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

3. INTRODUCTION

4. 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

5. SITUATION FACED

6. 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

7. ACTION TAKEN

8. 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

9. Action Taken

10. RESULTS ACHIEVED

11. 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

12. Results Achieved

13. Results Achieved

14. Results Achieved

15. LESSONS LEARNED

16. 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.