Upload
elogroup
View
175
Download
3
Embed Size (px)
Citation preview
“Leadership on BPM ideas, methods and results in Brazil”
A Framework for a BPM Center A Framework for a BPM Center ofofExcellenceExcellencece e cece e ce
Leonardo Leonardo ProcessDaysProcessDays –– July26th 2010July26th 2010
Leandro JesusLeandro JesusManagingManaging PartnerPartner ELO Group ELO GroupManagingManaging PartnerPartner, ELO Group, ELO Group
AboutAbout the speakerthe speaker
Leandro Jesus, MSc.
• Managing Partner ELO Group consultingManaging Partner ELO Group consulting
• Auxiliary Professor Federal University of Rio de Janeiro
• Vice‐President ‐ Association of Business Process Management Professionals (ABPMP) Chapter Brazil;
• Curriculum vitae: h // li k di /i /l d jhttp://www.linkedin.com/in/leandrojesus
• E‐mail: [email protected]
© ELO Group all rights reserved.22
About ELO Group
ELO Group is a Brazilian consulting enterprise focused in Business Process Management and Governance, Risk and Compliance solutions. g , p
Founded in COPPE’s Technological and Industrial Cluster, at Federal University of Rio de Janeiro, one of the most advanced Research and Development Centers in Latin America.
Counts on a group of professionals with solid Academic Formation and experiences through relevant Academic Institutions in Brazil USA and experiences through relevant Academic Institutions in Brazil , USA and Europe
International Cooperation with BPTrends, Queensland University ofInternational Cooperation with BPTrends, Queensland University ofTechnology and Leonardo Consulting
Organizer of the Brazilian International BPM Seminar
© ELO Group all rights reserved.33
Our Clients Portfolio
Conselho da Justiça Federal
© ELO Group all rights reserved.44
Our Values
Strong academic links, allowing ELO Group to bring to the market the state of the art in management solutions and best practices;
Focus on collaborative development of customized organizational solutions;
Always strive for solutions that are innovative, long lasting and that leverage organization performance;
Constant know‐how transfer to our clients;
Internal work logic focused on dynamic specialization among professionals with high specialization in different knowledge areas;
Ethics, agility and adaptability throughout the service provisioning cycle;
Learning and continuous improvement
© ELO Group all rights reserved.
Learning and continuous improvement.
55
Food for thought…
What people usually ask us about BPM CoEs:
• Where should a Center of Excellence be placed within the organization? Whom it should report to?
• Which are the responsibilities that should be centralizedpinto a BPM CoE and which responsibilities can remaindecentralized?
• How do these responsibilities change over time?
• How to evaluate a a BPM CoE’s effectiveness?How to evaluate a a BPM CoE s effectiveness?
© ELO Group all rights reserved.66
INTRODUCTION CHALLENGES FACING INTRODUCTION: CHALLENGES FACING MODERN ORGANIZATIONS
BPM GOVERNANCE AND THE NEED FOR A CENTER OF EXCELLENCE
BPM CENTER OF EXCELLENCE MAIN CHARACTERISTICS
BPM CoE FRAMEWORK – HISTORY AND GENERAL VIEW
BEYOND BPM CoE – OTHER ROLES AND RESPONSIBILITIESRESPONSIBILITIES
The old way to manage…
Organizations are facing the 21st century environment but still adopt management practices that were built considering the 20th century.
Previous organizational focus:S l• Scale
• Efficiencyi h d l• Hierarchy and control
© ELO Group all rights reserved88
... and some implications
© ELO Group all rights reserved.
Source: Compliance Week, December, 200699
Rules are changing...
Most demanding customersg
Global competition
Focus on individuals, knowledge and innovation Focus on individuals, knowledge and innovation
Greater complexity and uncertainty (risk) in operations
Need for more flexibility and agility
© ELO Group all rights reserved.
Need for more flexibility and agility
Intensive use of IT in business1010
New Paradigm for the 21st Century
Old organization’s paradigm Emergent organization’s paradigm
STABILITY DYNAMISMFLEXIBILITY
CENTRALIZATION COOPERATIONCENTRALIZATION COOPERATION
CONTROL AUTONOMY
COMMODITIES AND PROPERTY
SERVICESAND EXPERIENCES
© ELO Group all rights reserved.
AND PROPERTY AND EXPERIENCES
1111
New Paradigm for the 21st Century
© ELO Group all rights reserved.Source: http://www.slideshare.net/reynolds/web-20-business-models-presentation
Be prepared to changes…
© ELO Group all rights reserved.1313
... And treat them appropriately
According to McMinsey’s survey, only a third of respondents said their organizations have had success in making changes with greater impact! (McKinsey, 2008);
Researches shows that 82% of organizations are developing some form of change initiative, that 70% of these initiatives failand 68% of these organizations don’t evaluate the success of these initiatives (Kottler, Harvard Business Review …);
Most of strategies haven’t failed because they were poorly conceived, but because they were poorly implemented (Norton & Kaplan).
© ELO Group all rights reserved.1414
How do you transforman organization ?...
BETTERBETTERATITUDES &
COMPETENCES
BETTERINTERFACES,ALIGNMENTS
ACCOUNTABILITIES
BETTERSYSTEMS
“SIMPLER” &INNOVATIVE
SERVICES
BETTER
SERVICES
CONTRACTS& PARTNERS
BETTERCONTROL &VISIBILITY
BETTERPOLICIES, BUSINESSRULES &
STANDARDS
BETTEREQUIPMENTS &
INFRA-STRUCTURE
© ELO Group all rights reserved
STANDARDS INFRA STRUCTURE
1515
Which areas providethese transformations ?
BETTERBETTERATITUDES &
COMPETENCES
BETTERINTERFACES,ALIGNMENTS
ACCOUNTABILITIES
Human Human ResourcesResources &&CommunicationCommunication
StrategyStrategy
BETTERSYSTEMS
“SIMPLER” &INNOVATIVE
SERVICES
InformationInformationTechnologyTechnology
CustomerCustomer &&ProductProductManagementManagement
BETTER
SERVICESgygy
ContractContract IT & IT & RiskRisk
ManagementManagement
CONTRACTS& PARTNERS
BETTERCONTROL &VISIBILITY
ContractContractManagementManagement
IT & IT & RiskRiskManagementManagement
BETTERPOLICIES, BUSINESSRULES &
STANDARDS
BETTEREQUIPMENTS &
INFRA-STRUCTURE
ComplianceCompliance &&Standards Standards
AssetsAssetsManagementManagement
© ELO Group all rights reserved
STANDARDS INFRA STRUCTURE
1616
So... why do you need business process management ?
