Establishment of a Central Process Governance Organization Combined with Operational Process Improvements Christian Czarnecki

INTRODUCTION

Introduction Major transformation of the telecommunications industry caused by restructuring of the value chain new players technical innovations Project by a leading telecommunications operator in the Middle East: Scope: establishment of a new Business Process Management (BPM) department and improvement of operational processes Approach: top-down design based on reuse of industry-specific reference model enhanced Telecom Operations Map (eTOM) Results: quantitative performance improvements in the incident management process

SITUATION FACED

Situation Faced BPM project as part of a transformation program to address the following problems customer churn strong competition operational inefficiencies silo-oriented way of working missing cross-functional transparency Process improvements not consistently planned and aligned with corporate targets Measurable inefficiencies on an operational level, e.g., high lead times and reassignment rates of the incident management process

ACTION TAKEN

Action Taken Phase 1: Analysis of current situation and planning of countermeasures Phase 2: Design, implementation and improvement including establishment of a new organizational unit responsible for a central BPM definition of a process framework and a process ownership model based on the reference model enhanced Telecom Operations Map (eTOM) improvement of incident management Phase 3: Monitoring and transition

Action Taken

RESULTS ACHIEVED

Results Achieved Quantitative performance improvements in the incident management process, e.g., reducing the average lead time from 13.0 days to 3.6 days Acceptance and communication of all BPM artifacts (methods, tools, process framework, and process models) Staffing of new BPM department Implementation of process ownership Training of 290 employees in the new BPM methods and operational process changes Implementation of a company-wide repository containing the process framework and all detailed process models

Results Achieved

Results Achieved

Results Achieved

LESSONS LEARNED

Lessons Learned Process content is an important success factor in a BPM implementation. Process ownership requires consideration of the various BPM elements. Early involvement of stakeholders from top management to the operational level is essential for successful implementation. Customization of reference models requires a transparent approach to decision making. General BPM governance and methods are important for an operational process improvement.