1. Business Process Management Tutorial
David F. Carter
Director and Vice President
For Chapter Services
The Association of Business Process Management Professionals
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2. Agenda Who Am I? Why Am I Here? Introduction to ABPMP
Introduction to the BPM CBOK™
Model BPM Curriculum
BPM Certification
ABPMP Education Committee
Process Change
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3. Who Am I? 30+ Years in IT Project Management
IT Auditor and Reviewer for GAO
IT and Process Consultant
Former Director of The
Operational Process Improvement Office
Defense Information Systems Agency
Current VP and Director of
Chapter Services for ABPMP
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4. Are Supportive Partners
Why Am I Here?
To Ensure to You that
SOA and BPM
Are Supportive Partners
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5. Cape Lookout Lighthouse, NC
I am here this morning to address the coexistence between SOA and BPM. I believe the lighthouse symbol is a good descriptor in that it portends the guidance of bringing sailors safely along their way or into port. We need both the business and the technology to affect and effect the most cogent method of doing business.
Cape Lookout Lighthouse, NC
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6. Relationship of Mission and Work Processes to Information Technology
I believe that this chart courtesy of the GAO says it all. It is the process that allows technology to accomplish the mission.
GAO/AIMD May 1997 Version 3
Business Process Reengineering Assessment Guide
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7. Introduction To the Association
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8. Who we are
The Association of Business Process Management Professionals is a non-profit, vendor independent professional organization dedicated to the advancement of business process management concepts and its practices. ABPMP is practitioner-oriented and practitioner-led.
Not for Profit; Vendor Independent; Volunteer Member run
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9. Our Mission
To engage in activities that promote the practice of business process management
To produce educational and networking events for continuing education and sharing of best practices, new ideas, and experiences of its members and professional colleagues.
Promote practice of BPM as a professional activity; Focus on setting standards of good practice and skill development for professionals
Community of Practice
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10. Our Vision
The Association of Business Process Professionals (ABPMP) strives to be:
The premier organization for business management professionals
The singular authoritative source for information on BPM
The defining organization for the discipline and practice of BPM
The de facto certificate and requirement for all BPM professionals
The predominant global BPM Association
The Disseminator of the BPM CBOK™ and
The Certifier of the CBPP™ and EEPP programs.
It speaks for itself. To become the global center for BPM.
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11. Active Chapters Forming Chapters Atlanta Birmingham Charlotte Paris
Panama City
Brazil
Chicago
Denver
Metro New York
Mexico
Philadelphia
Portland, OR
Romania
Tampa Bay
Washington DC
Begun 2003 in Chicago We are growing at a rapid pace around the world.
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12. What are we doing? Developing New Chapters
Developing Model Curricula for BPM
Developing Training Endorsement Program
Developing Professional Certification Program
Developing Seminars
Developing and Maintaining links with Academia
Becoming a highly respected center of BPM around the globe by rolling out the BPM CBOK™ and instituting an independent certification program.
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13. Potential Interest International US Cincinnati Houston Memphis Omaha
Phoenix
Sydney
Dubai
South Africa
China
Montreal
Saudi Arabia
Toronto
Vancouver
Vienna
Just more examples of global potential
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14. International France Australia Germany Austria Mexico Brazil Panama
Portugal
Romania
South Africa
Australia
Austria
Brazil
Canada
China
Columbia
Dubai
Potential to Latent interest in the Asspocation
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15. Academic Affiliations
Stevens Institute of Technology (New Jersey, US)
- MSIS with concentration in Business Process Management and Service Innovation
Technische Universiteit Einhoven (Eindhoven University of Technology, NL)
BPM Research Group
University of Georgia
University of Chicago (Illinois, US)
Certificate program in "Process Management and Improvement"
University of Illinois (Illinois, US)
Doctoral Program in Process Management
University of Münster (Germany)
Walden Universtity (online, US)
MBA with BPM SPecialization
Widener University (Philadelphia, US)
Center of Business Process Excellence
- Certificate Program in Business Process Excellence
Bentley College (Massachusetts, US)
- BPM courses in MBA, MSIT, and MSHFID programs
Boston University (Massachusetts, US)
- Business Process Management (BPM) Professional Certificate
Programs
Boston College
- MBA BPM.MSIT
Bradford University (UK)
- MSc in Total Quality and Performance Management
Brighton University (UK)
- MSc Business Process Management
Franklin University (Ohio, US)
BS Process Management
Georgia State University (Georgia, US)
- BPM courses in MBA and doctoral programs
- Center for Process Innovation
Indiana University (Indiana, US)
- BS in BPM
Queensland University of Technology (Brisbane, Australia)
- BPM Research Group
A few known academic BPM programs
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16. ABPMP Board of Directors 2008
President: Brett Champlin, Allstate Insurance Co.
