Key Lessons from Wikimanagement and BPM Best Practices: … · 2018-12-05 · BPM-Lab – Current Research Activities BPM-Expertise BPM-Umfrage (Studie) Business ... (Studie) * BPM-Survey

www.komus.de

Struktur Technologie MenschProf. Dr. Ayelt Komus

Key Lessons from

Wikimanagement and BPM Best Practices:

Aspiring for a truly holistic approach in BPM

S-BPM ONE 2010 - the Subjectoriented BPM Conference Karlsruhe, 14.10.2010

Prof. Dr. Ayelt KomusB P M – L A B O R

FH Koblenzwww.komus.de

[email protected]@komus.de

FachhochschuleKoblenz

University of Applied Sciences

2www.komus.de


University of Applied SciencesLoose Coupling – Learn from Construction Industry

http://upload.wikimedia.org/wikipedia/commons/2/2e/Lager_01_KMJ.jpg

Roller Bearing

http

://de

.wik

iped

ia.o

rg/w

iki/D

atei

:Deh

nung

sfug

e.jp

g

ExpansionJoints

3www.komus.de



Empirical Findings (excerpt)

Wikimanagement in BPM

Aspiring for a Holistic Approach

Key Lessons … Aspiring for a Holistic Approach

4www.komus.de


University of Applied SciencesBPM-Lab – Current Research Activities

BPM-Expertise

BPM-Umfrage (Studie)

Business Process Management

STATUSQUO

BESTPRACTICE

BPM-Best Practice

(Experten-gesprächemit BPM-

Best Practices)

BPMund

Six Sigma

(Studie)

*

BPM-Survey (Studie)

BPM-Best Practice

(Expert Interviewswith BPM-

Best PracticeRepresentatives)

BPMand

Six Sigma

(Study)

BPM-Check

(LearningOnline

MaturityModel)

Model Factory Koblenz

Wikimanagement

5www.komus.de


University of Applied SciencesStudies on BPM – B P M – L A B – FH Koblenz

BPM-Survey• Online-Survey with more than 500 participants• What does today‘s BPM look like?

BPM and Six Sigma• Online-Survey with more than 500 participants• How do companies combine BPM with other approaches?

BPM Best Practice• In-person expert-talks with BPM-Best-Practice-Companies• What do BPM-Best-Practices look like?

BPM-Check• Learning online-evaluation-system based on maturity-scores• Together with the Koblenz Chamber of Commerce

© Prof. Dr. Ayelt Komus – FH Koblenz

6www.komus.de



* Segmentation based on nubmer of employees and turnover; difference to 100% due to rounding errors

BPM Best Practice-Study

Participants:Bayer HealthCare AG, Cosmos Direkt, Deutsche Bank AG, DZ Bank AG, E.ON Energie AG, EDEKA Minden-HannoverIT-/logistic service GmbH, EnBW Energie Baden-Württemberg AG, Finanz Informatik Technologie Service GmbH & Co. KG, GeneraliDeutschland Holding AG, Lufthansa Miles & More, NordeniaDeutschland Gronau GmbH, Paul Hartmann AG, Siemens AG, Siemens Healthcare, VIS Informatik GmbH (Generali Wien), Volkswagen AG, Watt Deutschland GmbH

Distribution by size*• 63% – very large-scale enterprise (7 DAX-Unternehmen)• 25% – large-scale enterprise (GU),• 13% – midsize companies (MU)


7www.komus.de



How successful was your company compared toother companies in the industry?*

82% ‚know‘ or ‚believe‘ their EBIT-margin is above industry average

0% 0% 0%

24%

35%

41%

0%5%

10%15%20%25%30%35%40%45%


BPM and Business-Success go Hand-in-Hand

Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz

8www.komus.de


University of Applied SciencesBPM-Survey: Managed BPM and Profit Margin

0,00%

5,00%

10,00%

15,00%

20,00%

25,00%

bis 2% 2-4% 4-6% 6-8% 8-10% 10-20%

20-30%

30-40%

40-50%

über 50%

Perc

enta

ge o

f Com

pani

es

Profit Margin

"Gezieltes BPM"'

"Kein gezieltes BPM"

Source: BPM-Survey, Prof. Komus – FH Koblenz

Median


Managed BPMNo managed BPM-Activities

Higher profit margin with managed BPM(Median 6-8% vs. 4-6%)

