Presentation given at the BPM Executive Day, Bogota, Colombia, December 4, 2012. The presentation outlines the different dimensions of BPM activities an organization should consider when organizing their BPM efforts.
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
BPM Fundamentals: Develop Your Game Plan For BPM SuccessClay Richardson
Presentation on BPM fundamentals at PegaWorld. Introduces business process professionals to drivers for bpm, defining the business case, evaluating ROI, and when/where to use technology.
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
BPM Fundamentals: Develop Your Game Plan For BPM SuccessClay Richardson
Presentation on BPM fundamentals at PegaWorld. Introduces business process professionals to drivers for bpm, defining the business case, evaluating ROI, and when/where to use technology.
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.
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
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.
MES PREPARATION AS THE KEY TO SUCCESS
Learn about a proven and mature methodology to develop a conceptual solution architecture designed to meet the business objectives of the pharma/biotech manufacturing business. Our approach involves a strategy development methodology that brings focus and enables superior solution architecture tailored for Manufacturing Systems solutions, S95, and S88 standards. The key benefit of this methodology is effective alignment of business and technology.
Develop a prioritized capital project planning roadmap to meet business objectives.
Strategic Technology Management process for MES Applications for IT Enterprise Architecture.
Discover a holistic visual tool that enables harmony between all departments stakeholders.
Gilad Langer, Director of Automation & MIS, NNE
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.
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
Defines maturity profiles across IT organizational capabilities to transform organization from cost-center to value-center.
Whether a program is designed to enable a transformational change or, ongoing continuous improvement changes CIP provides the structure to select and use those components of the IT-CMF framework that are most relevant to their program at any point in time. It points to information, tools and templates, education and assessments when they are most appropriate on the user’s CIP roadmap
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
Business Process Excellence: Building Out Business Process CapabilitiesCentric Consulting
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.
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.
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
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.
MES PREPARATION AS THE KEY TO SUCCESS
Learn about a proven and mature methodology to develop a conceptual solution architecture designed to meet the business objectives of the pharma/biotech manufacturing business. Our approach involves a strategy development methodology that brings focus and enables superior solution architecture tailored for Manufacturing Systems solutions, S95, and S88 standards. The key benefit of this methodology is effective alignment of business and technology.
Develop a prioritized capital project planning roadmap to meet business objectives.
Strategic Technology Management process for MES Applications for IT Enterprise Architecture.
Discover a holistic visual tool that enables harmony between all departments stakeholders.
Gilad Langer, Director of Automation & MIS, NNE
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.
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
Defines maturity profiles across IT organizational capabilities to transform organization from cost-center to value-center.
Whether a program is designed to enable a transformational change or, ongoing continuous improvement changes CIP provides the structure to select and use those components of the IT-CMF framework that are most relevant to their program at any point in time. It points to information, tools and templates, education and assessments when they are most appropriate on the user’s CIP roadmap
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
Business Process Excellence: Building Out Business Process CapabilitiesCentric Consulting
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.
Becoming Systematic, NOT Bureaucratic: A Roadmap for Avoiding the Entrepreneu...Ed Powers
Most start-ups face an entrepreneurial crisis when they reach about 50 employees. Becoming systematic, not bureaucratic, can avoid this crisis and accelerate early growth.
In this presentation, Dr. Damrau will cover how she uses one business process modeling (BPM) methodology to gather current and future-state content requirements. This data can be analyzed for process improvement or automation of existing paper-based workflow processes.
Keynote delivered at the 6th International Workshop on Business Process Intelligence (BPI'10), September 13, 2010, in conjunction with the BPM 2010 conference, Hoboken, NJ
An introduction to the different phases of the BPM life cycle: Analyze, Design, Implement, Measure, Improve.
Key Takeaways:
- Analysis Frameworks provide context
- Transactions perform work, Analytics manage work
- The diagram isn’t everything
- Improve your capabilities in 3 areas:
-- Process Maturity
-- Process Management Maturity
-- Organizational Maturity
Presented by Michael zur Muehlen (Stevens Institute of Technology) at the Appian World 2012 Conference, April 16, 2012, in Reston VA.
