The iBPMS
Competence Center
selected sheets
Thei Geurts
Introduction
• Organizations in the public and private sector face a shift to a
new digital enterprise operating model. Th...
iBPMS Competence Center
What is it?
Accelerator for creating business
value with an iBPMS.
Why?
Bridge the gap between pre...
Support for intelligent business operations
BPM technology is an umbrella term for the
software tools and platforms, and a...
Support for the change journey
Business value = level of ambition + solution + level of competence
As-Is
Level 1
Level 2
Level 3
Levelofambition
iBPMS Ex...
Strategic view: grip on closing strategy-execution gap
The Competence Center is an instrument to achieve the strategic goa...
The integrated value chain
The integrated primary and knowledge
provisioning value chain illustrates the
new way of workin...
Govern
Strategy Run
Environment
Required key competences
Business
Fundamentals
Interpersonal,
communication
and team skill...
Operational view: Competence Center life cycle
Means
Technical,
instrumental and
organizational
means for support
Availabi...
Example: Competence Center (Core team) roles
Support
Delivery
Quality Control
iBPMS trained roles:
2 iBPMS Architect
3 iBP...
Roll out start scenarios
Start by leading, directing or
participating in the initial
implementation project and grow.
Star...
Interested?
See for more details:
Blueprint for an iBPMS competence
center
The authors are both seasoned experts
in the bu...
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The iBPMS competence center

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Blueprint for an iBPMS competence center; leverage the transformational power of intelligent Business Process Management Suites and accelerate intelligent business operations.

Organizations in the public and private sector face a shift to a new digital enterprise operating model. They choose to implement an intelligent Business Process Management Suite (iBPMS) to innovate and transform their business process. Implementing an iBPMS is a tough challenge, especially in knowledge intensive and highly regulated sectors. However, it also brings the best and most sustainable benefits. Establishing an iBPMS competence center is a means to ease and facilitate the transition path and to absorb the change that a new way of working and new technology brings. The iBPMS competence center supports the implementation and use of software applications and solutions that are built on the products of an intelligent Business Process Management Suite.
Thei Geurts and Theo Tan are both seasoned experts in the business, knowledge management and innovation domain. In this book they offer a blueprint and roll out model for establishing an iBPMS competence center. They present strategic, tactical and operational viewpoints and provide practical insights based on lessons learned.