9www.komus.de


University of Applied SciencesBPM + 6 Sigma: BPM and Profit Margin

Higher Profit Margins for BPM-Companies

Source BPM + Six Sigma study, FH Koblenz


10www.komus.de


University of Applied SciencesBPM-Strategy-Alignment

82% BPM Best Practice-Companies align their BPM to Business Unit- or Company-Strategy

Only 18% „systematic documented process“65% „implicit process“

Best Practice BPM – Representatives have avery good understanding

of business needs and goals

Quelle Bild: http://commons.wikimedia.org/wiki/File:NonSynchronousGearBoxSF.jpg

11www.komus.de


University of Applied SciencesIf you can‘t measure it, you can‘t …

Best Practice Companies use process oriented KPIs

• more than 40%: for some processes KPIs defined, targetsdefined and measured

• more than 50%: systematic process of definition processKPIs, identifications of targets and measurement

Quelle Bild: http://commons.wikimedia.org/wiki/File:Tape_measure_colored.jpeg

12www.komus.de


University of Applied SciencesProcess Owners (PO)

PO are widespread (82%)

Only 12% disciplinary subordination ofemployees in relevant processes

Pragmatic approach of combiningprocess approach with existing managerialstructures

0%

10%

20%

30%

40%

50%

60%

12%

59%

12%

0%

18%

13www.komus.de


University of Applied SciencesBPM Center of Excellence

BPM Center of Excellence in almost all Best Practice-Companies

No company with disciplinary subordination of Process Owners

Typical Tasks Definition of standards Centralized services Quality Management and Quality Assurance Responsible for Technical BPM-Infrastructure

Quelle Bild: ttp://commons.wikimedia.org/wiki/File:Heliocentric_solar_system.png

14www.komus.de


University of Applied SciencesBPM Training

12%

29%

41%

18%

0%

5%10%15%20%25%30%

35%40%45%



Relevance of training is well understood among BPM Best Practice Companies

15www.komus.de


University of Applied SciencesCulture of Change

18% 18%

65%

0%

10%

20%

30%

40%

50%

60%

70%

2 / 3 of Best Practice Companies see Change as an Accepted Part of their Corporate Culture



16www.komus.de


University of Applied SciencesTraditional View: BPMS the Linking Pin to the Long Tail

Number of processesin certain period

Processes in order of frequency(highest left – lowest right)

‚classical‘Business IS

BPMSuites

Groupware/CSCW*

* CSCW – Computer Supported Collaborative Work

Idea: Scherer, Siemens AG


17www.komus.de


University of Applied SciencesNew Possibilities with more powerful BPMS/SOA

Number of processesin certain period

Processes in order of frequency(highest left – lowest right)

BPMSuites

Groupware/CSCW*

* CSCW – Computer Supported Collaborative Work © Prof. Dr. Ayelt Komus – FH Koblenz

‚Klassische‘Betriebliche

IS

18www.komus.de


University of Applied SciencesLinking IT-Systems and Models

only 41% realized links between business models and it models only 25% realized links between IT-systems in production and business models

BUT: 71%: development of IT-appliactions based on process-oriented methods

connection betweenIT-systems and modelsis surprisingly poor

‚Round-Trip‘ is not very common yet.

Exception: BPMSBut more often than notBPMS-round-trips are notconnected to ‚true‘ business modelling-world

Gartner‘s Businness Process Improvement Cycle



19www.komus.de


University of Applied SciencesDefined Standards and Reality

20www.komus.de



Documented Real Life

InformSales

SE CaptureOrder

Routenot

investigated

New quoterequestfrom PM

New quoterequest from

customer

Requirementgenerated

as result ofcapacity

Links PM PlansCustomer Requirements

& SE Capture Order

Responsefiled

Dead end

CRF completedand

Links SE CaptureOrder & Issuer

Enter Order

IssuerEnter Order

Validation jobgenerated onCMC queue

Links Issuer EnterOrder & JC Order

Validation

Pass Missinginformation

to Issuer

Links SE Resolves& Issuer Enters Order

NJRA closed

Links Issuer EntersOrder & NTE Task

Missinginformation

request (Issuer)

Links Issuer EnterOrder & SE

Resolves

601 task toWideband

planner

Links Issuer EnterOrder & Search

for Y Code

JC order

Missinginformation

request (JC)

Links chase missinginfo & order validation

Missinginformation

received (JC)

Links Issuer chasemissing info & JCOrder Validation

Links JC OrderValidation & NTE

allocation

NJRAclosed

Re-Issue601 Taskto WBP

Links JC OrderValidation &

Search for Y Code

NTE Tasks(129/532)

