Brett Champlin President ABPMP International Adjunct Faculty, University of Chicago Manager, Business Performance Improvement

Brett ChamplinPresident ABPMP International

Adjunct Faculty, University of ChicagoManager, Business Performance Improvement

© 2009 Brett Champlin 2

BPM is a Management PracticeBPM is a Management Practice◦ Process-oriented thinking◦ Manage end-to-end business process◦ Strategy is carried out through process◦ Process assessment, analysis and design◦ Process performance over functional performance

Enabled by an evolving set of Enabled by an evolving set of technologiestechnologies◦ Process discovery and definition◦ Process execution and orchestration◦ Process monitoring and control◦ Process performance decision support


“BPM is the way best-practice organizations conduct business”

While the APQC research participants agreed that technology, by itself, does not constitute “Business Process Management”, they concluded that much of the promise of BPM initiatives will not be realized without powerful, flexible and user-friendly IT solutions to support them.

Four of the five of APQC’s best practice partners cited technology support being a key success factor for managing, aligning and integrating business processes---thus impacting profitability and their ability to compete in today’s competitive, global market.”

Source: APQC


Two Forrester Surveys

◦ 449 decision makers in North America and Europe60% were already using BPMan additional 19% plan to do so in next 12 months

◦ 160 US and UK enterprise architects85% were actively planning or already had BPM deployments under way

◦ BPM Centers of Excellence (COEs) are the catalyst for BPM success

Source: Forrester


BPM enables business agilityBPM enables business agility

BPM is how you change your businessBPM is how you change your business

BPM is about managing changeBPM is about managing change

o Managing Process Change Managing Process Change

o Managing how people accept changeManaging how people accept change


Managing organizations through successful changes

Being aware of a need to manage change throughout planning and implementation of change programs

Understanding and influencing how people affected by change experience change


Accelerate the 4 stages of natural reaction:

◦ Denial

◦ Resistance

◦ Exploration

◦ Commitment

Helping People Adapt to Change

◦ Everybody has to go through this

◦ They all go through it at their own pace

◦ Some of them have to go through these stages many times before they are fully committed


Communications & Activities◦ Be honest about where you are

◦ Be honest about where you want to go

◦ Be honest about how you are going to get there

◦ Status reports, what’s new, how are we doing

◦ How this will affect “you”

◦ What can “you” do to prepare

◦ What “you” should do now

◦ How “you” can contribute to success


Style Characteristics Imperative

Cultural Agressives

• Holistic Coordination• Seize Advantage• We change the rules of the market• We welcome rapid change• People at all levels embrace new ideas

Stay Ahead

Cultural Moderates

• Local Optimization• Seek Parity• We follow fast behind market leaders• We can cope with a few moderate changes• New ideas flow top-down through

managers

Get Leverage

Cultural Conservatives

• Central Control• Reduce Pain• We seek mature markets, then compete

on price• We prefer status quo; discourage

exceptions• New ideas are limited to job descriptions

purview

Catch Up

Source: Gartner


Continuously Improving Process

Predictable Process

Disciplined Procedures

Consistent Process

Cooperative Process

Need Quality Management

Program

Need Management Regulation

Ignored(1)

Manage/Plan(5)

Participate/Control

(4)

Support/Direct

(3)

Recognize/Organize

(2)

Steward/Lead

(6)Need Enterprise Integration

Process Management MaturityProcess Maturity


Mission, strategy, goals, and objectives

Business ProcessBusiness Process

WorkflowDesign

Information

Systems

Motivation &

Measurement

Policies and Rules

Human Resource

s

Facilities(or other)

•Performers•Steps &

decisions•Sequence

and flow•Handoffs

•Applications•Information

•Employee assessment

•“Reward and punishment”