VP Chapter Services: David Carter, ND Associates LLC
VP Communications: Ken V. Krawchuk, Business Architects
VP Education: Mark Treat, SAIC
VP Information Services: Mike Duncan, Resolvit
VP Finance: Jonjie Thralls, Turner Broadcasting
VP Marketing, Chris Jensen, Allstate Insurance Co.
VP Membership Services: Bryan Brinks, Hitachi Consulting
VP Operations: Jack Hilty, Sentient Point
VP Relationship Mgt: Tony Benedict, Tata
Our organization is made up by practitioners for practitioners. Our board of directors and chapter officers are elected by the membership and are active practitioners of BPM who volunteer their time and efforts to develop programs to support the professional community of practice in BPM.
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17. Relationships & Affiliations
Conference Discounts
BrainStorm Group
DCI
Gartner
IQPC
IIR
Training Discounts
Attaining Edge
BPM Institute
Sentient Point
Collaborations
Babson College Institute for Process Management
BPM Institute
BP Trends
CAM-I
IIBA
PMI
Board of Advisors
Roger Burlton
Peter Fingar
Paul Harmon
We have some of the field’s most well known and respected authorities on our advisory board
We have arranged significant discounts with several conference providers and produce entire conference tracks for the Brainstorm Conferences in Chicago, San Francisco, Washington DC, and New York
We have alliances and partnerships with the most influential academic and research organization and online communities
We have arranged discounts for our members with training providers
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18. Introduction to ABPMP’s Guide to the Business Process Management Common Body of Knowledge
BPM CBOK™
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19. BPM CBOK™ Status Version 1.0 – February 2008 Version 1.1 – May 2008
Include Chapter 6 – Performance Measurement
IABPM discussion and contribution
Minor updates grammatical updates
Version 2.0 – Target June / July
Member feedback
Definitions / consistency
Expanded content
Some restructuring expected
We are on the move. We will be the globally recognized authority on BPM. The BPM CBOK™ will be translated into Spanish, Protégée, French, and German.
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20. BPM CBOK™ 9 Knowledge Areas
Enterprise Process Management
Process Management Organization
Business Process Management
Process
Modeling
Analysis
Design
Transformation
Performance
Management
Here is the overview of the document. Each segment will be detailed in the following charts.
Business Process Management Technologies
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21. Organization of the Guide
Section 1 – Fundamentals of BPM
Section 2 – Critical BPM processes and skills
Section 3 – Organizational and Enterprise Considerations
Section 4 – Enabling Technologies
Section 5 – References, BPM Community, Model Curriculum, Certification Program, BPM CBOK™ Maintenance, Contributors
Future - Glossery
Refer to doc
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22. Preface Emergence of BPM Professional
Need for a professional discipline
Background on ABPMP
Standards of conduct
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23. Chapter 1 - Introduction
Purpose of the CBOK
Maintenance / feedback of the CBOK
Release notes
Summary and organization of the chapters
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24. Chapter 2 - BPM Core BPM concepts Key definitions Practicing BPM
BPM Lifecycle
Types of processes
Types of activities
BPM Critical Success Factors
BPM Professional Space
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25. Chapter 3 – Process Modeling
Key Definitions
Diagramming vs. Modeling vs. Mapping
Process Attributes and Characteristics
Purpose & Benefits of Modeling
Modeling Standards and Notations
Modeling Quality and Perspectives
Approaches to modeling, Capturing Information
Modeling Roles and Responsibilities
Modeling Techniques and Tools
Process Simulation
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26. Chapter 4 – Process Analysis
Purpose and Benefit of Process Analysis
Analysis Roles and Responsibilities
Process Analysis Activities
Analysis Techniques
Considerations (i.e.. best practices)
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27. Chapter 5 – Process Design
Purpose and Benefits of Process Design
Roles and Responsibilities
Process Design Activities
Principles of Process Design
Designing for Compliance
Business Rules (in a BPM context)
Considerations and best practices
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28. Chapter 6 – Process Performance Measurement
Key Definitions
Importance and Benefits of Process Performance Measurement
Monitoring and Controlling Operations
What to measure / How to measure
Strategic Alignment
Modeling and Simulation
Decision Support
Considerations
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29. Chapter 7 – Process Transformation
What is Process Transformation
Process Improvement Methodologies
Process Re-Design and Reengineering
Implementation
Organizational Change Management
Sustaining the BPM Lifecycle
Considerations and Best Practices
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30. Chapter 8 – Process Organization
The Process Oriented Enterprise
Process Management Roles and Responsibilities
Process Owner
Organizational and Governance Structures
Team Based Performance