London/Glasgow

Y CodeSearchSlough/London

Input from Account Team

Receivecustomer

plans

Decide no neworders required

Dead end

Decide to placeorder with

tactical planner

Links PM plansCustomer Reqs &Tactical Planning

SEResolves

PM PlansCustomer

Requirements

Links Search for YCode & Q Mgr

selects NTE TaskA29/O532/O530

New job inqueue

Links Search for YCode & NTE Task

New Job inqueue

Links Issuer chasemissing info &

WBP Site Survey

Missinginfo received

WBPSite Survey

SE referCosting toCustomer

Issue RFsGlasgow/London

JC Respondto CREP

Links refer costingto customer &cancel order

Order

Customerconfirm

information toWideband

Links SE refercostings to customer& WBP Site Survey

Link to internal/external workgroups - not

modelled

Info sent tointernal/external

workpacks

Links WBP SiteSurvey & SE Refer

Costing toCustomer

Ancillary costinfo to SE

Links WBP SiteSurvey & Issue

RF's & JC Respondto CREP

154 atCOM

Job delayed

Links WBP Site Survey& JC Analyse Delay

Cancelorder

End

Ready toCREP

Links NSDRoute/Assign

& JC Respondto CREP

Task called toissuer

Issuer choosesto ignore so not

modelled

Links JC respondsto CREP & Issue

RF's Glasgow

CREPcomplete

NSD Route

JC AnalyseDelay

Allocate CoWLondon /Sheffield

SE AnalyseDelay

Route not investigated

Delay enquiryfrom customer

Links SE analyse delay& JC analyse delay

Progressrequest

to JC(SE)

Ready forinstallation

Links Allocate COW &COW supervise external works

Links JC analysedelay & SEresponds toCustomer

Progress updateto SE

SE respondto Customer

Dead end

Links JC analysedelay & WBP

601 Task

INAC tasklive

Dead end - routenot investigated

Progress infopassed to WBP


Progress infopassed to NSD


Progress infopassed to PM


Progress infopassed to CSM

Supervise

Equipmentnot delivered

Not Modelled at Present- Non Fluid Process

Schemeinstalled &

commisioned

Links Supervise External /Contractor& Integrate Schemes

IntegrateSchemes

Input not Modelled

Incomingcall from field

engineer

CONFLive

Links Integrate Schemes& Configure Circuit/Resolve Problems

Link notModelled/investigated

Schemereferred to

NSD

Schemereferred to

CSP

Integrate scheme andTactical planning eEPCs

Configure CircuitResolve

Problems

WNEXlive after

WNEX task is triggered byCOSMOSS, once all othertasks have been completed

End ofProcess

TacticalPlanning

Links Supervise contract& Tactical Planning

RFs sent toCSP Contracts

RF's sent forFinancial

authorisation

Out of Scope - not Modelled

Supervise

Links DetailedPlanning

& Supervise Contract

DL proact jobon queue

Ready forinstallation

Links Supervise Contract& COW supervise

External Works

DetailedPlanning

Proact jobcomplete Not modelled

Links toExternal Works

carrying out DL works

PM reportsProject Status

IM FacilitiesDecisions

Capacityproblem

raised

Links Supervise External Works/Contractor& IM facilities decisions

Requiresfurther

Investigation

IM Plan Sitesfor Capacity

Issuer chasesmissing info

Links WBP Site Survey &Issuer chase missing Info

Missinginformation

request (WBP)

Route, Assign& config 2Mbit

Circuits

SolutionPlanning

Budget

Links NTE Tasks (No Y Code)& JC Analyse Delay

Order in JobController's

Queue (Link)

NSD Q Managerchase missinginfo/clean data

Glasgow

Links WBP Site Survey& NSD Job Selection & Clean

010/O534live (Link)

Job assignedto NSD (Link)

Links NSD Job Selection/Clean& NSD Route /Assign

Links Route/Assign& JC Analyse delay

INJCin JCs

queue (Link)

Relevant NSDinformed of newproj order (Link)

Links Queue Manager selects NTE& Route/Assign Glasgow

154 Tasklive (Link)

Links NTE Tasks& WBP Site Survey

Links Issue RF Glasgow& Allocate COW

198/O912complete

Links WBP Site Survey& Issue RF's Glasgow

SDH2C formsent to NSD

(Link)

Account Teaminforms

Manager ofmajor project

Customerrequest (major

project)

