improvement (HR MAN.) (IT MAN.) (COMPLIANCE MAN) (RISK MAN.) Structure Redesign


Practical Application and
Case Studies


“Leadership on BPM ideas, methods and results in Brazil”

Thanks
leandro.jesus@elogroup.com.br
www.elogroup.com.br

ELO Group Process Day Austrália

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