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© BPMethods, LLC | | | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional.

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Presentation on theme: "© BPMethods, LLC | | | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional."— Presentation transcript:

1 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 1 Mastering Business Process Management: What Business & Process Analysts Need to Know To Add Value to BPM Programs Carl F. Lehmann Principal Analyst BPMethods www.bpmethods.com Desk: +1.781.319.0599 Cell: +1.781.405.0027 carl.lehmann@bpmethods.com

2 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services Agenda  What is BPM & why is it important?  Market & technology trends  How industry leaders view BPM  Questions they ask & the best practices they use  How to manage, analyze and change business processes  Techniques, tools, methods, technologies & practices  A BPM Practitioner  Summary Conclusion 2

3 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services What You Will Take Away 1.This confirms that I possess the skills needed to bring value to BPM programs 2.There is a logical decision framework or “mindset” used by successful BPM practitioners 3.I should learn more about it 3

4 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services Agenda  What is BPM & why is it important?  Market & technology trends  How industry leaders view BPM  Questions they ask & the best practices they use  How to manage, analyze and change business processes  Techniques, tools, methods, technologies & practices  A BPM Practitioner  Summary Conclusion 4

5 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 5 BPM is not new!

6 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services What Is New?  Traditional definitions  Basic definition A logical series of related activities that converts input to results or output  Value-added extension Designed to create or deliver customer value and/or; shareholder value through efficiency  New thinking  Processes are assets and must be managed as such  If they are not they will become liabilities  Process defined as an asset  An asset that affects the quality of a product, service or brand to uniquely satisfy customer needs and differentiates its executor from competitors 6

7 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services  “Core” processes  Are necessary to the creation and delivery of customer & shareholder value  They must be managed to maximize customer value & financial returns  “Non-core” processes  Perform supportive or management functions  They must be managed to minimize risks & control costs  Asset Types  Operating processes Create or deliver value for which customers are willing to pay  Support processes Facilitate or assist the execution of operating or management processes  Management processes Measure, control quality & assure performance outcomes Help make decisions, control variance & resolve problems  Control processes (a subclass of management processes) Adjust or correct a business process or its outcome, when performance measures vary, exceed acceptable thresholds or when a new opportunity is presented Exception control processes affect known and/or anticipated events Resolution control processes affect unknown and/or anticipated events What is New? 7

8 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services  Popular beliefs perceive BPM as…  An enterprise-wide methodology  A systematic approach to managing and improving specific processes  A cost cutting or productivity initiative  A set of new technologies  BPM is a managerial discipline focused on execution, performance & outcomes  Provides structure, methods & tools to align the workforce & IT with business strategy, helping organizations to execute & adapt while consistently achieving performance measures & business objectives  It is the “art & science” of how an organization does things (end-to-end) and how it can continuously do them better  Why is it important?  Because HOW business gets done is just as important as WHAT gets done – how you do things creates Competitive Advantage  Business processes define your “value chain”, they should be treated as assets and assembled “…in the best possible way!” What is BPM & Why Is It Important? 8

9 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services Competitive Advantage “A systematic way of examining all the activities a firm performs and how they interact is necessary for analyzing the source of competitive advantage.” “The value chain disaggregates a firm into its strategically relevant activities in order to understand the behavior of costs and the existing and potential sources of differentiation.” Source: Michael Porter, Competitive Advantage, 1985 9

10 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services Competitive Advantage Source: Michael Porter, Competitive Advantage, 1985 Competitive advantage is created when a firm integrates the activities of its value chain in “the best possible way.” 10

11 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services Agenda  What is BPM & why is it important?  Market & technology trends  How industry leaders view BPM  Questions they ask & the best practices they use  How to manage, analyze and change business processes  Techniques, tools, methods, technologies & practices  A BPM Practitioner  Summary Conclusion 11

12 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services Services-Oriented Architecture Technology Trends Dept. App. APIs Workflow Dept. App. APIs Workflow ETL EAI Dept. App. APIs Workflow Dept. App. APIs Workflow ERP Business Process Modeling – Rules – Business Intelligence Internet – Open Source – XML Software-as-a-Service Cloud 12