If business process management:Doesn’t develop systems (except for BPMSs)Doesn t develop systems (except for BPMSs)Doesn’t manage competencesD ’ i Doesn’t review contractsDoesn’t design new productsDoesn’t create dashboardsDoesn’t project layout
If h t HR IT Ri k
p j y
If we have mature HR, IT, Risk Management, process do we really
need Business Process Management ??
© ELO Group all rights reserved1717
Think again...What’s the big issue ?
BETTER
1) 1) ProvideProvide educationeducation oror2) 2) IdentifyIdentify keykey competencescompetences
BETTERATITUDES &
COMPETENCES
BETTERINTERFACES,
ALIGMENTSACCOUNTABILITIES
2) 2) IdentifyIdentify keykey competencescompetencesThatThat enhaceenhace thethe impactimpact
OfOf business business resultsresults
BETTERSYSTEMS
“SIMPLER” &INNOVATIVE
SERVICES
1) 1) DevelopDevelop systemsystemoror 2) 2) UnderstandUnderstand
BusinessBusiness
BETTER
SERVICESrequirementsrequirements
1) 1) CreateCreate dashboarddashboardoror 2) Design 2) Design MetricsMetrics
CONTRACTS& PARTNERS
BETTERCONTROL &VISIBILITY
) g) gandand controlscontrols toto
effectiveeffective SupportSupportdecisiondecision makingmaking
1) 1) InstitutionalizeInstitutionalize andandBETTER
POLICIES, BUSINESSRULES &
STANDARDS
BETTEREQUIPMENTS &
INFRA-STRUCTURE
1) 1) InstitutionalizeInstitutionalize andandFormalize businessFormalize business
GuidelinesGuidelines, , oror 2) Debate2) Debateandand reachreach agreementagreement withwith
© ELO Group all rights reserved
STANDARDS INFRA STRUCTUREbusiness business areasareas aboutabout rulesrules
1818
Organizations need better TransformationCapability to convert good ideas into process
redesign and implementation
1) 1) ProvideProvide educationeducation oror2) 2) IdentifyIdentify keykey competencescompetences2) 2) IdentifyIdentify keykey competencescompetences
ThatThat enhaceenhace thethe impactimpactOfOf business business resultsresults
1) 1) DevelopDevelop systemsystemoror 2) 2) UnderstandUnderstand
BusinessBusinessrequirementsrequirements
1) 1) CreateCreate dashboarddashboardoror 2) Design 2) Design MetricsMetrics) g) g
andand controlscontrols totoeffectiveeffective SupportSupportdecisiondecision makingmaking
1) 1) InstitutionalizeInstitutionalize andand1) 1) InstitutionalizeInstitutionalize andandFormalize businessFormalize business
GuidelinesGuidelines, , oror 2) Debate2) Debateandand reachreach agreementagreement withwith
© ELO Group all rights reserved
business business areasareas aboutabout rulesrules
1919
What about your BPM approach? Is it Transformation Oriented?
© ELO Group all rights reserved
A traditional BPM approach
Several BPM techniques used today were Several BPM techniques used today were designed for the “old paradigm”
© ELO Group all rights reserved2121
Objective of traditional BPM approaches
Aumento dafi bilid d
Reduce variabilityand increase
bilit confiabilidadeorganizacionalreability
Foco ComumAvanço no
desempenhoorganizacional Improve
performanceMudança da Expectativa do Consumidor
performance around the currentparadigm!
© ELO Group all rights reservedDesempenho
EsperadoDesempenho
Atual
p g
2222
What we currently see
Organizations are investing in many BPM initiatives but many of them lack a clear focus
Many times results are not reached. When they are, they are not clearly communicated
BPM initiatives with different purposes are conducted in an isolated way inside an
g i tiorganization
S ti BPM di i li till l k Sometimes BPM as a discipline still lacks a natural home and official identity
© ELO Group all rights reserved.2323
The focus of BPM application should move pptowards the transformation of the
organization through the implementation oforganization through the implementation ofsignificant improvements and sustainable
changeschanges
© ELO Group all rights reserved2424
Some challenges for an effective transformation based on BPM
Understand processes as relevant assets to be
managed
Create a BPM identity and disseminate its benefits
Gain sponsorship on BPM initiatives
Create alignment among transformation efforts
l hDemonstrate results with BPM initiatives!
© ELO Group all rights reserved2525
INTRODUCTION CHALLENGES FACING INTRODUCTION: CHALLENGES FACING MODERN ORGANIZATIONS
BPM GOVERNANCE AND THE NEED FOR A CENTER OF EXCELLENCE
BPM CENTER OF EXCELLENCE MAIN CHARACTERISTICS
BPM CoE FRAMEWORK – HISTORY AND GENERAL VIEW
BEYOND BPM CoE – OTHER ROLES AND RESPONSIBILITIESRESPONSIBILITIES
BPM Governance
BPM Governance relates to the definition and enforcement of guidelines and rules that drive activities and decisions galong the process lifecycle, as well as the consequent definition of responsibilities and accountabilities for BPM
i j d l lactions on project and program management level
Effective BPM Governance has to reinforce the strategic alignment among process management activities and business priorities, clearly define and enforce the accountabilities of each involved stakeholder and avoid redundancies related to BPM initiativesredundancies related to BPM initiatives.
© ELO Group all rights reserved2727
Many focus for BPM initiatives and lack of convergence
© ELO Group all rights reserved
Source: BPTrends, 2010
Need for BPM Governance
NewOrganizational
Context
Organizations
BPM initiativesevolution
BPM ProblemsProblems BPM ProblemsProblems
BPM Governance
© ELO Group all rights reserved.
Source: Barros, 20092929
Elements related to BPM Governance
1. Roles and Responsibilities
2. Standards 4. Services3. Structure
GOVERNANCEMODEL
6. Objectives5. ControlMechanisms
7. Evaluation andReward Mechanisms
© ELO Group all rights reserved.
Source: Barros, 20093030
INTRODUCTION CHALLENGES FACING INTRODUCTION: CHALLENGES FACING MODERN ORGANIZATIONS
BPM GOVERNANCE AND THE NEED FOR A CENTER OF EXCELLENCE
BPM CENTER OF EXCELLENCE MAIN CHARACTERISTICS
BPM CoE FRAMEWORK – HISTORY AND GENERAL VIEW
BEYOND BPM CoE – OTHER ROLES AND RESPONSIBILITIES
© ELO Group all rights reserved.
