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Business Process Management Tutorial

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1 Business Process Management Tutorial
David F. Carter Director and Vice President For Chapter Services The Association of Business Process Management Professionals 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

4 Are Supportive Partners
Why Am I Here? To Ensure to You that SOA and BPM Are Supportive Partners 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

7 Introduction To the Association
3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

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. 3/28/2017 SOA E-GOV

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. 3/28/2017 SOA E-GOV

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. 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

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. 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

18 Introduction to ABPMP’s Guide to the Business Process Management Common Body of Knowledge
BPM CBOK™ 3/28/2017 SOA E-GOV

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. 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

22 Preface Emergence of BPM Professional
Need for a professional discipline Background on ABPMP Standards of conduct 3/28/2017 SOA E-GOV

23 Chapter 1 - Introduction
Purpose of the CBOK Maintenance / feedback of the CBOK Release notes Summary and organization of the chapters 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

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) 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

33 Appendices Glossary References BPM Community BPM Model Curricula
BPM Certification Program Guide to CBOK™ Maintenance Contributors 3/28/2017 SOA E-GOV

34 MODEL BPM CURRICULUM Appendix C 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

36 Program Overview BS-BPM, MBPM

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 3/28/2017 SOA E-GOV

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… 3/28/2017 SOA E-GOV

39 Current version allows printing during feedback period
3/28/2017 SOA E-GOV

40 Start at 3/28/2017 SOA E-GOV

41 3/28/2017 SOA E-GOV

42 Online Feedback Form 3/28/2017 SOA E-GOV

43 Certified Business Process Professional CBPP™
BPM Certification Certified Business Process Professional CBPP™ 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

47 ABPMP Education Committee
BPM CBOK™ 2008 CBPP™ 2008 EEPP 2008 BPM Model Curriculum ™ 2008 3/28/2017 SOA E-GOV

48 Education Sub-Committees
CBOK™ Maintenance Certification Registered (or Endorsed) Training Provider BPM Curriculum (currently inactive) 3/28/2017 SOA E-GOV

49 Call for Volunteers WE NEED YOU!!! Volunteers needed for:
Certification Program Development CBOK Maintenance Endorsed Education Provider Program 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

51 Questions / Comments Please Contact Mark Treat, VP Education
Sandra Lusk, Maintenance Sub-Committee Chair Brett Champlin, Certification Sub-Committee Chair 3/28/2017 SOA E-GOV

52 Process Change One or Twenty Wheels At a Time
Changes In the Federal Government 3/28/2017 SOA E-GOV

53 SURVIVAL Why Change? Competition Business Process Organization
Legislation Technology 3/28/2017 SOA E-GOV

54 The Components of Change
Subject Matter Leaders Managers Performers 3/28/2017 SOA E-GOV

55 Partners of Change Leaders Managers Performers 3/28/2017 SOA E-GOV

56 Scope of Change Full Enterprise Approach Sub-Enterprise Approach
Non-Enterprise Approach 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

59 Change is Trauma Impediments to Change Culture Incentives Costs
Schedule Incentives to Change Improved Culture Rewards Savings Success 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV 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 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

63 Partners in Change Must Connect the Dots
Leaders Managers Performers 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

67 Collaborate Provide a conducive environment
Utilize professional electronic facilitators Utilize technology 3/28/2017 SOA E-GOV

68 Have Solutions Been Implemented?
Yes! E-Benefits E-Gov E-Travel E-Pay E-Grants E-Authentication E-Procurement 3/28/2017 SOA E-GOV

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 3/28/2017 SOA E-GOV

70 Questions / Comments For Me? 301.367.4404 3/28/2017

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