13 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 13 Market Trends  Notable acquisitions in the last 5 years (partial list)…  Platforms acquiring building blocks & migrating to “process-centric” services-oriented architecture ……………............... Lombardi (BPM Suite) …………….. iLog (Rules Engine) …………….. Aptsoft (Event Management) …………….. Cognos (Business Intelligence) …………….. TeleLogic (BP & App, Dev. Software) …………….. Filenet (Workflow) ……………….….. Proforma (BPA Software) ……………….….. Metastorm (BPA & BPMS) …………….…….. BEA (App. Dev. & BPMS) …………………... Chordiant (CRM / BPM) …………………... Savvion (BPMS) ……………….….. Business Objects (Business Intelligence) ……………….….. IDS Scheer (BPA) ……………….….. webMethods (App. Dev & BPM) ……………….….. Spotfire (Business Intelligence) …………………... Nimbus (Process Documentation) IBM IBMMetastorm Open Text Oracle Pega Progress Software SAP Software AG Tibco IBM …………...… Software AG ……………... Tibco ……………...

14 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 14 BPM Vendor Landscape Source: Gartner Magic Quadrant for BPM Suites 2010 Gartner Magic Quadrant BPA Tools, 2008 Gartner Magic Quadrant BPM Suites, 2010 Source: Gartner Magic Quadrant for BPA Tools 2008

15 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 15 BPM Market Observations  Market Size & Growth  Estimates for BPM software range between $2 to $5 billion for 2011  Annual growth rate estimates seem to find consensus around 15%  Prognostications IBM reports that inefficient business processes cost Fortune 500 companies more than $480 billion dollars a year and public sector organizations as much as $1.3 trillion. Gartner, a leading IT research and advisory firm, reports that over 78% of business improvement projects yield internal rates of return of 15% or more. AIIM, the Association for Imaging and Information Management, reports that half of organizations practicing business process management realize investment payback within 18 months and over 70% realize payback within 2 years.

16 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services Benefits Sought Source: Forrester Software Survey, Q4 2009 16

17 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services Agenda  What is BPM & why is it important?  Market & technology trends  How industry leaders view BPM  Questions they ask & the best practices they use  How to manage, analyze and change business processes  Techniques, tools, methods, technologies & practices  A BPM Practitioner  Summary Conclusion 17

18 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services How Industry Leaders View BPM  BPM is NOT…  An isolated initiative, an IT project  Just about processes  BPM is…  A managerial discipline that treats processes as strategic assets integral to creating & delivering customer & shareholder value, & sustaining competitive advantage  A means to structure resources (people, business processes & IT) to make each more effective, adaptable & valuable to consistently achieve results while adapting to change  Practice Business Process Portfolio Management  Core & non-core processes managed as a portfolio of strategic assets  Maximize customer value & financial returns  Minimize risks & costs  Industry leaders are highly effective at creating value & linking strategy with execution 18

19 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services To Create Value Leaders Ask…  How do we compete? (Competitive Strategy & Competitive Advantage)  Define value  Determine a defendable strategy through analysis (customer, market, industry, competitor)  How do we focus operations? (The Discipline of Market Leaders)  Pick an operating model (core processes, IT, organization, culture, mgmt. systems) Operational Excellence Product Leadership Customer Intimacy  How do we manage performance? (Balanced Scorecard)  Develop a performance measurement system (outcome measures & performance drivers) Financial perspective Customer perspective Internal business process perspective Learning & growth perspective  How do we adapt? (The Adaptive Enterprise)  Sense-and-respond techniques Adaptive Loop (sense, interpret, decide, act) Modular Organization (assemble cross-functional as needed) Commitment Management (record & track)  The result: a strategic plan  A process – not an event 19