Managerinformed

of major projectfrom other

SDH PMnot required

(End)

Missinginformation

passed to NSD(End)

Route not investigated

JC amend CDD

Feed into COSMOSSstatistics - Dead end

CDDamended

CDD can't Feed into COSMOSSstatistics - dead end

INJCin JCs

queue (Link)

Links NSD Job selection/Clean& JC Analyse delay

Links Issuer chase missing info& WBP Site survey &WI

Missinginformation

not available(WBP)

RF prepared(Link)

Links Issue RF's& Route & Assign

Job returnedto queue man

(Link)

Links Route/Assign& Queue Manager Chases missing details

Requiresfurther

Investigation

Requiresfurther

Investigation

Requiresfurther

Investigation

Form sent from Oswestry Capacity Managment

SDH23received

R&A taskcom'd

Link to COSMOSSglue and Config circuit

Other outputtbc

CustomerRequest

0.50 Day(s)

RaiseCustomer

Order

Order beingprocessed

0.50 Day(s)

JobControl

NJRA

Term pointAllocationcomplete

CustomerSDH and Parenting

identified

Seperacybeing

Monitored

CoreNetwork

Built

CustomerCall

Complete

OrderRequirements

Reviewed

ServiceConfiguration

Complete

0.50 Day(s)

Term PointAllocation

A601

0.00 Day(s)

InitiateSeperacy

Monitoring

0513

4.00 Day(s)

Identificationof Core

Network Capacity

0534

0.50 Day(s)

DetermineService

Delivery Date

CREP

CallCustomer

CALL

0.50 Day(s)

Review OrderRequirements

0680

14.00 Day(s)

BuildCore

Network

0630

2.00 Day(s)

Identificationof Customer

SDH and Parenting

0532

3.00 Day(s)

ConfigureService

CONF

0.50 Day(s)

ReportService Order

Complete

WNEX

1.00 Day(s)

Handover Serviceto Customer

HAND

0.50 Day(s)

ServiceCompletion

Monitor

COMP

ServiceCompletion

being Monitored

HandoverComplete

ServiceCompletion

Reported

ServiceDelivery Date

Determined

Job ControlInitiated

Routing andAssignment of

Circuit Complete

0513Active

MonitorSeperacy

a315i1.doc

DGSDMPD110

Highband Template.xls

CSPC WidebandPlanner

CustomerNetworkDesign

NetworkSolutionDesign

CSPC

FrontOffice

CWPC



NOU

CWPC

FrontOffice

CWPC

FrontOffice

Slide courtesy of British Telecommunications plc© Prof. Dr. Ayelt Komus – FH Koblenz

As-Documented versus As-Is

21www.komus.de







22www.komus.de


University of Applied SciencesAvailabilty of Models and Grass-Root-Modeling

84%: Models are available for all employees and easy to readBUT:

Development of models only together with specialists Process Models are not commonly used to support day-to-day-

work

Bottom-Up-Models stay in the desk drawer and have almost noconnection to the ‚official‘ process world

23www.komus.de


University of Applied SciencesUtilization of Web 2.0 Technologies

59% don‘t use web 2.0-technologies in BPM

Companies using web 2.0-technologies use wikis (41%)

29% use BPM-forums

less than 20% use weblogs, social networks, video-

applications

Web 2.0-Technologies to support BPM are not yet common

24www.komus.de


University of Applied SciencesBPM – Disturbing Factors

‚Not with me‘-syndrome

‚Not-invented-here‘-syndrome

‚you-go-first‘-Syndrom

‚I don‘t care‘-Syndrom

Source: Becker, Berning, Kahn : Projektmanagement. In: Becker, Kugeler, Rosemann; 6th edition, 2008, S. 39ff

25www.komus.de


University of Applied SciencesWikimanagement‘s 10 Success Factors

Source: Komus/Wauch: Wikimanagement, Oldenbourg Verlag 2008 – www.wikimanagement.de

Shared Vision

De-privatization andpersonal approach

Participation

Culture ofTrust

Self-Fullfillment

Mix of differentforms of rule

FlexibleRule

Interpretation

Simplicity EmergingDevelopment

IncrementalDevelopment

26www.komus.de



Allow emerging developments(grass-root-approach)

Trust your employees

Support Kaizen-philosophy

Release early. Release often

Reduce complexity in cut-overs

Emerging / incremental Development

Give leeway for continuous improvements

27www.komus.de


University of Applied SciencesLive-Testing of Web-Layouts at Amazon

Source: Wir wissen es nicht. Aber wir können es messen – Gespräch mit Andreas Weigend. In: GDI Impuls. Herbst 2005

Example: Amazon testing different web-layout in the production system

Very often a test in the production system is the fastest andmost effective to reach a better understanding.

