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Many organizations are excited and appreciate the power of Business Process Management (BPM) however the uptake of BPM is partly hindered by the fact that BPM as a discipline still lacks a natural home. There is no one solution that fits all organizations – this whitepaper evaluates the various dimensions that influence the home of BPM based on case studies across different industry domains.
Citation preview
Many organizations are excited and appreciate the power of Business Process
Management (BPM) however the uptake of BPM is partly hindered by the fact
that BPM as a discipline still lacks a natural home. There is no one solution that
fits all organizations – this whitepaper evaluates the various dimensions that
influence the home of BPM based on case studies across different industry
domains.
WHAT IS THE BEST HOME FOR BPM?
WHITEPAPER
Authors:
Syed Hussain, Shilpa Sathya-Nair, Meruyert Imanbayeva, Allan Fernandez
1
INTRODUCTION
rganisations globally are attracted to the concept of
process-based management. Core to this idea is the fact that
organisations can only deliver value to its customers and
stakeholders via its cross-functional business processes which in
turn executes its strategy (Tregear, 2010). Organizations have
made significant investments in a multitude of Business Process
Management (BPM) initiatives through centralized and enterprise
wide BPM groups (Jesus, Macieira, Karrer & Rosemann, 2009).
BPM Group is an internal consulting operation that is responsible for
promoting BPM and Business Architecture concepts and benefits to
the business, building and enforcing standards and a common
approach to rules definition and cross group collaboration that is
aligned with corporate strategy and focus on customer.
However the positioning of the BPM Group within the organisation
has not been a simple decision for enterprises and there is no one-
size-fits-all approach - each organization adopts a model that fits
their enterprise. There does not appear to be a framework or a
model to determine what would work for an organization based on
the key drivers and factors like culture, BPM maturity, scope of BPM
efforts, strength of IT functions, politics.
This whitepaper assesses the best practices of BPM Group
positioning in an organisation across industry domains using
success stories and failed efforts, current industry trends and
surveys. By aggregating the data, a base framework has been
devised for positioning of the BPM Home within an organization.
The framework focuses on three primary dimensions for BPM
Home in an organization - its current BPM maturity level,
organisational size and the strength of IT function. The framework
can guide and act as a starting point for organisations looking to
inculcate a BPM culture and are setting out to establish a BPM
Home.
O
BUSINESS
PROCESS
MANAGEMENT
Business Process
Management is the
improvement and
management of a firm's
end-to-end enterprise
business processes in
order to achieve three
outcomes crucial to a
performance-based,
customer-driven firm:
clarity on strategic
direction, alignment of
the firm's resources,
increased discipline in
daily operations and
value to customers and
stakeholders.
(Treat, 2014)
2
METHOD AND APPROACH TO FINDINGS
his research focuses on identifying the factors that influence what is the best
home for BPM in an organization. Not wanting to restrict our research to any
particular industry, we have analysed adoption of BPM in private and public
sector organizations across different domains, geographic locations, work settings and
demographics. The core of our research has been cases studies supported by real-
world implementation examples targeting academia and industry papers. The team
conducted a comprehensive search across several online databases such as: Gartner,
Springer, Science Direct, IEEE Xplore, BPM Leader and BP Trends and identified
cases that exactly dwells on the question. The papers comprised of research surveys,
industry trends, implementation strategies, problem-specific solutions, reasons for
adoption of BPM, causes for failure of BPM, tried and tested BPM models, organization
feedback after adoption of BPM, benchmarks for adoption of BPM and
recommendations.
Furthermore, a combination of relevant industry terminologies was used to obtain the
accurate set of research materials. Primary keywords (concepts) used as part of the
research are: BPM Governance Structure, BPM Repository Structure, Adoption of
BPM, Establishment of BPM, BPM Home, Centre of Excellence (COE), BPM
Maturity, BPM Responsibilities, Case Studies in BPM and Process Excellence.
Secondary keywords (synonyms) used are: Academic, Industry, Comparative Study,
Research Surveys, Geographic Spread, Organisation Size and Capabilities.
Final selection of papers was based on credibility of the authors in their relevant fields,
peer-reviews, platforms where the papers were published, year of publication, depth of
BPM coverage, BPM efforts, academic and industry relevance and potential future
implications.
Figure 1: Research methodology road-map
Identification Online
Literature Search
Literature Review
Literature Scope down
Literature Finalisation
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3
NO NATURAL HOME OF BPM
PM Group (a.k.a. Business Process Centre of Excellence, BPM Centre of
Excellence, Process Team or BPM [Support] Office) has been widely
adopted by organizations to institutionalize BPM initiatives and extending the
benefits throughout the organization in a centralized and holistic approach (Jesus,
Macieira, Karrer & Rosemann, 2009). A BPM Group typically addresses certain key
focus areas of responsibility – firstly, defining a higher business goal or vision while
driving BPM initiatives and aligning individual projects with that vision; secondly,
executing a scalable delivery resource model for discovering, implementing, deploying,
managing, and supporting BPM initiatives and thirdly, administering a shared
infrastructure for hosting and maintaining the solutions that are the outcomes of BPM
initiatives (Dyer, Forget, Osmani & Zahn, 2013).
However, the uptake of Business Process Management is partly hindered by the fact
that BPM as a discipline still lacks a natural home (Jesus, Macieira, Karrer &
Rosemann, 2009). Because there is no clear home for BPM, related ownership varies
across companies from CIO to CFO to COO to business-line managers on a project-
by-project basis (P. Roberts, 2013).
According to Gartner (Robertson, 2013), if the driver for creating a full-blown BPM
Group is from the business for a new business transformation initiative, that's where
reporting will be most commonly directed. If it's the CIO or other IT leaders pushing for
this capability, particularly to focus on cross-functional issues that IT is often the first
to see, then the BPM Group will report to the CIO inside IT. In time, those with IT
reporting BPM Group often will change to business reporting over time to signal strong
business engagement for BPM activities.