Considerations and Best Practices
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31. Chapter 9 – Enterprise Process Management
Key definitions
Benefits and Requirements for Enterprise Process Management
Process Frameworks
Process Repository Management
Process Maturity Levels
From Planning to Action
Considerations and Best Practices
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32. Chapter 10 – BPM Technology
Importance BPM Technology (for BPM practice)
Advantages and Risks of Process Automation
Types of BPM Technology
Modeling, Analysis, Design, Simulation
Execution and Control
Performance Management
Integrated Suites
Standards
Industry Trends
Implementation considerations
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33. Appendices Glossary References BPM Community BPM Model Curricula
BPM Certification Program
Guide to CBOK™ Maintenance
Contributors
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34. MODEL BPM CURRICULUM
Appendix C
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35. The BPM Curriculum v1.0 Recommended course of study
Target for undergraduate and graduate academic programs
5 Core Courses
3 Electives
1 Capstone
Internship/Project
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36. Program Overview BS-BPM, MBPM
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37. MBA Concentration 4 Courses 3/28/2017 SOA E-GOV Introduction To BPM
Process Analysis
Implementing Process Management
Business Process Performance Management
Business Process Strategy
4 Courses
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38. How to Get Yours Today!
Currently the Guide to the BPM CBOK™ is only available to ABPMP Members
Initial 30 day feedback period
The next release will be public and available through Amazon’s Books-On-Demand service for $50
But wait, there’s more…
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39. Current version allows printing during feedback period
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40. Start at
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41. 3/28/2017
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42. Online Feedback Form
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43. Certified Business Process Professional CBPP™
BPM Certification
Certified Business Process Professional
CBPP™
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44. Certification Program Parameters
Experience
4 years / 7,500 hours
Some credit for other certification
Credits cannot exceed 2 years / 3,750 hours total for Professional less experience , 2 years / 3,750 hrs. for Associate
Experience Substitution Credits
Formal Education
BS/BA 1 year / 1,500 hours
Advanced degree 1 year / 1,000 hrs
Other Professional Certification (PMI, IIBA, etc.)
500 hours per current certification
Credits for Training Program/Certification
1:1 for PDU/CEU hours
Require Code of Ethics
Recertification
120 hours / 3 years of professional development
need parameters for each activity
$100 or some reasonable recent fee
decision not to require peer review oral review/project review/in-person performance for now
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45. Certification Program Parameters
Examination
Single initial exam
Possible specialization exams in future
Professional must pass at cut score in all sections
Sign ABPMP Code of Ethics
Re-certification/Continuing Education
120 hours of professional development activities per 3 year cycle
Associate Certificate (ABPP)
less experience , 2 years/3,750 hrs. (can use credits)
lower cut score – e.g., 50% in all areas
Require Code of Ethics
Recertification
120 hours / 3 years of professional development
need parameters for each activity
$100 or some reasonable recert fee
decision not to require peer review oral review/project review/in-person performance for now
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46. Certification - considerations
ABPMP Membership Requirements ??
Initial vs. Continuing Educational Requirements ??
No peer or oral review/project requirement for now
No Grandfathering
We need to address how to support academics who may not have the experiential qualifications as stated, e.g., substitute research and case studies or teaching x sections of related courses… TBD
Require Code of Ethics
Recertification
120 hours / 3 years of professional development
need parameters for each activity
$100 or some reasonable recert fee
decision not to require peer review oral review/project review/in-person performance for now
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47. ABPMP Education Committee
BPM CBOK™ 2008
CBPP™ 2008
EEPP 2008
BPM Model Curriculum ™ 2008
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48. Education Sub-Committees
CBOK™ Maintenance
Certification
Registered (or Endorsed) Training Provider
BPM Curriculum (currently inactive)
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49. Call for Volunteers WE NEED YOU!!! Volunteers needed for:
Certification Program Development
CBOK Maintenance
Endorsed Education Provider Program
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50. Schedule Feb 2008- Release BPM CBOK™ version 1.0
Free download for members
Initial release printable
June / July 2008 – Public Version Available
Amazon Print On Demand
June/July 2008 – Release CBPP™ Program Details
Qualifications
July 2008 Release Registered / Endorsed Training Provider Details
Qualifications, Fees, Etc.