RESPONSIBILITIES
Need for a BPM Need for a BPM CoECoE
A BPM Center of Excellence is an important organizational p gmechanism that has been widely adopted by enterprises aiming at institutionalizing BPM initiatives and perpetuating its benefits throughout the organization in a more centralized approach.
© ELO Group all rights reserved.3232
Need for a BPM CoE
Research with 91 national organizations found that many (49%) do not have yet a formal as the “owner of the BPM initiatives”, for example a Process Office
Source: ELO Group & iProcess , 2009
Similar research shows that only 20% among the largest gl b l i d t h BPM G Thi global companies do not possess such BPM Group. This shows the establishment of BPM Groups as a global trend.
Source: BPTrends, 2008
© ELO Group all rights reserved.
Some NomenclaturesSome Nomenclatures
Process Office
BPM Center of Excellence
Process Team
BPM GroupBPM Group
BPM Support Officepp
Etc.
© ELO Group all rights reserved.3434
Location of a BPM CoE
© ELO Group all rights reserved.
Source: BPTrends, 20103535
Typical rolesTypical roles
1. Internal Consulting: 1. Internal Consulting: • Performs (or provides support to) BPM services within the
organizationorganization
2. Knowledge Provider:• Assures process knowledge dissemination and reinforces a
process‐oriented culture within the organization
3. Standards Guardian:• Assures process management standards are being followed Assures process management standards are being followed
throughout the organization
© ELO Group all rights reserved.3636
Detailing some typical rolesDetailing some typical roles
Guardian of the process management methodologies (standards, rules, performance measures, etc…);, p , );
Management of BPM projects activities (modeling, analysis, improvements implementation, evaluation of results);p p , );
Training on business process management best practices;
Consolidation of records &documentation evaluation and Consolidation of records &documentation, evaluation and dissemination of best practice and lessons learned;
Support process owners to monitor and evaluate processes;Support process owners to monitor and evaluate processes;
Delivering on the dialogue process between process owners and senior managementsenior management.
© ELO Group all rights reserved.3737
Previous list of Previous list of BPM servicesBPM services
© ELO Group all rights reserved.
Source: Rosemann, 20083838
Results Results ‐‐ EvidenceEvidence
© ELO Group all rights reserved.3939
INTRODUCTION CHALLENGES FACING INTRODUCTION: CHALLENGES FACING MODERN ORGANIZATIONS
BPM GOVERNANCE AND THE NEED FOR A CENTER OF EXCELLENCE
BPM CENTER OF EXCELLENCE MAIN CHARACTERISTICS
BPM CoE FRAMEWORK – HISTORY AND GENERAL VIEW
BEYOND BPM CoE – OTHER ROLES AND RESPONSIBILITIES
© ELO Group all rights reserved.
RESPONSIBILITIES
Introduction
With the objective of bringing a structured and detailed reference, ELO Group has developed a Framework for the Operation of a BPM CoE.
This reference framework is based in a wide theoretical e practical research. Best practices from several references and case studies were combined, generating this rich instrument in order to support organizations in implementing and
ti g BPM C Eoperating a BPM CoE.
© ELO Group all rights reserved41414141
BPM Services and Internal Processes
Management Process
Main Services
Complementary ServicesServices
BPM technologies
Support processespp p
© ELO Group all rights reserved.4242
Internal Processes
Management Processes: The set of processes related to the management of a BPM Center of Excellence internal activities. It includes the translation of strategic and operational demands into includes the translation of strategic and operational demands into BPM services, the analysis, configuration and monitoring of BPM services; the evaluation of results generated by BPM services and the communication and dissemination of BPM culture throughout the organization.
Support Processes: The set of processes that supports the operation of the Center of Excellence It includes the creation and maintenance of the Center of Excellence. It includes the creation and maintenance of methods for all activities within the process lifecycle, establishment of BPM related roles and responsibilities, administration of the BPM
f l d f h hservices portfolio, administration of BPM human resources, charging and funding.
© ELO Group all rights reserved.4343
BPM Services
Main Services: These services are central to the implementation of the BPM approach and are the usual responsibilities of a BPM Center of Excellence This set includes services like process modeling process Excellence. This set includes services like process modeling, process improvement and design, process change management, process performance management and process management education/training.
Complementary Services: Services that may not be the direct responsibilities of a BPM Center of Excellence, but are still related to the BPM discipline and its methods and tools This set of services the BPM discipline and its methods and tools. This set of services includes for example process auditing, risk and internal control management, process forensics, systems design, etc.
© ELO Group all rights reserved.4444
BPM CoE’s Capabilities Evolution
3. StrategicAlignment and BPM culture
2. Creation of convergence among BPM
initiativesinitiatives
1. Difusion of BPM concepts and benefits
© ELO Group all rights reserved.4545
BPM BPM CoE’sCoE’s CapabilitiesCapabilities EvolutionEvolution
The definition of processes and services associated with each stage was built from two surveys of BPM initiatives undertaken by ELO Group with over 150 organizations, and revised with Prof. Michael Rosemann;
It is recommended the adoption of this Framework and customization for each organization The specificity of each customization for each organization. The specificity of each organization as well as its history of initiatives is crucial to define the optimal portfolio of processes and services to be offered by the Office over timethe Office over time.
© ELO Group all rights reserved.4646
Capabilities for a BPM CoE (1/3)
© ELO Group all rights reserved.4747
MANAGEMENT PROCESSESMANAGEMENT PROCESSES
MP07 MP07 BPM Culture BPM Culture MP07 MP07 BPM Culture BPM Culture DisseminationDisseminationDisseminationDissemination
COMPLEMENTARY SERVICESCOMPLEMENTARY SERVICESMAIN SERVICESMAIN SERVICES
MS01MS01 Process ArchitectureProcess ArchitectureMaintenanceMaintenance
MS02 MS02 Process ModelingProcess Modeling(As(As--is)is)
CS01 CS01 Lean & Six Sigma Lean & Six Sigma Oriented ImprovementOriented Improvement
(As(As is)is)
MS03MS03 ProcessProcess Improvement Improvement (To(To--be)be)
MS04MS04 Process Process MS04MS04 Process Process DocumentationDocumentation
MS05MS05 Process Change Process Change ManagementManagement
SP01SP01AdministrationAdministration of of M d l R iM d l R i
SP01SP01AdministrationAdministration of of M d l R iM d l R i
SP02 SP02 AdministrationAdministrationofof BPM RolesBPM Roles andandR ibilitiR ibiliti
SP02 SP02 AdministrationAdministrationofof BPM RolesBPM Roles andandR ibilitiR ibiliti
SUPPORTING PROCESSESSUPPORTING PROCESSES
Models RepositoryModels RepositoryModels RepositoryModels Repository ResponsibilitiesResponsibilitiesResponsibilitiesResponsibilities
48
Stage 1 Processes and ServicesCode Name Type DescriptionMS01 Process
Architecture Maintenance
Main Service
Definition and/or updating of the organization's value chain andbusiness process architecture that illustrate its mission, visionand main attributions. Dissemination of process-based visionth o gho t the o gani ationthroughout the organization
MS02 Process Modeling (AS IS)
Main Service
Modeling and/or updating of the way work is performed. Modelsusually include activities and events, responsibilities, relatedsystems and documents and are displayed in notations likeBPMN EPC IDEF It can also include identification ofBPMN, EPC, IDEF. It can also include identification ofimprovement opportunities.