Oracle soa and e2.0 partner community forum bpm léon smiers shareLeon Smiers
Oracle SOA & Enterprise2.0 Partner Community Forum, presentation by Léon Smiers on Capgemini view on (Oracle) BPM and cases based upon Oracle BPM technology.
Upcoming BPM Event:
Managing Business Processes and Change
http://www.bpmasiapacific.com
Driving successful business transformation and improvement initiatives
25 - 27 October 2011
Rydges Melbourne
Enable process visbility: The Value Proposition for SAP customers IBM WebSphereIndia
This presentation was given by Joe Kaczmarek, Worldwide Sales Leader, IBM Business Process Management and Operational Decision Managemnt.
It was presented during Impact 2012 in Mumbai on the 1st of June, 2012.
SilverStorm "Credibility and Collaboration to achieve excellence in IT Govern...SilverStormSolutions
"Credibility and Collaboration to achieve excellence in IT Governance"
So how are we at SilverStorm helping CIO´s Transform IT?
For us it´s simple, Transforming IT means raising the credibility of IT to gain the collaboration of others throughout the organization.
The first step: Increase “CREDIBILITY”.
The second step: Increase “COLLABORATION”.
Without “Credibility” there can never be “Collaboration”
We are helping our customers achieve measurable benefits by combing processes, people and technology.
This presentation gives an executive overview of what is Business Process Management and explains why any successful company in the 21st Century organization will use BPM.
The presentation is divided into 3 parts: introduction of the process (BPM), process digitalization and the process platform (BPMS) and we end with the example of the Microsoft BPM platform. Architect. Mr. Pinto is an expert on Business Process Management, Machine-2-Machine communications and Complex Adaptive Systems, which are disciplines he combines in his designs to build cognitive-event-driven information systems.
Contact us at www.m2msysonline.com and see how we can help you significantly improve efficiency and effectiveness.
Fundamental modeling constructs of BPMN 2.0 - Activity, Gateway, Sequence Flow, Pool and Lane. Part of the Business Process Management coursework at Stevens Institute of Technology.
Keynote at the 8th International Workshop on Business Process Design, Tallinn, Estonia, September 3, 2012. Discusses design thinking, coming up with new ideas, and how design thinking is taught at Stevens Institute of Technology. Thanks to Michael Rosemann and Jeff Nickerson for ideas and discussion.
This presentation was given as a research seminar at Stevens Institute of Technology on December 1, 2011. It covers the analysis of standardization processes as a research field and discusses the background, findings, and structure of several publications. It is useful for researchers and doctoral students in Information Systems, Social Science and Management that are interested in analyzing the behavior of individuals in institutions.
Making Things Simpler: How Primitives Help Integrate BPM and Enterprise Archi...Michael zur Muehlen
Presentation about the US Department of Defense Primitives project, which aims at creating design guidelines for modelers using BPMN and related techniques. Presented at the 2010 Building Business Capability conference, Alexandria, VA, October 21, 2010.
Keynote delivered at the 1st International Workshop on Process in the Large (IW-PL), September 13, 2010, Hoboken, NJ in conjunction with the BPM 2010 conference.
Primitives And Design Patterns for Top-Down SOA ImplementationsMichael zur Muehlen
Presentation given at the SOA Symposium 2009, Government and Industry Issues and Solutions. This presentation focuses on the development of a BPMN styleguide for the Department of Defense.
Presentation given at the IIR Business Process Management Conference, San Diego, CA, November 13th, 2007. It focuses on the difference between rules and processes, the integration points of BPMS and BRMS, and ways to get started.
What every Enterprise Architect needs to know about BPM and WorkflowMichael zur Muehlen
Keynote presented at the WfMC Forum de la Geide in Paris on October 10th, 2007. Focuses on the organizational aspects of BPM, rather than the technical details.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Basic phrases for greeting and assisting costumers
Growing a BPM Center of Excellence
1. Building BPM Competency
Growing a Center of Excellence
Michael zur Muehlen, Ph.D.