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The iBPMS competence center

  1. 1. The iBPMS Competence Center selected sheets Thei Geurts
  2. 2. Introduction • Organizations in the public and private sector face a shift to a new digital enterprise operating model. They choose to implement an intelligent Business Process Management Suite (iBPMS) to innovate and transform their business process. • Implementing an iBPMS is a tough challenge, especially in knowledge intensive and highly regulated sectors. However, it also brings the best and most sustainable benefits. • Establishing an iBPMS competence center is a means to ease and facilitate the transition path and to absorb the change that a new way of working and new technology brings. • The iBPMS competence center supports the implementation and use of software applications and solutions that are built on the products of an intelligent Business Process Management Suite.
  3. 3. iBPMS Competence Center What is it? Accelerator for creating business value with an iBPMS. Why? Bridge the gap between present and required competence level. How? Acts as guide and instrument to support the change journey. …by: Advice, training, means and methods for doing the right things and doing the things right. Make working with the iBPMS “New Business as usual” for all stakeholders.
  4. 4. Support for intelligent business operations BPM technology is an umbrella term for the software tools and platforms, and associated services that organizations use to help them implement BPM initiatives. According to Nathaniel Palmer, a well-known author and consultant in BPM circles, is Business Process Management : “a discipline involving any combination of modeling, automation, execution, control, measurement and optimization of business activity flows, in support of enterprise goals, spanning systems, employees, customers and partners within and beyond the enterprise boundaries.” Gartner speaks in this context about enabling technology for ‘digitized business’.
  5. 5. Support for the change journey
  6. 6. Business value = level of ambition + solution + level of competence As-Is Level 1 Level 2 Level 3 Levelofambition iBPMS Extended iBPMS Solution BusinessValue O M O M Organizational Methods & Means O M Competence level gap Organizational Focus : People e.g.: training, roles, behavior Methods & Means Focus : Processes and tooling e.g.: procedures, practices, tools
  7. 7. Strategic view: grip on closing strategy-execution gap The Competence Center is an instrument to achieve the strategic goals as set when choosing an iBPMS, and to close the gap between strategy and execution in a controlled way. Reducing this gap requires that specific competences and mechanisms are in place. Transition from ‘old to new’ is a step wise process with a series of controlled cycles. The series of incremental cycles are based on the ‘grow live’ approach of the iBPMS. It starts with setting up a foundation for the domain in which a new way of working will be introduced. It expands from there in depth and breath via a managed growth path. In the end the organization will be able to absorb new strategic initiatives in a natural way. 321 New Strategic Initiative New Business as usual New Business as usual New Strategic Initiative Strategic Initiative Business as usual Tension zone
  8. 8. The integrated value chain The integrated primary and knowledge provisioning value chain illustrates the new way of working: • Strategy provides direction, high level goals. Is trigger for change & development. • Provisioning refers to policy making and implementation of business logic, based on strategic choices and regulatory changes. • Processes in the circle deliver the application for organization and end-users. • Feedback from users and performance is constantly monitored and lead to change and improvement requests. • Impact analysis and changes of strategic nature are routed to the strategy level. The Competence Center supports the integrated value chain i.e. both the primary processes of the customer driven/centric value chain, and the processes of the knowledge provisioning value chain.
  9. 9. Govern Strategy Run Environment Required key competences Business Fundamentals Interpersonal, communication and team skills iBPMS principles Domain Expertise In depth iBPMS competences IT-competences IT-tooling capabilities Project Management Change Management Analytical & Critical thinking
  10. 10. Operational view: Competence Center life cycle Means Technical, instrumental and organizational means for support Availability of capable and responsible persons to do the job Beliefs and values leading to the desired attitude and behavior Business goal alignment Governance Methods Transparent decision making, KPI’s, accountability, Business /IT alignment Approach, procedures, standards, techniques, patterns, schemata, templates Strategize Grow Integrate All efforts directed toward strategic goals Start Conceived Organized Operational Accredited Assimilated From guided, to shared, to self supported, to integrated Critical enablers Build Run Culture People Life Cycle Phases 10
  11. 11. Example: Competence Center (Core team) roles Support Delivery Quality Control iBPMS trained roles: 2 iBPMS Architect 3 iBPMS Specialist (Sr) 4 iBPMS Release Mgr 5 iBPMS Test Coordinator 1 iBPMS Business Consultant 4 Super user 2 Functional manager 6 iBPMS Engineer (support) 3 Delivery Coordinator 1 Competence Center Manager 5 Business Change manager 6 Project manager iBPMS specialist roles: 7 Domain specialist 8 Engineer integration/interfaces 9 UX specialist 4 6 3 4 74 Transition SupportGovernance 5 1 1 1 Policy Management Domain Specialists Domain/Product Owners User Engagement and Feedback Activity Orchestration Analytics Modeling Design 3 5 9 8 Change Management 62 2 Core team Quality Assurance 2 Management 1 7 6 2 3 3
  12. 12. Roll out start scenarios Start by leading, directing or participating in the initial implementation project and grow. Start as a first line governance group responsible for design, quality assurance, continuous improvement and coherence. The selected scenario determines the place and size of the Competence Center nucleus. Please note: • The company’s maturity level and competence level should be assessed in the Strategize phase. • An empowered and mandated Competence Center nucleus is essential. Possible start scenarios for setting up the competence center depend on the company’s maturity and competence level. 1 2
  13. 13. Interested? See for more details: Blueprint for an iBPMS competence center The authors are both seasoned experts in the business, knowledge management and innovation domain. They offer a blueprint and roll out model for establishing an iBPMS competence center. They present strategic, tactical and operational viewpoints and provide practical insights based on lessons learned. See for other publications: www.eurosapiens.com.

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