MS03 Process Improvement (TO BE)
Main Service
Redesign of existing processes based on the analysis ofimprovement opportunities and prioritization of identifiedsolutions. It can also refer to the design of a new process.
MS04 Process Documentation
Main Service
Creation and/or updating of procedures and manuals that detailprocesses models and can serve as a basis for work execution.
MS05 Process Change Management
Main Service
Definition of an action plan to incorporate improvements inexisting processes Tracking of action plan's status intermediateManagement Service existing processes. Tracking of action plan s status, intermediateresults and difficulties.
CS01 Lean & Six Sigma Oriented Improvement
Complem. Service
Improvement initiative focused on process efficiency andproductivity increases, mainly based on Lean & Six Sigmatechniques.
SP01 Models Repository Administration
Support Process
Creation and/or maintenance of BPM methodologies e modelingnotation. Administration of models repository (backups, acesscontrol etc.)
SP02 Administration Support Definition and/or updating of information related to each of the
© ELO Group all rights reserved.
SP02 Administration of BPM Rolesand Responsibilities
Support Process
Definition and/or updating of information related to each of theBPM roles and responsibilities (process owners, analysts,specialists, sponsors etc.), according to the organization'sprocess management model.
Capabilities for a BPM CoE (2/3)
© ELO Group all rights reserved.5050
MANAGEMENT PROCESSESMANAGEMENT PROCESSES
MP07 MP07 BPM Culture BPM Culture MP07 MP07 BPM Culture BPM Culture
MP04MP04 BPM BPM ServicesServicesProgrammingProgramming
MP04MP04 BPM BPM ServicesServicesProgrammingProgramming
MP05 MP05 BPM Services BPM Services MonitoringMonitoring
MP05 MP05 BPM Services BPM Services MonitoringMonitoring
DisseminationDisseminationDisseminationDissemination
COMPLEMENTARY SERVICESCOMPLEMENTARY SERVICESMAIN SERVICESMAIN SERVICES
MS01MS01 Process ArchitectureProcess ArchitectureMaintenanceMaintenanceMS01MS01 Process ArchitectureProcess ArchitectureMaintenanceMaintenance
MS02 MS02 Process ModelingProcess Modeling(As(As--is)is)MS02 MS02 Process ModelingProcess Modeling(As(As--is)is)
CS01 CS01 LeanLean & & SixSix Sigma Sigma OrientedOriented ImprovementImprovement
MS06MS06 Process Performance Process Performance MeasurementMeasurement
MS07MS07 Process Management Process Management Training and EducationTraining and Education
CS02 CS02 ReferenceReference ModelsModelsImplementationImplementation
CS06CS06 Process AuditingProcess Auditing
CS07CS07 RiskRisk andand InternalInternalControlControl ManagementManagement(As(As is)is)(As(As is)is)
MS03MS03 ProcessProcess Improvement Improvement (To(To--be)be)MS03MS03 ProcessProcess Improvement Improvement (To(To--be)be)
MS04MS04 Process Process MS04MS04 Process Process
Training and EducationTraining and Education
MS08MS08 Process ComplianceProcess ComplianceCS03CS03 Systems Systems SpecificationSpecification
CS08CS08 CompetenciesCompetenciesManagementManagement
CS09CS09 Management ofManagement ofMS04MS04 Process Process DocumentationDocumentationMS04MS04 Process Process DocumentationDocumentation
MS05MS05 Process Change Process Change ManagementManagementMS05MS05 Process Change Process Change ManagementManagement
CS04 CS04 ProcessProcess AutomationAutomationCS09CS09 Management ofManagement of
improvement projectsimprovement projects
SP01 SP01 AdministrationAdministrationofof ModelsModels RepositoryRepositorySP01 SP01 AdministrationAdministrationofof ModelsModels RepositoryRepository
SP02 SP02 AdministrationAdministrationofof BPM RolesBPM Roles andandR ibilitiR ibiliti
SP02 SP02 AdministrationAdministrationofof BPM RolesBPM Roles andandR ibilitiR ibiliti
SUPPORTING PROCESSESSUPPORTING PROCESSESSP04 SP04 AdministrationAdministration
ofof BPM BPM HumanHumanRR
SP04 SP04 AdministrationAdministrationofof BPM BPM HumanHuman
RR
SP03 SP03 AdministrationAdministrationofof BPMBPM ServicesServices
P tf liP tf li
SP03 SP03 AdministrationAdministrationofof BPMBPM ServicesServices
P tf liP tf lip yp yp yp y ResponsibilitiesResponsibilitiesResponsibilitiesResponsibilities ResourcesResourcesResourcesResourcesPortfolioPortfolioPortfolioPortfolio
51
Stage 2 Processes and Services
Code Name Type DescriptionMP04 BPM Services
ProgrammingMgmt. Process
Prioritization and programming of all BPM services being offered according to availability of personnel in Center of Excellence. Definition of responsibilities and targets of each initiative Definition of responsibilities and targets of each initiative.
MP05 BPM Services Monitoring
Mgmt. Process
Monitoring of all BPM services that are being performed and related controls (time, scope, quality, resources etc.)
MS06 P M i D fi iti f t t f b i MS06 Process Performance Measurement
Main Service
Definition of a structure of business process measures. Measurement, monitoring and reporting of process performance. Establishment and tracking of actions to improve performance.
MS07 Process Main Employees' training and education on BPM concepts methods MS07 Process Management Education and Training
Main Service
Employees training and education on BPM concepts, methods and tools.
MS08 Process Main Periodic process checking. Verification of the adherence of the Compliance Service
p gprocess models to reality.
CS02 Reference Models Implementation
Complem. Service
Planning, adoption and maintenance of reference models like ISO9001, SCOR, ITIL, VRM etc., focused on performance impromevents and/or achieving certifications. Implementation impromevents and/or achieving certifications.