Stevens Institute of Technology
Howe School of Technology Management
Center for Business Process Innovation
Hoboken, New Jersey
Michael.zurMuehlen@stevens.edu
1
2. Agenda
Background
What is your challenge?
How good are you?
How good do you want to become?
Components
Mechanics
Tools
Skills
Governance
Culture
2
3. “They have done process innovation very well,” says
Nelson Fraiman, a professor at Columbia Business
School [...] “Product innovation? No. But tell me one
Chinese company that has done product innovation
very well. They are brilliant at process. I think you
should give a cheer for process innovation.”
Source: New York Times, November 9, 2012 3
4. What’s your Challenge?
Increase Transparency
Standardize Operations
Manage Risk
Increase Performance
Create Innovation
Often: All of the above
4
5. Why BPM?
0 75 150 225 300
216
146
Cost/Productivity
Responsiveness
Customer Satisfaction 117
Innovation
Improve IT
Risk Management 106
68
50
Source: BPTrends
Number of Responses 5
6. Do Process Managers Exist?
Value Chain Manager
Process Manager for Major Processes 32%
Process Manager for Specific Processes
All Managers are Process Managers
Other
19%
27%
10%
13%
Source: BPTrends
6
8. Industrial BPM
Paper Process 1
Business
Phone Process Process 2
Management
Fax
= Work ...
Management
E-mail
Process n
Web
White collar production management
Input Transparent work pipeline
Process
Channels Automation, but only if not
Types
too complex / rare
regulatory requirements
lack of economies of scale
8
9. Search processes using
‣technical and
‣business criteria
Display shows
‣status
‣start time
‣end time
‣instance data
Industrial Back-Office 9
11. How Good Are You? Business Process Management
Maturity Model
Strategic Governance Method IT Support People Culture
Alignment
Process Improvement Process Roles and Process Design & Process Design & Process Skills & Process Values &
Plan Responsibilities Modeling Modeling Expertise Beliefs
Strategy & Process Decision-making Process Process Process Education & Process Attitudes &
Capability Linkage Processes Implementation & Implementation & Training Behaviors
Execution Execution
Process Output Process Metrics & Process Control & Process Control & Process Collaboration Responsiveness to
Measurement Performance Linkage Measurement Measurement & Communication Process Change
Process / Business Process Management Process Improvement Process Improvement Process Knowledge Leadership Attention
Architecture Standards & Innovation & Innovation Management to Process
Process Customers & Process Management Process Project & Process Project & Process Management Process Social
Stakeholders Controls Program Program Leaders Networks
Management Management
largely$true$ somewhat$ largely$
true$ untrue$
P"1 P"2 P"3& P"4&
The$process$has$not$been$designed$on$an$end1to1end$ The$process$has$been$designed$to$fit$with$other$enterprise$ The$process$has$been$designed$to$fit$with$customer$and$
The$process$has$been$redesigned$from$end$to$end$in$
Design Purpose basis.$Functional$managers$use$the$legacy$design$primarily$ processes$and$with$the$enterprise’s$IT$systems$in$order$to$ supplier$processes$in$order$to$optimize$inter1enterprise$
order$to$optimize$its$performance.$
as$a$context$for$functional$performance$improvement.$ optimize$the$enterprise’s$performance.$ performance.$
The$process$owner$and$the$owners$of$the$other$processes$ The$process$owner$and$the$owners$of$customer$and$
The$process’s$inputs,$outputs,$suppliers,$and$customers$ The$needs$of$the$process’s$customers$are$known$and$
Context with$which$the$process$interfaces$have$established$ supplier$processes$with$which$the$process$interfaces$have$
have$been$identified.$ agreed$upon.$
mutual$performance$expectations.$ estab1lished$mutual$performance$expectations.$
The$process$documentation$describes$the$process’s$ An$electronic$representation$of$the$process$design$
The$documentation$of$the$process$is$primarily$functional,$
inter1faces$with,$and$expectations$of,$other$processes$and$ supports$its$performance$and$management$and$allows$