20 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services To Achieve Results Leaders Ask…  How do we instill the correct organizational behavior?  Empower & motivate  Emphasize workforce collaboration (focused on end-to-end execution)  Establish collaborative objectives (focused on transformational & end results)  Managing responsibility & accountability (reinforcing strategy)  How do we structure processes for strategic execution?  Practice “Process-centric design”  Document, model, simulate & analyze core processes (not just map)  Measure performance through “KPI Sets”  Design “Control Processes” (to manage anticipated & unanticipated events)  Event management (techniques to sense change & execute control processes)  How do we structure technology for strategic execution?  Assess IT readiness for process change (First!, or at least early)  Evolve toward a “Process-Centric” design & IT architecture  How do we align strategy & resources for execution?  Reveal cause-and-effect relationships across resources (Derivative Analysis)  The result: an operating plan  A process – not an event 20

21 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services Agenda  What is BPM & why is it important?  Market & technology trends  How industry leaders view BPM  Questions they ask & the best practices they use  How to manage, analyze and change business processes  Techniques, tools, methods, technologies & practices  A BPM Practitioner  Summary Conclusion 21

22 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 22 Motivations & Approaches for BPM A Problem A Strategic InitiativeContinuous Transformation BPM Strategy & KPI Set Process Team Process Selection Methodology Modeling & Simulation Implementation & Control Strategy & KPI Set(s) Program & BPM Team(s) Process Set Methodology(ies?), PMO? Redesigns & New Designs Modeling & Simulations Execute, Manage & Control Strategy & KPI Sets Center of Excellence (BPM Teams) Process Portfolio & Audit Multiple Methodologies, PMO Multiple Tools Governance Continuous Improvement Business Process Portfolio Management Source: BPMethods

23 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 23 How To Audit Process Maturity  Enterprise capabilities 1.Leadership: Senior executives who support the creation of processes. 2.Culture: The values of customer focus, teamwork, personal accountability, and a willingness to change. 3.Expertise: Skills in, and methodology for, process redesign. 4.Governance: Mechanisms for managing complex projects and change initiatives.  Process enablers 1.Design: The comprehensiveness of the specification of how the process is to be executed. 2.Performers: The people who execute the process, particularly in terms of their skills and knowledge. 3.Owner: A senior executive who has responsibility for the process and its results. 4.Infrastructure: Information and management systems that support the process. 5.Metrics: The measures the company uses to track the process’s performance. To achieve high-performance organizations must develop their enterprise capabilities & establish process enablers Source: Michael Hammer, Harvard Business School Publishing

24 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services Other or Custom APQC’s PCF SCC SCOR VCG VRM How To Inventory Processes  Select a process classification model  APQC-PCF, SCC-SCOR, VCG-VRM, eTOM, ACORD, Strategy Map, custom, others… 24

25 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 25 Source: APQC & BPMethods  Conduct a Business Process Inventory  Use the chosen classification model, take “stock” of processes How To Inventory Processes

26 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 26 How To Evaluate Process Quality CRITERIADESCRIPTION (Qualitative Assessment) 1. ValueCore, Secondary, Low, Outsourced, Not Applicable 2. Asset typeOperating, Support, Management, Exception Control, Resolution Control 3. UseRoutine, Periodic, Occasional, Not Used, Unknown, New 4. ComplexitySimple, Low, Moderate, Complex, Highly Complex 5. DisciplineFormal, Informal, Rely on 3rd Party 6. AutomationManual, Semi-automated, Fully-automated, Rely on 3rd Party 7. DocumentationDetailed, Satisfactory, Unsatisfactory, Undocumented, Rely on 3rd Party 8. TrainingSufficient, Insufficient, Not Available, Not Necessary, Rely on 3rd Party 9. EffectivenessVery Effective, Effective, Adequate, Not Very Effective, Not At All Effective 10. EfficiencyVery Efficient, Efficient, Adequate, Not Very Efficient, Not At All Efficient ActionImprove, Consolidate, Eliminate, Benchmark, Re-evaluate, Design, Outsource, Insource, None TimingImmediately, Near-Term, Long-Term, Unspecified Source: BPMethods  Create evaluation criteria  Used by management teams for qualitative evaluation, example criteria…

27 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 27 How To Manage Processes as Assets  Use Business Process Portfolio Management  Focuses on how to improve the returns from diverse business processes that comprise an organization's value chain  Create A Business Process Portfolio  A classification system & common data repository used to inventory, document & manage detailed information & process lifecycles Database Document