CS03 Systems Specification
Complem. Service
Definition of requirements to support software development that can optimize process execution
CS04 Process Complem Implementation of systems that could automate work
© ELO Group all rights reserved.
CS04 Process Automation
Complem. Service
Implementation of systems that could automate work.
5252
Stage 2 Processes and Services
CS03 Systems Specification
Complem. Service
Definition of requirements to support software development that can optimize process execution
CS04 Process Automation
Complem. Service
Implementation of systems that could automate work.
CS06 Process Auditing Complem. Service
Definition and execution of internal auditing tests to evaluate adherence of business processes.
CS07 Risk and Internal Control Management
Complem. Service
Analysis of operational risks in processes and defintion of internal controls to mitigate risks.
CS08 C i C l D fi i i d l i f i d i f CS08 Competencies Management
Complem. Service
Definition and evaluation of required competencies for process execution. Establishment of training plans, HR selection and relocation.
CS09 Management of Complem. Management of major organizational projects that involve improvement projects
Service process improvement efforts (linkage between a PMO and a BPM Center of Excellence)
SP03 Administration of BPM Service P tf li
Support Process
Updating of informations related to BPM services like: responsibilities, methods and tools involved, periodicity of
ti tPortfolio execution etc.SP04 Administration
of BPM Human Resources
Support Process
Definition and updating of profiles, roles, competencies and division of labor of the BPM Center of Excellence team.
© ELO Group all rights reserved.5353
Capabilities for a BPM CoE (3/3)
© ELO Group all rights reserved.5454
MANAGEMENT PROCESSESMANAGEMENT PROCESSES
MP03MP03 BPM Services BPM Services Development Development
PlannigPlannig
MP03MP03 BPM Services BPM Services Development Development
PlannigPlannig
MP04MP04 BPM BPM ServicesServicesProgrammingProgramming
MP04MP04 BPM BPM ServicesServicesProgrammingProgramming
MP05 MP05 BPM Services BPM Services MonitoringMonitoring
MP05 MP05 BPM Services BPM Services MonitoringMonitoring
MP06 MP06 BPM BPM Results Results EvaluationEvaluation
MP06 MP06 BPM BPM Results Results EvaluationEvaluation
MP01MP01 StrategyStrategyTranslationTranslation intointo
ProcessesProcesses
MP01MP01 StrategyStrategyTranslationTranslation intointo
ProcessesProcesses
MP07 MP07 BPM Culture BPM Culture MP07 MP07 BPM Culture BPM Culture MP02 MP02 BPM Demands BPM Demands Identification Identification
MP02 MP02 BPM Demands BPM Demands Identification Identification DisseminationDisseminationDisseminationDisseminationIdentification Identification and Analysisand AnalysisIdentification Identification and Analysisand Analysis
COMPLEMENTARY SERVICESCOMPLEMENTARY SERVICESMAIN SERVICESMAIN SERVICES
MS01MS01 Process ArchitectureProcess ArchitectureMaintenanceMaintenanceMS01MS01 Process ArchitectureProcess ArchitectureMaintenanceMaintenance
MS06MS06 Process Performance Process Performance MeasurementMeasurementMS06MS06 Process Performance Process Performance MeasurementMeasurement
MS02 MS02 Process ModelingProcess Modeling(As(As--is)is)MS02 MS02 Process ModelingProcess Modeling(As(As--is)is)
MS07MS07 Process Management Process Management Training and EducationTraining and EducationMS07MS07 Process Management Process Management Training and EducationTraining and Education
CS01 CS01 LeanLean & & SixSix Sigma Sigma OrientedOriented ImprovementImprovement
CS02 CS02 ReferenceReference ModelsModelsImplementationImplementation
CS06CS06 ProcessProcess AuditingAuditing
CS07CS07 RiskRisk andand InternalInternalControlControl ManagementManagement(As(As is)is)(As(As is)is) Training and EducationTraining and EducationTraining and EducationTraining and Education
MS03MS03 ProcessProcess Improvement Improvement (To(To--be)be)MS03MS03 ProcessProcess Improvement Improvement (To(To--be)be) MS08MS08 Process ComplianceProcess ComplianceMS08MS08 Process ComplianceProcess Compliance
MS04MS04 Process Process MS04MS04 Process Process MS09MS09 Process Maturity Process Maturity
CS03CS03 Systems Systems SpecificationSpecification
CS08CS08 CompetenciesCompetenciesManagementManagement
CS09CS09 Management ofManagement ofMS04MS04 Process Process DocumentationDocumentationMS04MS04 Process Process DocumentationDocumentation
MS09MS09 Process Maturity Process Maturity ManagementManagement
MS05MS05 Process Change Process Change ManagementManagementMS05MS05 Process Change Process Change ManagementManagement
MS10MS10 Process Process Benchmarking &InnovationBenchmarking &Innovation
CS04 CS04 ProcessProcess AutomationAutomation
CS05 CS05 BusinessBusiness Rules Rules ManagementManagement
CS10CS10 Process Cost Process Cost ManagementManagement
CS09CS09 Management ofManagement ofimprovement projectsimprovement projects
SP01 SP01 AdministrationAdministrationofof ModelsModels
R itR it
SP01 SP01 AdministrationAdministrationofof ModelsModels
R itR it
SP04 SP04 AdministrationAdministrationofof BPM BPM HumanHuman
RR
SP04 SP04 AdministrationAdministrationofof BPM BPM HumanHuman
RR
SP02 SP02 AdministrationAdministrationofof BPM RolesBPM Roles andandR ibilitiR ibiliti
SP02 SP02 AdministrationAdministrationofof BPM RolesBPM Roles andandR ibilitiR ibiliti
SP03 SP03 AdministrationAdministrationofof BPMBPM ServicesServices
P tf liP tf li
SP03 SP03 AdministrationAdministrationofof BPMBPM ServicesServices
P tf liP tf li
SP05 SP05 AdministrationAdministrationofof BPM BudgetBPM Budget
SP05 SP05 AdministrationAdministrationofof BPM BudgetBPM Budget
SUPPORTING PROCESSESSUPPORTING PROCESSES
RepositoryRepositoryRepositoryRepository ResourcesResourcesResourcesResourcesResponsibilitiesResponsibilitiesResponsibilitiesResponsibilities PortfolioPortfolioPortfolioPortfolio gggg
55
Stage 3 Processes and Services
Code Name Type DescriptionMP01 Strategy
Translation into Processes
Mgmt. Process
Organizational strategy analysis. Definition of how business process could be improved to support achievement of strategic objectives. Identification of new BPM services needed.
MP02 BPM Demands Identification and Analysis
Mgmt. Process
Identification, analysis and priorization of day-by-day operational demands for BPM services.