Documentation but$it$identifies$the$interconnections$among$the$ There$is$end1to1end$documentation$of$the$process$design.$
links$the$process$to$the$enterprise’s$system$and$data$ analysis$of$environmental$changes$and$process$
organiza1tions$involved$in$executing$the$process.$
architecture.$ reconfigurations.$
Performers$can$describe$the$process’s$overall$flow;$how$ Performers$are$familiar$both$with$fundamental$business$
Performers$are$familiar$with$the$enterprise’s$industry$and$
Performers$can$name$the$process$they$execute$and$ their$work$affects$customers,$other$employees$in$the$ concepts$and$with$the$drivers$of$enterprise$performance$
Performers Knowledge its$trends$and$can$describe$how$their$work$affects$inter1
identify$the$key$metrics$of$its$performance.$ pro1cess,$and$the$process’s$performance;$and$the$ and$can$describe$how$their$work$affects$other$processes$
enterprise$performance.$
required$and$actual$performance$levels.$ and$the$enterprise’s$performance.$
Performers$are$skilled$in$problem$solving$and$process$ Performers$are$skilled$at$change$management$and$change$
Skills Performers$are$skilled$in$teamwork$and$self1management.$ Performers$are$skilled$at$business$decision$making.$
improvement$techniques.$ implementation.$
Performers$try$to$follow$the$process$design,$perform$it$
Performers$have$some$allegiance$to$the$process,$but$owe$ Performers$strive$to$ensure$that$the$process$delivers$the$ Performers$look$for$signs$that$the$process$should$change,$
Behavior cor1rectly,$and$work$in$ways$that$will$enable$other$people$
primary$allegiance$to$their$function.$ results$needed$to$achieve$the$enterprise’s$goals.$ and$they$propose$improvements$to$the$process.$
who$execute$the$process$to$do$their$work$effectively.$
Enterprise$leadership$has$created$an$official$process$
The$process$owner$is$an$individual$or$a$group$informally$ The$process$comes$first$for$the$owner$in$terms$of$time$ The$process$owner$is$a$member$of$the$enterprise’s$most$
Owner Identity owner$role$and$has$filled$the$position$with$a$senior$
charged$with$improving$the$process’s$performance.$ allo1cation,$mind$share,$and$personal$goals.$ senior$decision1making$body.$
manager$who$has$clout$and$credibility.$
The$process$owner$develops$a$rolling$strategic$plan$for$
The$process$owner$articulates$the$process’s$performance$
The$process$owner$identifies$and$documents$the$process,$ the$process,$participates$in$enterprise1level$strategic$
goals$and$a$vision$of$its$future;$sponsors$redesign$and$ The$process$owner$works$with$other$process$owners$to$
Activities communicates$it$to$all$the$performers,$and$sponsors$small1 planning,$and$collaborates$with$his$or$her$counterparts$
im1provement$efforts;$plans$their$implementation;$and$ integrate$processes$to$achieve$the$enterprise’s$goals.$
scale$change$projects.$ working$for$customers$and$suppliers$to$sponsor$inter1
ensures$compliance$with$the$process$design.$
enterprise$process1redesign$initiatives.$
The$process$owner$controls$the$IT$systems$that$support$
The$process$owner$can$convene$a$process$redesign$team$ The$process$owner$controls$the$process’s$budget$and$
The$process$owner$lobbies$for$the$process$but$can$only$ the$process$and$any$projects$that$change$the$process$and$
Authority and$implement$the$new$design$and$has$some$control$over$ exerts$strong$influence$over$personnel$assignments$and$
encourage$functional$managers$to$make$changes.$ has$some$influence$over$personnel$assignments$and$
the$technology$budget$for$the$process.$ evaluations.$
evaluations$as$well$as$the$process’s$budget.$
An$integrated$IT$system,$designed$with$the$process$in$ An$IT$system$with$a$modular$architecture$that$adheres$to$
An$IT$system$constructed$from$functional$components$
Infrastructure Information Systems Fragmented$legacy$IT$systems$support$the$process.$ mind$and$adhering$to$enterprise$standards,$supports$the$ industry$standards$for$interenterprise$communication$
sup1ports$the$process.$
process.$ sup1ports$the$process.$