•Process performance indicators

•Constraints•Business

rules that the process enforces

•External & internal

•Skills•Matching

jobs to tasks

•Selection and placement

•Workplace design

•Equipment•Furniture…

enables

enables enables enables enables

Culture, core competencies,and management systems

SupportsConstrains

enables

Source: Alec Sharp, Clariteq


Process Improvement is incremental Process Re-Design is end-to-end re-thinking of what we are doing Process Reengineering is a “begin with end in mind” approach Process Innovation involves changing the model, not just improving

its efficiency

ProcessImprovement

ProcessReengineering

ProcessRe-Design

Time

Cost

Degree of Innovation


Managing Process Managing Process Transformation Transformation

En

d-t

o-E

nd

Pro

cess

Act

ivit

y/S

ub

Pro

cessSco

pe

of

Ch

ang

e

Short Long

Time

Process Improvement

Bu

sin

ess

Mo

del

Process Re-Design

Process Reengineering

Source: Jeston & Nelis


Point of Approach Within Organization

Redesign of Industry Value Chain

Redesign of Business

Redesign of Processes

Improvement of Sub Processes

IncrementalImprovements

Imp

act

on

O

rgan

izat

ion

Source: Jeston & Nelis


Scope of Change

Sco

pe

of

Ch

ang

e M

anag

emen

t E

ffo

rts

Marketplace, General Public

Senior Leadership, Business Partners

Middle Management, Customers

Support Staff, Area Mgt

Workers, Supervisors

IncrementalImprovementsImprovement of Sub Processes

Redesign of Processes

Redesign of Business

Redesign of Industry Value Chain


Internal◦ Value Chain◦ Support◦ Control

External◦ Customer◦ Regulatory◦ Business Partner


EngageCustomers

TransactBusiness

FulfillExpectatio

ns

ProvideServices

Reduce CostsReduce Time-to-

MarketImprove Quality

Gain Market Share

Broaden Product Line

4.3 0.7

2 4 1 3

++ 0+

2.1 1.4Adapted from Bob CurticePerformance Improvement Associates"


OPPORTUNITIES

THREATS

Internal Factors

Exte

rnal Fa

ctors

STR

EN

GTH

SW

EA

KN

ESS

ES

Leve

rage

Constraints

ObstaclesVul

nera

bilit

ies

Exte

rnal Fa

ctors

Internal Factors

Map to Decision Support Tools Map to Decision Support Tools

Engage Customer

ProvideService

Transact Business

Fulfill Expectations



Business Process “Meta Model”Business Process “Meta Model”

PURPOSEPURPOSE

PEOPLEPEOPLE PLACEPLACE

PROCESSPROCESS

PRODUCTPRODUCT

PERIODPERIOD


11stst Order Change Order Change

PLACEPLACE

PEOPLEPEOPLE

PRODUCTPRODUCT

PROCESSPROCESS

PURPOSEPURPOSEPERIODPERIOD

• Tasks & Nature of Work


22ndnd Order Change Order Change

PLACEPLACE

PEOPLEPEOPLE

PRODUCTPRODUCT

PROCESSPROCESS


• Tasks & Nature of Work• Attitudes, Values & Skills


33rdrd Order Change Order Change

PLACEPLACE

PEOPLEPEOPLE

PRODUCTPRODUCT

PROCESSPROCESS


• Tasks & Nature of Work• Attitudes, Values & Skills• Motivation & Relationships


44thth Order Change Order Change

PLACEPLACE

PEOPLEPEOPLE

PRODUCTPRODUCT

PROCESSPROCESS



• Structure & Culture


55thth Order Change Order Change

PLACEPLACE

PEOPLEPEOPLE

PRODUCTPRODUCT

PROCESSPROCESS



• Structure & Culture• Relationships with External

Partners & Community


Change Management

Str

ateg

icT

acti

cal

Deg

ree

of

Ch

ang

e

Short Long

Time

Process Improvement

Process Re-Design

Enterprise Process Alignment/

Process Portfolio Management Process

Reengineering

Business Process ManagementBusiness Process Management

Managing Process Managing Process Transformation Transformation

Low Hanging Fruit/ Quick Hits



YOU DON’T HAVE TO CHANGE.YOU DON’T HAVE TO CHANGE.

SURVIVAL ISN’T MANDATORY.SURVIVAL ISN’T MANDATORY.

-- DEMING

Brett ChamplinBrett [email protected]@theChamplins.com

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Brett Champlin President ABPMP International Adjunct Faculty, University of Chicago Manager, Business Performance Improvement