MP03 BPM Services Mgmt. Planning of the evolution of BPM Services Porfolio, matching new Evolution Planning
gProcess
g gorganizational needs (demand) and BPM CoE’s readiness to provide new services (capability).
MP06 BPM Results Evaluation
Mgmt. Process
Evaluation of tangible and intangible results related to BPM services. Determination of ROI.
MP07 BPM Culture Dissemination
Mgmt. Process
Dissemination of actions in course, results obtained and successcases. It can include presentations to areas, BPM events,intranet informations and management reports.
MS09 Process Main Process maturity evaluation, based on existing maturity models.Maturity Management
Service
MS10 Process Benchmarking and Innovation
Main Service
Benchmarking and dissemination of internal and external best practices related to process execution.
and InnovationCS05 Business Rules
ManagementComplem. Service
Definition and/or updating of business rules of an existing process, detailing their characteristics and specific conditions.
CS10 Process Cost Management
Complem. Service
Analysis and optimization of cost structure of an existing process, mainly using ABC techniques. Identification of cost
© ELO Group all rights reserved.
g p , y g qreduction opportunities.
SP05 Administration of BPM Budget
Support Process
Budgeting and charging for the cost structure of the BPM Center of Excellence. Pricing of BPM services.
Reference Framework for a BPM CoEv1.0
MP03 BPM Services D l t MP04 BPM Services MP05 BPM Services
MP06 BPM Results Evaluation
MP01 Strategy Translation into
Processes
MANAGEMENT PROCESSES
Development Plannig
MP04 BPM Services Programming
MP05 BPM Services Monitoring
MP07 BPM Culture Dissemination
MP02 BPM Demands Identification and Analysis
COMPLEMENTARY SERVICES
MS01 Process ArchitectureMaintenance
MS06 Process Performance Measurement
MAIN SERVICESCS01 Lean & Six Sigma Oriented Improvement CS06 Process Auditing
MS02 Process Modeling(As-is)
MS07 Process Management Training and Education
MS03 Process Improvement (T b ) MS08 Process Compliance
CS02 Reference Models Implementation
CS03 Systems Specification
CS07 Risk and Internal Control Management
CS08 CompetenciesManagement(To-be) p
MS04 Process Documentation
MS09 Process Maturity Management
P Ch P
y p
CS04 Process Automation
Management
CS09 Management ofimprovement projects
SUPPORTING PROCESSES
MS05 Process Change Management
MS10 Process Benchmarking &Innovation
CS05 Business Rules Management
CS10 Process Cost Management
© ELO Group all rights reserved. 5757
SP01Administration of Models Repository
SP04 Administration of
BPM Human Resources
SP02Administration of
BPM Roles and Responsibilities
SP03Administration of
BPM Services Portfolio
SP05Administration of
BPM Budget
Some questions to be answered
1. How to determine responsibilities and accountabilities for BPM actions?
2. Where should the BPM Center of Excellence be located?
3. How to determine tasks, profiles and competences for BPM 3. How to determine tasks, profiles and competences for BPM CoE’s internal team?
4 How to assure alignment between Process Office and4. How to assure alignment between Process Office andProject Office?
© ELO Group all rights reserved.5858
RACI Chart
© ELO Group all rights reserved.5959
Some typical profiles
CoE
CoE
CoE
Global and Centralized Local and Centralized
CoECoE
CoEProessLeader
Process Leader
ProcesLeader
© ELO Group all rights reserved.Global and Decentralized Multiple CoE’s
Example of a BPM Internal Structure
Process OfficeProcess Office
Support and Maintenance BPM Projects
BPM Consultant
Process Architect
Quality Assurance
Project Manager
Process Analyst
Instructor DB Administrator
Business Improvement
Advisor
© ELO Group all rights reserved.Source: based on Jeston & Nelis, 2008 6161
Roles and responsibilitiesRoles and responsibilities
Support and Maintenance – Dedicated Resources:
Sh ld b i l d i i l j h ff• Should not be involved on organizational projects. They can offer consulting, coaching, training and quality assurance services to Project Teams. They also monitor and document lessons learned, BPM projects y , p jperformance and process governance.
Projects –Pool of Shared Resources:
• Pool of resources that can be used into BPM projects Chief Process • Pool of resources that can be used into BPM projects. Chief Process Officer should allocate those resources appropriately
© ELO Group all rights reserved.6262
Roles and responsibilities Roles and responsibilities –– Support and MaintenanceSupport and Maintenance
1. BPM Consultant
• Specialist that discuss with business areas opportunities for improvements.
2. Process Architect:
• Assures process architecture is updated and being followed.p p g
3. Coach/Quality Assurance:
• Provides coaching to BPM project teams. Do not perfom the work, only provides Provides coaching to BPM project teams. Do not perfom the work, only provides guidelines. Also responsible for projects quality control.
4. Instructor:
• Provides BPM training to the whole organization.
5. DB Administrator:
• Revise process models, assuring modeling notation and patterns are being folowed. Administer process repository.
© ELO Group all rights reserved.6363
Roles and responsibilities Roles and responsibilities –– ProjectsProjects
1. Project Managers
• Responsible for all routine management of BPM projects
2. Business Improvement Advisors:
• Identify opportunities for improvementsy pp p
• Discuss and facilitate implementation of new ideas, decreasing resistance to change
• Develop business cases and business impact analysisp p y
3. Process Analysts:
• Model and document the process (As Is & To Be)Model and document the process (As Is & To Be)
• Define metrics and calculate process costs.
• Evaluate the skills of people involved in processEvaluate the skills of people involved in process
• Evaluate the process performance
© ELO Group all rights reserved.6464
Process Prioritization based on Strategic Drivers
Analysis of Competitive Drivers
© ELO Group all rights reserved.6565
Linkage with Project Office – types of projects
Impa
ct
A ti Pl
izat
iona
l Formalizedorganizational
projects
Action Plans(small andinformal projects)
Orn
gan
Regulari t
Action Plans(small and
improvements(informal projects)
© ELO Group all rights reserved.
Time to implement6666
Linkage with Project Office – types of projects
Project Management Process
Initiation Planning Execution Control Closure
ar
v.
Initiation Planning Execution Control Closure
Reg
ula
impr
ov
Act
ion
Plan
sec
tsPr
oje
© ELO Group all rights reserved.67 6767
Linkage with Project Office – types of projects
Involved areas
Type oftransformation
Business
Area
BPM
OfficePMO
Regular
Area Office
improv.