Hiring,$development,$reward,$and$recognition$systems$
Functional$managers$reward$the$attainment$of$functional$ The$process’s$design$drives$role$definitions,$job$ Hiring,$development,$reward,$and$recognition$systems$
rein1force$the$importance$of$intra1$and$interenterprise$
Human Resource Systems excellence$and$the$resolution$of$functional$problems$in$a$ descrip1tions,$and$competency$profiles.$Job$training$is$ em1phasize$the$process’s$needs$and$results$and$balance$
collabora1tion,$personal$learning,$and$organizational$
process$context.$ based$on$pro1cess$documentation.$ them$against$the$enterprise’s$needs.$
change.$
The$process$has$end1to1end$process$metrics$derived$from$ The$process’s$metrics$as$well$as$cross1process$metrics$ The$process’s$metrics$have$been$derived$from$
Metrics Definition The$process$has$some$basic$cost$and$quality$metrics.$
11
customer$requirements.$ have$been$derived$from$the$enterprise’s$strategic$goals.$ interenter1prise$goals.$
Managers$use$the$process’s$metrics$to$track$its$ Managers$use$the$process’s$metrics$to$compare$its$ Managers$present$the$metrics$to$process$performers$for$
Managers$regularly$review$and$refresh$the$process’s$
Uses perfor1mance,$identify$root$causes$of$faulty$performance,$ perfor1mance$to$benchmarks,$best1in1class$performance,$ awareness$and$motivation.$They$use$dashboards$based$on$
met1rics$and$targets$and$use$them$in$strategic$planning.$
and$drive$functional$improvements.$ and$cus1tomer$needs$and$to$set$performance$targets.$ the$metrics$for$day1to1day$management$of$the$process.$
12. Organization of BPM Initiatives
Did not identify or define specific Process Team
Identified and defined Internal Process Team
Plan to create BPM COE
Successfully implemented BPM COE 15% 23%
16%
46%
Source: Palmer (2007) 12
13. Organization of BPM Initiatives
18%
36% 16%
No formal BPM Group
BPM Group at Executive Level
BPM Group at Departmental Level
BPM Group in IT 15%
BPM Group within HR 6%
5% 4%
BPM Group within Finance 1%
BPM Group within Quality Control
Other
Source: BPTrends
13
17. Scheduled
5% 3%
Project Time 8%
7%
during First BPM
Project 12%
41%
Business Case
Project Team Selection
Process Discovery 11%
Documentation
Functional and Technical Specification
Tools Evaluation and Selection
9%
Implementation 4%
Testing and Debugging
Deployment and Training
17
Source: BPTrends (2006)
18. Normal Flow
Task
End Event
Start Event / Event
Pool
Data-Based XOR
Start Message
Text Annotation
Message Flow
Parallel Fork/Join
Lanes
Gateway
Sub-Process (Collapsed)
Association
Data Object
Intermediate Timer
Intermediate Message
End Terminate
Sub-Process (Expanded)
End Link
Default Flow
Inclusive Decision/Merge
Activity Looping
Exception Task
Start Link
End Message
End Exception
Complex Decision/Merge
Event-Based XOR
Multiple Instance
Group
Transaction
Intermediate Event
End Cancel
Compensation
Intermediate Compensation
Conditional Flow
Exception Flow
Intermediate Link
Start Timer
Off-page connector
Start Rule
Intermediate Rule
Intermediate Multiple
End Compensation
Start Multiple
Intermediate Exception source: zur Muehlen, Recker (2007)
Intermediate Cancel
End Multiple
Compensation Association
18
19. Process Description Levels
Level A
Business Activities Scorecard
Business Activities Objectives
Level B
Process Groupings
What
Process Groupings Ownership Services
Level C
Core Processes
Core processes Delivery Units Products
Level D
Business Process Flows
Processes Delivery Teams Systems
Level E
Operational Process Flows
Level F
Sub Processes How Roles System Functions
Detailed Process Flows
Detailed Processes Detailed Roles Transactions
Source: British Telecommunications plc 2006
23. Tools
Use Cases User Groups
Documentation Line of Business
Modeling Software Engineers
Analysis Business Analyst
Simulation Enterprise Architect
Execution Executives
Prediction
23
25. BPM Project Issues
Commitment
to Change
Value Proposition Governance
Project Management
Setup Design Maintenance
Info. Tools
Modelers Users
Providers and Lang.