28 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services Speed Accuracy Growth Market ShareProfit Satisfaction Acquisition Retention Churn Margins Efficiencies Costs Quality Response Innovation Revenue How To Select Projects  Problematic, strategic, transformational  What needs to be done? 28

29 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 29 How To Select Projects Source: BPMethods  Consider type & complexity  Transactional  Transformational  Decision Making

30 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 30  Use a Complexity Assessment Matrix  Modify as required Source: BPMethods How To Select Projects

31 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 31 How To Document Processes  Identify process components What value is created What governs execution & value creation What is needed to execute & create value Process Design “How” What is needed to begin

32 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 32 How To Document Details  Name, classification, descriptive information, contacts  Evaluation criteria, comments, action status  Execution (high-level step-by-step activities/tasks)  Best practices  Associated policies & rules, controls, processes, systems  Resources  Performance measures (KPIs)  Collaborative objectives  Risks  Related information & documents  Process lifecycle management  Communications plan  Messages/changes to be communicated  History

33 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 33 How To Measure Performance  Select KPI Set(s) (Balanced Scorecard meets Six Sigma) Source: BPMethods

34 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services How To Assess In-Place Systems  IT Readiness Assessment  Helps business professionals ask the right questions of IT professionals  Reveals capabilities & limitations of in- place IT systems  Calculates the time, cost, effort & resources required to adapt IT systems to support process change  Acquires data for ROI analysis of improvement projects  Tests feasibility & accurately determines financial returns  Helps justify IT investment if needed 34

35 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 35 How To Improve Processes  Select a methodology  ISO, Six Sigma, Lean, ITIL, others… The PRACTICE Method TM for Business Process Analysis & Improvement  Phase 1: Plan (What do you want to do?)  Business strategy review determines what strategic initiatives are to be pursued and/or what problems need to be solved  Calls out how results will be measured, and who will be held accountable and responsible for outcomes  Phase 2: Research (What are you doing now?)  A Process Improvement Team researches current environment and what is needed to achieve the Phase 1 objectives  A Project is created, in-place IT systems are evaluated for adaptability; a process analysis tool is selected (if needed)  As-Is (or clean slate) process mapping and measuring begins  Phase 3: Analyze, Correct & Test (How do you do what you want to do?)  As-Is (or clean slate) process is modeled to measure actual (or assumed) performance & to find waste & inefficiency  Specialized elicitation techniques are used to generate ideas for improvement (innovation)  Process alternatives are tested and refined resulting in a final To-Be design  Upon completion of return on investment (ROI) analysis & Acceptance Agreement a Next Step decision is made  Phase 4: Implement & Control (Do it!)  Implementation Plan, training, IT systems are adapted/augmented, new process is deployed  A Quality Control Plan assure results are realized, consistent & repeatable  Phase 5: Extend (Keep doing it better!)  Processes monitored within a Strategic Planning & Review timetable to form a Continuous Process Improvement Program

36 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services How To Improve Processes  Understand the organization  Organization charts, RACI Matrix, Stakeholder Classification Matrix Potential to Impact Potential for cooperation High Low Low High 36

37 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services  Skills  Project management Methodology Scoping Team building Work breakdown structure Communications Risk management Execution Implementation Change management Quality control  Business analysis Requirements gathering Artifact selection (diagrams, models, functional requirements, reports) Elicitation techniques (observation, interviews, workshops, use cases) Measurement & analysis Design and/or redesign Test How To Improve Processes 37

38 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 38  Select artifact set, elicitation techniques & requirements management tools Source: Corporate Education Group How To Improve Processes

39 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services  Select BPM tools  If needed or desired How To Improve Processes Business Process Management Suites (BPMS) Business Process Analyses (BPA) software 39