Action Plans
Formalized
projects
© ELO Group all rights reserved.68 6868
INTRODUCTION CHALLENGES FACING INTRODUCTION: CHALLENGES FACING MODERN ORGANIZATIONS
BPM GOVERNANCE AND THE NEED FOR A CENTER OF EXCELLENCE
BPM CENTER OF EXCELLENCE MAIN CHARACTERISTICS
BPM CoE FRAMEWORK – HISTORY AND GENERAL VIEW
BEYOND BPM CoE – OTHER ROLES AND RESPONSIBILITIES
© ELO Group all rights reserved.
RESPONSIBILITIES
But… Setting up a BPM CoEis just the first stepp
All managers need to participateAll managers need to participatein processes management
somehow. This is not somethingrestricted to the Processrestricted to the Process
Office’s role.
© ELO Group all rights reserved.7070
Example of a BPM Governance Structure
ProcessVision, Strategy, Budget, Resources
Roadmaps, Project PlansProcess
Committee
g ,
Roadmaps, Project Plans
j
Collaborative ProcessModels, KPIs
Guidelines, Standards, ProcessOffice ProcessOwner
, ,Best Practices, Training
Technical Artifacts
ProcessSpecification
ProcessImplementation
Project Manager
© ELO Group all rights reserved.7171 Source: based on Korhonen, 2007
Example of a BPM Governance Structure
ProcessOffice
Process Council
Chief ProcessOfficer
ProcessOwner1
ProcessOwner2
ProcessOwner3
ProcessManager 1
ProcessManager 2
PRocessManagerNManager 1 Manager 2 Manager N
Maintenanceand Support
BPM Projects
© ELO Group all rights reserved.Source: based on Jeston & Nelis, 2008 7272
Management by Process evolution over time
© ELO Group all rights reserved.
Source: COPPE/UFRJ, 20077373
Governance Evolution over time
We acknowledge that Governance Structure evolutes over time as BPM becomes more mature into the organization time , as BPM becomes more mature into the organization.
BPM services varies from organization to organization, and therefore the BPM Center of Excellence may not always di tl t i i directly execute main services.
Instead, the CoE may support a decentralized execution of services by process owners and other areas. Still, this category of services remains central for the implementation of a process‐oriented management approach
© ELO Group all rights reserved.
approach
7474
Decentralization Path
Centralized Model
Decentralized Model
’ i hi k b h d i dIt’s important to think about the desired governance structure over time (“Blue Sky Vision”). It will certainly
changes the Center of Excellence’s scope andchanges the Center of Excellence s scope and attributions
© ELO Group all rights reserved.7575
7575
Governance Evolution over time ‐ example
© ELO Group all rights reserved.7676
Final Points - Some Statistics
Publication of 10 papers about the frameworksApplication of the framework at 15 organizationsApplication of the framework at 15 organizationsCourses for more than 150 people about the f kframework
© ELO Group all rights reserved. 77777777
Learning Points
Emphasizing and splitting BPM CoE’s main services at:1 Process Improvement Projects1. Process Improvement Projects2. Day‐by‐day process management
Reinforcing the idea of BPM Planning Processes linked to Corporate Strategy
Representing the “Managing Process” process with a lifecycle approach, showing “how to” implement BPM gCoE’s services more effectively
© ELO Group all rights reserved. 78787878
Current Research – Ideason Improving the on Improving the
Framework
© ELO Group all rights reserved.
BUSINESS STRATEGY
© ELO Group all rights reserved. PROCESS EXECUTION
BUSINESS STRATEGY
PROJECT BASEDWELL DEFINED SCOPESSTRONG INVOLVEMENT OF BPM OFFICEINVOLVES MULTIPLE AREAS
PROCESS IMPROVEMENT PROJECT
INVOLVES MULTIPLE AREAS SIGNFICANT COSTSTRANSFORMATION INTENSIVE
Performance
PROCESS IMPROVEMENT PROJECT
Tempo
BreakthroughImprovement
PROCESS REDESIGNED IMPLEMENTED WITHINNEWS SYSTEMS, COMPETENCES, CONTRACTS, ETC
© ELO Group all rights reserved. PROCESS EXECUTION
BUSINESS STRATEGY
ON GOING BASEDOPEN SCOPELIGHTLY DEPENDENT OF BPM OFFICEINVOLVES FEW AREAS
PROJECT BASEDWELL DEFINED SCOPESSTRONG INVOLVEMENT OF BPM OFFICEINVOLVES MULTIPLE AREAS
DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECT
INVOLVES FEW AREAS INCREMENTAL COSTCONTINOUS IMPROVEMENT ORIENTED
INVOLVES MULTIPLE AREAS SIGNFICANT COSTSTRANSFORMATION INTENSIVE
PerformancePerformance
DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECT
ContínuousImprovment TempoTempo p
BreakthroughImprovement
PROCESS VISIBILITY &CONTINUOUS IMPROVEMENT
PROCESS REDESIGNED IMPLEMENTED WITHINNEWS SYSTEMS, COMPETENCES, CONTRACTS, ETC
© ELO Group all rights reserved. PROCESS EXECUTION
BUSINESS STRATEGYANNUAL BASED PROCESS PLANNING ALIGNED WITH BUSINESS STRATEGYPROJECT PORTFOLIO COMPOSITION AND PRIORITIZATIONHIGH SINERGY WITH OTHER SUPPORT INITIATIVES COMMUNICATION OF BPM ACTIVITIES AND RESULTS ACHIEVED
BPM STRATEGY
DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECT
PerformancePerformance
DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECT
ContínuousImprovment TempoTempo p
BreakthroughImprovement
PROCESS VISIBILITY &CONTINUOUS IMPROVEMENT
PROCESS REDESIGNED IMPLEMENTED WITHINNEWS SYSTEMS, COMPETENCES, CONTRACTS, ETC
© ELO Group all rights reserved. PROCESS EXECUTION
What’s missing?
© ELO Group all rights reserved.