28www.komus.de



BPM isn‘t an anonymous construct

Give your BPM a personal face

Get persons connected

Open up discussion

De-Privatization/ Personal Approach

Wikimanagement Success FactorsWeblogs, Podcasts, Video, Avatars, …

29www.komus.de







30www.komus.de



Holistic BPM

Bridge the gap between…

• Business and Technology BPM

• IT and Business Units

• BPM-Experts and Business Units

• Controlling and BPM

• Business Strategy and BPM

• BPM-Strategy and Training

• BPM and Corporate Culture

• …

Technology BPM and Business BPM – 2 Separate Worlds

31www.komus.de




Methods

Structure

Human Side


32www.komus.de



Based on Allweyer in Komus (Editor): BPM Best Practice, Springer-Verlag 2011

Computation Independent Model (CIM)

Platform Independent Model (PIM)

Platform Specific Model (PSM)

Layers of Models – Technology BPM

TechnologyBPM

33www.komus.de






Layers of Models BPM (Technology and Business)

High Level Process Models

Business Process Landscape

TechnologyBPM

BusinessBPM

34www.komus.de






Loose Coupling of Models


Business Process Landscape


35www.komus.de


University of Applied SciencesHow to put Loose Coupling into practice


Flexible Pointers(i.e. Wikis)

Social Links

Culture

Organzisational Structure

Shared Process OrientedGoals (IT and PO*)

Avoid Overengineering andRigid Structures

* Process Owner

36www.komus.de




Methods

Structure

Human Side


37www.komus.de



Business Units

BP

M –

Cen

ter o

fExc

elle

nce

IT–

Cen

ter o

fExc

elle

nce

Support

End-User-Computing

Production

Development

IT-S

ourc

ing

Integrated IT-BPM-Unit

Process Owner

Process Owner

Process Owner

Process Owner

IT-Fullfillment

New Organizational Structures for Better Integration

Source: Komus in Komus (Editor): BPM Best Practice, Springer-Verlag 2011

38www.komus.de




Methods

Structure

Human Side


39www.komus.de


University of Applied SciencesWeb 2.0 on its way into BPM

Weblog

SocialNetwork

Community

Mash-Up

Subject-OrientedBPM-Approach

Wiki-Export

40www.komus.de


University of Applied SciencesWikimanagement‘s 10 Success Factors

Source: Komus/Wauch: Wikimanagement, Oldenbourg Verlag 2008 – www.wikimanagement.de

Shared Vision

de-privatization andpersonal approach

Participation

Culture ofTrust

Self-Fullfillment

Mix of differentforms of rule

FlexibleRule

Interpretation

Simplicity EmergentDevelopment

incrementaldevelopment

41www.komus.de


University of Applied SciencesHuman Side of Holistic BPM

Wikimanagement Success Factors(Establich Holistic BPM as a Shared Vision)

Leadership

Training

Culture

Incentive System

42www.komus.de


University of Applied SciencesThriving for a Holistic BPM - Summary

http://upload.wikimedia.org/wikipedia/commons/2/2e/Lager_01_KMJ.jpg and http://de.wikipedia.org/wiki/Datei:Dehnungsfuge.jpg





Business Process Landscape Avoid Overengineering andRigid Structures

Use Loose Coupling

Build a Shared Vision

Learn from Social MediaWikimangement

Sucess Factors

Assure a HolisticManagement-Approach for a Holistic BPM-Approach

43www.komus.de


University of Applied SciencesBPM – Benefits

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

no improvementsweak improvementsdistinct improvementsmajor improvements

BPM-Best-Practice-Companies accomplish far-reaching Improvementsin all Aspects of Process Performance



www.komus.de


FH KoblenzProf. Dr. Ayelt Komus

www.komus.de0172 6868697

[email protected]

www.komus.de


FH KoblenzProf. Dr. Ayelt Komus

www.komus.de0172 6868697

[email protected]

Documents

Key Lessons from Wikimanagement and BPM Best Practices: … · 2018-12-05 · BPM-Lab – Current Research Activities BPM-Expertise BPM-Umfrage (Studie) Business ... (Studie) * BPM-Survey