25
26. Strategy-related Issues
Top
Economic Value
Management Governance
(economics)
Support
Lack of value
Commit-
End-goal Focus on ROI metrics (i.e., Lack of Corporate Ownership
ment to Sponsorship Incentives Costs Politics
perceptions Initiatives Justification Balanced Benchmarks standards of models
long term
Scorecard)
Costs
Lack of
New tool associated with Lack of
Training coordination
acquisition updating the control
point
models
Strategy-related Issues
26
27. Process Modeling
Life Cycle Issues
Setup Design Maintenance
Lack of Lack of Lack of Consoli-
Model quality Variant
modeling standards common Infrastructure Rework Timeliness dation and
assurance management
objectives for reuse methodology Integration
Corporate
Level of Model Modeling
modeling
abstraction maintenance guidelines
standard
Modeling-related Issues
27
28. Resource-related Issues
Process Information Tool and
Model User
Modeler Provider Language
Level of Hierarchical Lack of Integration
Lack of Limited
expertise Capability BPM Level of decompo- using full with other
adequate access to
and to abstract education complexity sition of toolset modeling
toolset repository
experience models features tools
Resistance Lack of good
Lack of Lack of efficient
Cost Turnaround to change / Knowledge Integration graphical
model repository search
efficiency time adoption of sharing of activities process
utilization engine
BPM mapping
Lack of Lack of Loss of Intellectual
transfer communication knowledge property
Resource-related Issues
28
29. Different Perspectives
What
happens
Who is in
next?
charge?
What are the
possible What’s the
outcomes? overall
status? 29
30. BPM Project/Program
Process Analyst Process Modeler Systems Analyst Process Owner
Manager
Oversee individual
Process
process, staffing,
Process identification, documentation, Process Project/program
monitoring of key
performance analysis, architecture implementation, planning, scheduling,
Responsibility performance
redesign, monitoring, development, high- systems integration, oversight, staffing,
indicators, sponsorship
continual improvement level workflow interface design reporting
of process
implementation
improvement efforts
Process modeling
Workflow automation, Process dashboard,
toolset, Simulation tool, Process modeling Project management
Tools Used application integration, Business Intelligence
Business Intelligence toolset toolset
software development tools
tools
Domain of the
Process application Process
individual process,
area (eg. procurement), implementation Project management,
Process documentation process performance
Domain Expertise Data analytics, Quality platform (eg. BPMS), Process improvement
technique (eg. BPMN) measurement (eg.