BUSINESS STRATEGYANNUAL BASED PROCESS PLANNING ALIGNED WITH BUSINESS STRATEGYPROJECT PORTFOLIO COMPOSITION AND PRIORITIZATIONHIGH SINERGY WITH OTHER SUPPORT INITIATIVES COMMUNICATION OF BPM ACTIVITIES AND RESULTS ACHIEVED
BPM STRATEGY
DAY TO DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECTBPM Maturity
&
PerformancePerformance
DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECT& Governance
ContínuousImprovment TempoTempo
BUSINESS TRANSFORMATION ACCOUNTABILITIES BUSINESS p ov e t
BreakthroughImprovement
BUSINESS TRANSFORMATION CAPABILITY EVOLUTION
PROCESS VISIBILITY &CONTINUOUS IMPROVEMENT
PROCESS REDESIGNED IMPLEMENTED WITHINNEWS SYSTEMS, COMPETENCES, CONTRACTS, ETC
© ELO Group all rights reserved. PROCESS EXECUTION
BUSINESS STRATEGY
StrategicPlanning
BPM ProjectPortfolio
BPMConsolidadted
Results
BUSINESS STRATEGY
BPM STRATEGY
P01 StrategyTranslation into
Processos
P02 Run ProcessSatisfaction
Survey
P03 BPM Project Portfolio
Generation
P04 BPM ProjectPlanning &Budgetig
P05 BPM Project Portfolio
Management
P06 BPM Results& Culture
Dissemination
BPM STRATEGY
DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECTBPM Maturity
&
BPM Demands BPM Project Plan BPMProcessResults
ProcessOperationalGoals
M01 BPM Maturity and
PerformancePerformance
DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECT& Governance
Maturity andGovernance
ContínuousImprovment TempoTempo p
BreakthroughImprovement
PROCESS VISIBILITY &CONTINUOUS IMPROVEMENT
PROCESS REDESIGNED IMPLEMENTED WITHINNEWS SYSTEMS, COMPETENCES, CONTRACTS, ETC
© ELO Group all rights reserved. PROCESS EXECUTION
BUSINESS STRATEGY
StrategicPlanning
BPM ProjectPortfolio
BPMConsolidadted
Results
BUSINESS STRATEGY
BPM STRATEGY
P01 StrategyTranslation into
Processos
P02 Run ProcessSatisfaction
Survey
P03 BPM Project Portfolio
Generation
P04 BPM ProjectPlanning &Budgetig
P05 BPM Project Portfolio
Management
P06 BPM Results& Culture
Dissemination
BPM STRATEGY
DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECTBPM Maturity
&
BPM Demands BPM Project Plan BPMProcessResults
ProcessOperationalGoals
M01 BPM Maturity and
BPM Project Plan BPMProcessResults
EXECUTE BPM PROJECTSM01 BPM
Maturity and
PerformancePerformance
DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECT& Governance
Maturity andGovernance
E01 Process Vision
E02 Process
Performance
EXECUTE BPM PROJECTSMaturity andGovernance
ContínuousImprovment TempoTempo
E02 ProcessUnderstanding (AS IS)
E03 Gains & ImprovementAnalysis
Tempop
BreakthroughImprovement
E04 Process Redesing & Preparare Implantation
E05 Implement RedesignedProcess & Roll Out
BreakthroughImprovement
Controls(RISK MAN.)
New Competences(HR MAN.)
New Systemns(IT MAN.)
Policies & Standards(COMPLIANCE MAN)
OrganizationalStructure Redesign
© ELO Group all rights reserved. PROCESS EXECUTION
BUSINESS STRATEGY
StrategicPlanning
BPM ProjectPortfolio
BPMConsolidadted
Results
BUSINESS STRATEGY
BPM STRATEGY
P01 StrategyTranslation into
Processos
P02 Run ProcessSatisfaction
Survey
P03 BPM Project Portfolio
Generation
P04 BPM ProjectPlanning &Budgetig
P05 BPM Project Portfolio
Management
P06 BPM Results& Culture
Dissemination
BPM STRATEGY
DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECT
BPM Demands BPM Project Plan BPMProcessResults
ProcessOperationalGoals
M01 BPM Maturity and
BPM Project Plan BPMProcessResults
EXECUTE BPM PROJECTSM01 BPM
Maturity and
BPM DemandsProcessOperationalGoals
DAY-TO-DAY PROCESS MANAGEMENTM01 BPM
Maturity and
PerformancePerformance
DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECTMaturity andGovernance
E01 Process Vision
E02 Process
Performance
EXECUTE BPM PROJECTSMaturity andGovernance
D02 Process Learning
Performance
DAY TO DAY PROCESS MANAGEMENT Maturity andGovernance
ContínuousImprovment TempoTempo
E02 ProcessUnderstanding (AS IS)
E03 Gains & ImprovementAnalysis
TempoContinuousImprovment
g
Tempop
BreakthroughImprovement
E04 Process Redesing & Preparare Implantation
E05 Implement RedesignedProcess & Roll Out
BreakthroughImprovementD03 Implement Continuos
Improvement andD01 Performance, Risks & Compliance Monitoring
Controls(RISK MAN.)
New Competences(HR MAN.)
New Systemns(IT MAN.)
Policies & Standards(COMPLIANCE MAN)
OrganizationalStructure Redesign
ContinousImprovement
Risk & Non conformities(AUDITING)
Performance Value& Ocurrences
ProcessVisibility
© ELO Group all rights reserved. PROCESS EXECUTION
StrategicPlanning
BPM ProjectPortfolio
BPMConsolidadted
Results
BUSINESS STRATEGY
P01 StrategyTranslation into
Processos
P02 Run ProcessSatisfaction
Survey
P03 BPM Project Portfolio
Generation
P04 BPM ProjectPlanning &Budgetig
P05 BPM Project Portfolio
Management
P06 BPM Results& Culture
Dissemination
Results
BPM STRATEGY
Processos Survey Generation Budgetig Management Dissemination
BPM Demands BPM Project Plan BPMProcessResults
ProcessOperationalGoals
M01 BPM
E01 Process Vision PerformancePerformance
DAY-TO-DAY PROCESS MANAGEMENT EXECUTE BPM PROJECTSM01 BPM
Maturity andGovernance
ContinuousImprovment
E02 ProcessUnderstanding (AS IS)
E03 Gains & ImprovementAnalysis
D02 Process Learning
TempoTempo ImprovmentE04 Process Redesing & Preparare Implantation
E05 Implement RedesignedProcess & Roll Out
D03 Implement ContinuosImprovement and
D01 Performance, Risks & Compliance Monitoring
p
BreakthroughImprovement
Controls(RISK MAN.)
ContinousImprovement
Risk & Non conformities(AUDITING)
Performance Value& Ocurrences
New Competences(HR MAN.)
New Systemns(IT MAN.)
Policies & Standards(COMPLIANCE MAN)
ProcessVisibility
OrganizationalStructure Redesign
© ELO Group all rights reserved. PROCESS EXECUTION
Practical Application andCase StudiesCase Studies
© ELO Group all rights reserved.
“Leadership on BPM ideas, methods and results in Brazil”
ThanksThanksThanksThanks
[email protected]@elogroup.com.brwww.elogroup.com.brwww.elogroup.com.br