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1 David F. Carter Director and Vice President For Chapter Services The Association of Business Process Management Professionals 2/15/2014SOA E-GOV Business.

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Presentation on theme: "1 David F. Carter Director and Vice President For Chapter Services The Association of Business Process Management Professionals 2/15/2014SOA E-GOV Business."— Presentation transcript:

1 1 David F. Carter Director and Vice President For Chapter Services The Association of Business Process Management Professionals 2/15/2014SOA E-GOV Business Process Management Tutorial

2 2 2/15/2014SOA E-GOV 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 3 2/15/2014SOA E-GOV 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

4 4 2/15/2014SOA E-GOV Why Am I Here? To Ensure to You that SOA and BPM Are Supportive Partners

5 5 2/15/2014SOA E-GOV Cape Lookout Lighthouse, NC

6 6 Relationship of Mission and Work Processes to Information Technology 2/15/2014SOA E-GOV GAO/AIMD May 1997 Version 3 Business Process Reengineering Assessment Guide

7 7 Introduction To the Association 2/15/2014SOA E-GOV

8 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. 2/15/2014SOA E-GOV

9 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. 2/15/2014SOA E-GOV

10 10 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. Our Vision 2/15/2014SOA E-GOV

11 11 Active Chapters Brazil Chicago Denver Metro New York Mexico Philadelphia Portland, OR Romania Tampa Bay Washington DC Forming Chapters Atlanta Birmingham Charlotte Paris Panama City 2/15/2014SOA E-GOV

12 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 2/15/2014SOA E-GOV

13 13 Potential Interest US Cincinnati Houston Memphis Omaha Phoenix Sydney Dubai South Africa China Montreal Saudi Arabia Toronto Vancouver Vienna International 2/15/2014SOA E-GOV

14 14 International Australia Austria Brazil Canada China Columbia Dubai France Germany Mexico Panama Portugal Romania South Africa 2/15/2014SOA E-GOV

15 15 Academic Affiliations 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 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 2/15/2014SOA E-GOV

16 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 2/15/2014SOA E-GOV

17 17 Relationships & Affiliations Conference Discounts – BrainStorm Group – DCI – Gartner – IQPC – IIR Training Discounts – Attaining Edge – BrainStorm Group – 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 2/15/2014SOA E-GOV

18 Introduction to ABPMPs Guide to the Business Process Management Common Body of Knowledge BPM CBOK 2/15/2014SOA E-GOV

19 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 2/15/2014SOA E-GOV

20 20 BPM CBOK 9 Knowledge Areas Knowledge Areas Enterprise Process Management Process Management Organization Business Process Management Business Process Management Technologies 2/15/2014SOA E-GOV

21 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 2/15/2014SOA E-GOV

22 22 Preface Emergence of BPM Professional Need for a professional discipline Background on ABPMP Standards of conduct 2/15/2014SOA E-GOV

23 23 Chapter 1 - Introduction Purpose of the CBOK Maintenance / feedback of the CBOK Release notes Summary and organization of the chapters 2/15/2014SOA E-GOV

24 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 2/15/2014SOA E-GOV

25 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 2/15/2014SOA E-GOV

26 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) 2/15/2014SOA E-GOV

27 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 2/15/2014SOA E-GOV

28 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 2/15/2014SOA E-GOV

29 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 2/15/2014SOA E-GOV

30 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 2/15/2014SOA E-GOV

31 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 2/15/2014SOA E-GOV

32 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 2/15/2014SOA E-GOV

33 33 Appendices Glossary References BPM Community BPM Model Curricula BPM Certification Program Guide to CBOK Maintenance Contributors 2/15/2014SOA E-GOV

34 34 MODEL BPM CURRICULUM Appendix C 2/15/2014SOA E-GOV

35 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 2/15/2014SOA E-GOV

36 36 Program Overview BS-BPM, MBPM SOA E-GOV

37 37 MBA Concentration Introduction To BPM Process Analysis Implementing Process Management Business Process Performance Management Business Process Strategy 4 Courses 2/15/2014SOA E-GOV

38 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 Amazons Books-On-Demand service for $50 But wait, theres more… 2/15/2014SOA E-GOV

39 39 Current version allows printing during feedback period 2/15/2014SOA E-GOV

40 40 Start at 2/15/2014SOA E-GOV

41 41 2/15/2014SOA E-GOV

42 42 Online Feedback Form 2/15/2014SOA E-GOV

43 43 BPM Certification Certified Business Process Professional CBPP 2/15/2014SOA E-GOV

44 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 2/15/2014SOA E-GOV

45 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 2/15/2014SOA E-GOV

46 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 2/15/2014SOA E-GOV

47 47 ABPMP Education Committee BPM CBOK 2008 CBPP 2008 EEPP 2008 BPM Model Curriculum /15/2014SOA E-GOV

48 48 Education Sub-Committees CBOK Maintenance Certification Registered (or Endorsed) Training Provider BPM Curriculum (currently inactive) 2/15/2014SOA E-GOV

49 49 Call for Volunteers WE NEED YOU!!! Volunteers needed for: – Certification Program Development – CBOK Maintenance – Endorsed Education Provider Program 2/15/2014SOA E-GOV

50 50 Schedule Feb 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 2/15/2014SOA E-GOV

51 51 Questions / Comments Please Contact Mark Treat, VP Education – Sandra Lusk, Maintenance Sub-Committee Chair – Brett Champlin, Certification Sub-Committee Chair – 2/15/2014SOA E-GOV

52 52 Process Change One or Twenty Wheels At a Time Changes In the Federal Government 2/15/2014SOA E-GOV

53 53 Why Change? SURVIVAL Competition Business Process Organization Legislation Technology 2/15/2014SOA E-GOV

54 54 The Components of Change Subject Matter Leaders Managers Performers 2/15/2014SOA E-GOV

55 55 Leaders Managers Performers Partners of Change 2/15/2014SOA E-GOV

56 56 Non- Enterprise Approach Sub-Enterprise Approach Full Enterprise Approach Scope of Change 2/15/2014SOA E-GOV

57 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 2/15/2014SOA E-GOV

58 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 2/15/2014SOA E-GOV

59 59 Change is Trauma Impediments to Change Culture Incentives Costs Schedule Incentives to Change Improved Culture Rewards Savings Success 2/15/2014SOA E-GOV

60 60 Process Change Paradigm Process Performance Assessment Business Process Analysis Process Alternative Analysis Process Development And Transition Continuous User Feedback Performance Metrics Focus Group(s) New Priorities User Satisfaction Surveys Business Model Business Case Process Functional Requirements Priorities Business Impact Analysis Business Opportunities To Improve Economic Model Economic Trade-off Analysis Detail Process Design Documentation Outreach and Training Implementation Economic Impact Analysis Opportunity to Improve 2/15/2014SOA E-GOV

61 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 2/15/2014SOA E-GOV

62 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 2/15/2014SOA E-GOV

63 63 Leaders Managers Performers Partners in Change Must Connect the Dots 2/15/2014SOA E-GOV

64 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 2/15/2014SOA E-GOV

65 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 2/15/2014SOA E-GOV

66 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 2/15/2014SOA E-GOV

67 67 Collaborate Provide a conducive environment Utilize professional electronic facilitators Utilize technology 2/15/2014SOA E-GOV

68 68 Have Solutions Been Implemented? Yes! E-Benefits E-Gov E-Travel E-Pay E-Grants E-Authentication E-Procurement 2/15/2014SOA E-GOV

69 69 Are We There Yet? 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 2/15/2014SOA E-GOV Can We Get There?

70 70 Questions / Comments For Me? 2/15/2014SOA E-GOV

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