management, Systems Integration methodology
linkage to balanced
Reengineering (eg. SOA)
scorecard)
Business
MBA, MS in IS, ME in BS in IS, BE in MS in IS, CS or related
Typical Degree Administration MBA
Industrial Engineering Industrial Engineering discipline
background
Business
Information Systems;
Administration; Information Systems; Business Business
Typical Background Operations Research; Industrial Engineering Computer Science; Administration Administration
Systems Engineering
Industrial Engineering
Business Analyst Body
Project Management
of Knowledge (BABOK), OMG Certified Expert in
External OMG Certified UML Institute (PMI) Certified
Lean Six Sigma Green BPM, Lean Six Sigma n/a
Certification(s) Professional Project Management
Belt / Black Belt / Black Belt
Professional (PMP)
Master Black Belt
30
32. Goal Specification,
Strategy Definition
Business Process Innovation Organizational Business Process Management
Analysis
Strategy
Revision
Process
Design
Process
Modeling and Models
Specification
Improvement
Measures for
Process Process
Evaluation Implementation
Target Metrics
Process Mining / Build Time /
Warehousing Integration
Implemented
Processes
Process
Enactment
Export for other Process
reporting purpose Metrics Run Time / Task
and Resource
Allocation
Measure-
ments
Process
Monitoring
Process
Metrics
Business Activity
Business Process Monitoring Monitoring Business Process Automation
32
33. Goal Specification,
Strategy Definition
Business Process Innovation Organizational Business Process Management
Analysis
Manage Change
Strategy
Revision
Process
Design
Process
Modeling and Models
Specification
Improvement
Measures for
Process Process
Evaluation Implementation
Target Metrics
Process Mining / Build Time /
Warehousing Integration
Implemented
Processes
Process
Enactment
Manage Execution
Export for other Process
reporting purpose Metrics Run Time / Task
and Resource
Allocation
Measure-
ments
Process
Monitoring
Process
Metrics
Business Activity
Business Process Monitoring Monitoring Business Process Automation
33
34. Goal Specification,
Business Process Innovation Strategy Definition Business Process Management
Organizational
Analysis
Strategy
Revision
Process
Design
Anticipatory
Process
Models
Reactive
Modeling and
Specification
Improvement
Measures for Problem
Problem
Process Process
Evaluation Implementation
Target Metrics
Process Mining / Build Time /
Warehousing Integration
Solving Solving
Implemented
Processes
Process
Enactment
Export for other Process
reporting purpose Metrics Run Time / Task
and Resource
Allocation
Measure-
ments
Process
Monitoring
Process
Metrics
Business Activity
Business Process Monitoring Monitoring
Business Process Automation
34
35. Product Product Product Product Product
Line 1 Line 2 Line 3 Line 4 Line 5
Core
Process 1 Process
Manager
Core
Process 2 Process
Manager
Core
Process 3 Process
Manager
Core
Process 4 Process
Manager
Core
Process 5 Process
Manager
Compare: Sainsbury (2006)
Who Owns the Process?
35
37. Enterprise Process Map: Fortune 500
Level
concept Roles &
Responsi-
Convention
bilities
handbook
Process
Modeling
Owners
handbook
Corporate Process
Modeling Managers
Service
Methods Organization
37
38. Focus Role Objective Level
Corporate Regional
Process Sponsor Facilitate & Drive
Process Framework Method & Compatibility
Strategic Executive
Process Executive Standardize & Optimize
Process Performance
Process Owner Management
Operational
Process Manager Implement & Optimize
Process DB Manager Responsible for ARIS
Shared
Service
Process Modeler Modeling Processes
BPM Roles - Example
38
44. “You know, the cultural change takes time,” Mr.
Smisek said. “And people resist change. People are
sort of set in their ways.” [...]
“And there are people who don’t like that,” he said.
“I understand that. What I want is those people
to either change or leave.”
Source: New York Times, November 29, 2012 44
45. Takeaways
Define your challenge
Assess your skills
Determine how you will learn
Match the mechanics to your needs
Invest in tools, but not too much
Grow skills, and spread them
Be clear about your culture, and how it will change
45
46. Thank You - Questions?
Ph.D. ion
Mu ehlen, ess Innovat
zur oc ment
M ichael Business Pr gy Manage
for nolo
Center hool of Tech hnology
Sc ec
Howe Institute of T dson
s u
Steven int on the H
Po
Castle , NJ 07030 3
n 6-829
H oboke +1 (201) 21 5385
Phone
: 216- ns.edu
+1 (201) @steve /bpm
Fax: uehlen du
: mzurm w.stevens.e urmuehlen
E-mail ww
http:// eshare.net/
mz
Web: www.s
lid
slide s:
46