Framework for a business process management competency centre

1Breakthrough Consultancy Enterprises © 2012

Business Process ManagementCompetency Centre: An

Approach

[email protected]


Problems Business Impact

Process improvement not

adopted

Poor customer serviceProcess non-compliance

Operations not under control

Benefits not realisedContractual issues

Lack of maturity in business process

management

Difficult in resourcingInconsistency

Lower productivityLack of controlHigher costs

Poor responsiveness to customer

Lack of maturity in business process

management

BPM matters to the organisation


Gartner’s BPM success factorsbased on research and experience

1. Ensure business buy-in and alignment2. Select the right first BPM project for your organisation3. Find the right BPM expertise4. Find the right roles for your organisation5. Define your baseline to measure BPM success6. Leverage organisational change management


Full BPM Delivery Framework

Project management

People change management

Leadership

Strategicchoice

Objectivealignment

Seniorapproval

Standards

Guidelines/templates

Softwarevehicle

High-levelprocess

Leadershipworkshop

Deliveryplan

Stake-holders

Measure-ment

As-Ismaps

Processworkshop

Finaldesign

To-Bemaps

Roledesign

Detailedoperations

Capabilitydefinition

Processelements

ITsolution

Testing

Businesschange

Environ-ment

Benefitmodel

Measurereporting

Processrepository

Totalpicture

Commun-ications

Projectstructure

Commun-ications

Root causeanalysis

Scoping Leananalysis

Datacollection

Commun-ications

Commun-ications

Commun-ications

Commun-ications

Commun-ications

Commun-ications

Benefitsdefinition

HRchange

Training

Accept-ance

Specif-ication

Benefitrealisation

Rewards

Monitor

Update

Profession-al lead

Centre ofexcellence

Processowners

Commun-ications

Coaching


Action

Strategystatement

Toolkitavailable

StandardsIn place

Supportongoing

Process mapping guidelinesLean Six Sigma ImprovementOutcomes and KPIs – baselined and measuredBPM plan and templatesResource management – model timingsCommunications

Executive sponsorshipRight person – technical, leader and changeBPM-Business goals alignmentCulture change – real case and existing leversProcess house – approach and delivery frameworkProcess ownership – gaining commitmentSuper-projects as exemplarsIT commitmentProcess map to computer code - BPEL

Exemplars Process repository managementTrainingRunning discovery e.g. workshopsBenefit realisation – BPM and corporateBusiness change at all organisational levels

Notation - BPMN 2.0Software tool – Bizagi, AppianAssurance checklist and reviewPMO governance and configuration control

Simple BPMapproach


Benefits• Clear understanding of “what’s in it for me”• Greater business control• Better continuous change practices• Improved adaptability and responsiveness to changing needs• Able to deal with and accomplish radical change• Defined maturity growth path

Timeline

Cost• One dedicated person• Virtual team and support• Process management and notation training• Software licence and training

M1 M2 M3 M4 M5 M6


Essential for BPM Success

BPM project management

Process Maturity

People

Technology

InnovationRe-design

CultureGovernance

AttitudeSkills

ToolsSupport

Where to start?• Recognise the dangers• Accept current maturity• Relate to capability factors• Decide on target • Plan for steady progression


BPM Capability FactorsStrategy

alignmentGovernance Methods Information

technologyPeople Culture

Processimprovement

plan

Strategyand process

linkage

Processarchitecture

Processoutput

measurement

Customersand

stakeholders

Decisionmaking

Rolesand

duties

Metricsand

performance

Projectmanagement

ControlsCustomersand

stakeholders

Standards,guidelines,templates

Phases,steps andinterfaces

Processpractice

Consultingwith

people

Consistencyand

continuity

Solutionsoftware

Automationand

integration

Access tosystem

specification

Collaboration

Support

Processskills andexpertise

Knowledgeof

operations

Availability

Supportand

sponsorship

Processownership

Responsiveto change

Commitmentbehaviour

Processleadership

Beliefin serviceexcellence

Sharing


Chaotic, inconsistent approach to process modelling

Several, unconnected successes

Recognition of value and drive to institutionalise BPM

BPM established as strategically important

BPM Maturity Ladder

Initial state

Defined

Repeatable

Managed/optimised Chief Process Officer (CPO)

Competency centre

Programme

Pilot project• Generating BPM

awareness• Be aligned with projects• Realistic objectives• Delivering - small

resources

• Process consultant• Existing tools• Part of the project• Senior sponsor

• Balancing completion to new standards

• Gaining momentum• Full understanding

• BPM programme and lead• Agreed approach• Standards and templates• Enough trained resource

• Facilitation without domination

• Complete support service• Right lead in BPMCC

• Exemplary delivery• Proper funding• Clear results from BPM• Communications

• Scale of activities• Maintaining process

currency• Escaping the detail

• Strategic orientation• CPO appointment• Process owners• Process automation


BPM ProgressionInitial Repeatable Defined Managed Optimised

Current

6 mths

12 mths

24 mths

48 mths

CURRENT

FUTUREStrategy

alignment

Governance

Methods

Informationtechnology

People Culture

Linkage between of corporate priorities and enterprise processes

Transparent accountability, decision making, rewards

Approached, tools, techniques, standards, templates

Integration, information sharing, software, knowledge management systems, support

Process ownership, operational knowledge, skills, availability

Beliefs and values leading to attitudes committing to process improvement

No linkage

Uncoordinated

Various methods

Divorced

Individual effort

Reviews

Standards

Corporateagenda

Exte

rnal

expe

rtise

Invo

lvem

ent

Positive

support

Sophisti

cated

software

Automati

on

Structured

approach

Competency

centre

Traini

ngInt

erna

lch

ampio

nsW

idel

y ac

cept

edRo

utin

e

Early warning

Full controlEnd-to-endoversight

Processinitiated

Limited commitment


BPM Workshops

Kick-off

Executive

Innovate

Understand

Management

Purpose Method Outcome

Specify

Commit

Analyse

Improve

Control

Open mind

Align to strategy

Multiple Why?

Performing

Review

Scope

Goals

Root causes

Future state

Plan

Workshop


A good readBusiness Process Management:Practical Guidelines to Successful Implementationsby John Jeston and Johan NelisRoutledge PICSIE 2nd Edition 2008