Sept 2008 – Beta test CBPP ™ exam
Dec 2008 – Begin CBPP ™ Program
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51. Questions / Comments Please Contact Mark Treat, VP Education
Sandra Lusk, Maintenance Sub-Committee Chair
Brett Champlin, Certification Sub-Committee Chair
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52. Process Change One or Twenty Wheels At a Time
Changes
In the
Federal Government
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53. SURVIVAL Why Change? Competition Business Process Organization
Legislation
Technology
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54. The Components of Change
Subject Matter
Leaders
Managers
Performers
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55. Partners of Change
Leaders
Managers
Performers
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56. Scope of Change Full Enterprise Approach Sub-Enterprise Approach
Non-Enterprise
Approach
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57. Scope of Change Non-Enterprise Approach Change One Wheel
Sub-Enterprise Approach
Change Some of the Wheels
Enterprise Approach
Change All of the Wheels
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58. What is the Full Enterprise?
It Is Not a Spaceship
It Is the Federal Government
What Is the Sub-Enterprise?
It Is an Agency e.g. DOD, DHS
What Is the Non-Enterprise?
It is a Component Within an Agency
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59. Change is Trauma Impediments to Change Culture Incentives Costs
Schedule
Incentives to Change
Improved Culture
Rewards
Savings
Success
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60. Process Change Paradigm Business Opportunities
Focus Group(s)
New Priorities
Performance
Metrics
User Satisfaction
Surveys
Business Model
Process
Performance
Assessment
Implementation
Business Opportunities
To Improve
Outreach and
Training
Business Impact
Analysis
Documentation
Process
Development
And Transition
Business
Process
Analysis
Continuous
User Feedback
Business Case
Detail Process
Design
Priorities
Opportunity
to Improve
Process
Alternative
Analysis
Process
Functional
Requirements
Economic Trade-off
Analysis
Economic Impact
Analysis
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Economic Model

61. Steps to Change Know Who You Are Perform As-IS Model
Know Who You Want To Be
Perform To-Be Model
Perform Business Analysis
Perform ABC Model
Perform Economic Analysis
Perform Economic Model
Chose the Solution
Implement Solution
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62. Partners in Change Must Connect the Dots
Leaders Must Communicate with Each Other
Leaders Must Collaborate with Each Other
Leaders Must Communicate with Managers
Leaders Must Collaborate with Managers
Managers Must Communicate with Performers
Managers Must Collaborate with Performers
Performers Must Communicate with Each Other
Performers Must Collaborate with Each Other
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63. Partners in Change Must Connect the Dots
Leaders
Managers
Performers
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64. Issues The Partners in Change are not: Communicating Collaborating
Connecting the Dots
Most Change is at the Non-Enterprise Level
This Causes:
Duplicative Efforts
Non-Standard Processes
High Costs/Little Return
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65. Solutions Ensure That All Partners in Change Communicate Collaborate
Drive Change from the Enterprise Level
Clinger Cohen is from the Leaders
OMB A-130 is from the Managers
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66. Communicate One of the hardest things to do is
convey thoughts and concepts in
a group setting.
Have a communications plan
Ensure all participants are on board
Execute the plan
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67. Collaborate Provide a conducive environment
Utilize professional electronic facilitators
Utilize technology
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68. Have Solutions Been Implemented?
Yes!
E-Benefits
E-Gov
E-Travel
E-Pay
E-Grants
E-Authentication
E-Procurement
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69. Are We There Yet? Can We Get There? No! Yes!
The Partners Must Remove Impediments
The Partners Must Provide Incentives
All Partners Must Create an Environment
for Change
All Partners Must Embrace the E-Gov
Enterprise Approach to Change
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70. Questions / Comments For Me? 301.367.4404 chapters@abpmp.org 3/28/2017
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