40 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 40  Process-centric design/redesign must include event management & control processes that can… 1.Capture/manage roles 2.Capture KPI Set(s), policies, business rules 3.Capture performance threshold(s) 4.Sense variation (events and/or opportunities) Includes trends prior to exceeding threshold 5.Alert relevant systems & stakeholders (role based) 6.Assemble/aggregate information From distributed disparate sources, internal & external 7.Interpret information (exception & resolution [case] management) Based on strategic objectives, performance measures & rules of engagement 8.Negotiate & record commitments Based on roles, empowerment, motivation, accountability, responsibility 9.Disseminate information To all relevant systems & stakeholders 10.Track & report commitments & results against KPI Set(s) & strategic objectives  Core processes must have corresponding control processes  Exception & resolution controls How To Improve Processes

41 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 41 Process-Centric IT Building Blocks Source: BPMethods  Must be capable of integrating sufficiently to support process-centric design

42 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services  Recognize barriers  Turf battles by functional managers  Workforce resistance to change  No one in charge or in authority to push redesign  Lack of incentives from department or oversight authority  Inability to perform “out of the box” thinking  Resource constraints  Uncommitted top management  Skepticism about “yet another effort”  How to prevail  People support what they create Start slowly, create involvement  People have the right to their opinions Honor this, listen, let them know the team is aware & prepared to act  When people hear “the process is broken” they may think “they’re broken” Make it perfectly clear, the process is the problem, not them!  Continuous communication  Judge managerial involvement (Is your time invested or wasted?) 42 How To Manage Change

43 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services  Technique: ADKAR Change Management Model  Focuses on the individual, requires instilling & managing five key goals: Awareness of the need to change Desire to participate and support the change Knowledge of how to change (and what the change looks like) Ability to implement the change on a day-to-day basis Reinforcement to keep the change in place  Facilitates workforce collaboration through collaborative objectives 43 How To Manage Change Sources: Jeff Hiatt, Prosci Change Management, Change Management Learning Center, BPMethods Awareness  Desire  Knowledge  Ability  Reinforcement Extend Implement & Control Analyze, Correct, Test Research Plan Methodology Successful Change

44 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services Agenda  What is BPM & why is it important?  Market & technology trends  How industry leaders view BPM  Questions they ask & the best practices they use  How to manage, analyze and change business processes  Techniques, tools, methods, technologies & practices  A BPM Practitioner  Summary Conclusion 44

45 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 45 A BPM Practitioner: Sloan Valve Source: ABPMP Chicago Speaker Series - The Process Enterprise: How Process Transformation Changes the Business. Tom Coleman Chief Information and Process Officer for Sloan Valve Company, 10/2009

46 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 46 A BPM Practitioner: Sloan Valve Source: ABPMP Chicago Speaker Series - The Process Enterprise: How Process Transformation Changes the Business. Tom Coleman Chief Information and Process Officer for Sloan Valve Company, 10/2009

47 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services Agenda  What is BPM & why is it important?  Market & technology trends  How industry leaders view BPM  Questions they ask & the best practices they use  How to manage, analyze and change business processes  Techniques, tools, methods, technologies & practices  A BPM Practitioner  Summary Conclusion 47

48 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services  BPM is an emerging managerial discipline focused on execution, performance & results  Processes need to be managed as a portfolio of assets  If not, they will become liabilities  Technology is trending away from transaction-oriented applications to process-centric systems  Process enablement is becoming de facto design by IT vendors  Industry leaders view BPM as a way to achieve competitive advantage  By uniquely creating & delivering customer & shareholder value  By aligning people, process & technology  By consistently achieving performance measures while adapting to change Summary Conclusion 48

49 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services Summary Conclusion  Follow BPM “How To” techniques  Audit process maturity  Understand the organization  Select a process classification model  Conduct a business process inventory  Evaluate process against qualitative criteria  Use portfolio management techniques  Create a business process portfolio  Document processes, polices & rules  Select KPI Sets  Select improvement projects based on need, priority & complexity  Select a methodology  Assemble BPM skills, artifacts, elicitation techniques & tools  Follow process-centric design/redesign principles & IT architectural constructs  Recognize barriers and resistance, manage change  Sustain results  Recognize & overcome barriers  Develop a Continuous Process Improvement Program 49

50 © BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599 Business Process Management & Continuous Improvement | Guides, Guidance & Professional Services 50 Coming March, 2012


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