When IT and Business mature in their BPM work, then the central group can disband,
or morph into more of a PMO focused activity. The BPM Group can drop back from
offering competency services, since distributed groups can do these themselves. The
BPM Group will still need to manage centralized sharing of information and tools,
coordination of education and over time, the central group can shrink in staff size, and
even in capabilities supported — more will be distributed and culturally assimilated
within the business units.
It is clear that there is no one-size-fits-all solution for this home of BPM. Organizations
need to assess the common drivers given their own specific enterprise situations in
order to choose the right starting model, as well as to refine any future changes needed
(Robertson, 2013).
B
4
BPM HOME - CURRENT INDUSTRY TRENDS
he State of Business Process Management 2014” report conducted by
BPTrends (Harmon & Wolf, 2014) over an 8 year period (2005-2013)
describes information collected from approximately 300 respondents who
took part in a BPM survey. One of the questions covered was if the organisations had a
BPM Group to provide a full range of support to business process management
initiatives within the organisation and those that did were asked where the BPM Group
was located.
Figure 2: 2014 BPTrends Where the BPM Group is Located within the Organisation
The latest 2013 trend shows that the total number of organisations with a defined BPM
home has not increased significantly over time. A third of the respondents said they did
not have a BPM Group or CoE. Almost 50% of the respondents said that they had a BPM
group. Those that did have a BPM group reported that it was located at the executive
level (15%), at the departmental or divisional level (17%), or in IT (17%). In addition, a
relatively smaller percentage of respondents (7%) mentioned that a BPM Group is
located within finance (3%), HR/Training (1%) and Quality Control (6%).
It is very evident that positioning of BPM Home is an organisational choice based on
several factors. The next section breaks down some of these key factors that were
identified from case studies.
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5
FACTORS THAT AFFECT WHERE BPM HOME SITS
he location of BPM home in an organisation depends on multiple factors that
play a vital role. The key factors that emerged as a result of the research are:
BPM Maturity, IT Maturity, Organisation Size, Organisation Culture, and Scope
of BPM Efforts.
BPM Maturity
(Jeston & Nelis, 2006) suggest that embedding BPM within an organization requires a
clear organizational positioning of BPM, with clear roles, responsibilities and
authorization levels and a structure that can evolve with the growing importance of
BPM within the organization. They refer to the QUT BPM maturity model (Rosemann &
de Bruin, 2004) levels to indicate the various ways in which BPM can be incorporated
into the organization structure based on the maturity.
Figure 3: BPM Maturity Level and Position within Organisation
IT Maturity
IT Maturity (a.k.a. Strength of IT function) is a measure of how well technology
supports the organization. Progressing along the IT maturity leads to a more efficient
organization – one that’s better equipped to accomplish its mission and goals (Delcor,
2014). The strength of IT in terms of its methodology, tools and technologies play an
important role while setting up the BPM home (P. Roberts, 2013). IT "engineering"
orientation helps foster strong process analysis, a strong BPM technology focus and
provides insight into cross-boundary opportunities to driver higher performance
(Robertson, 2013).
Organisation Size
According to (Reijers, van Wijk, Mutschler & Leurs, 2010) an organization’s size relates
with the phases of the BPM life cycle that a BPM project goes through. It also appears
from their study that strategic considerations are often only discussed in larger
enterprises (where objectives such as cost reductions or process optimizations play
a more important role). Small and medium-sized enterprises are not that interested in
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6
the top-of-the-notch process technology, but do certainly aim at the application of BPM
concepts for which the gateway hurdle is significantly lower. Organisation size in this
case is refers to the number of employees in the organization and has been categorized
into small, medium and large.
Organisation Culture
Although culture is commonly considered a “soft-factor”, its strong impact on the
success of BPM adoption has been established (Hribar & Mendling, 2014).
Organizational politics are emerging as a challenge, and through 2016 they will prevent
at least one-third of business process management (BPM) efforts progressing from
one-off projects to enterprise wide adoption, according to (Gartner, 2014). BPTrends
also identified in their 2014 survey (Harmon & Wolf, 2014) that organizations are
striving to understand the relationship between BPM and culture change.
Scope of BPM Efforts
BPM Efforts can be broadly classified from an organisational perspective as either
Transactional or Transformational. Gartner (P. Roberts, 2013) suggests that to drive
enterprise wide process transformation, strong leadership from CEO/COO is required.
While relatively immature BPM enterprises focus on cost-driven, transactional,
business-rule-driven processes.
7
CASE STUDIES
ow BPM Paid Off for Wells Fargo (SWANBORG, 2009)
Organisation: Wells Fargo is a provider of banking, mortgage, investing,
credit card, insurance, and consumer and commercial financial services.
Situation: Wells Fargo maintains a decentralized structure to its 80-plus lines of
business. When an internal study revealed 10 business lines with independent BPM
initiatives, Enterprise Technology Architecture and Planning (ETAP) launched a single
working group that could save time and improve the results through collaboration.
What They Did: Today, the participating lines of business collectively own and drive
this working group, defining the approaches, processes and tools that constitute best
practice. Serving as facilitator, ETAP creates and maintains frameworks through which
the group reaches consensus. "We also make sure all content is compelling, which
entices our business leaders to want to be involved and make it successful," says
Enterprise Architect Paul Tazbaz, leader of the working group, in describing the BPM
templates, messages and market analysis that ETAP oversees and creates. The working
group also publishes its most powerful successes as case studies, which business
leaders use to sell colleagues on BPM-generated, cost-saving improvements and
customer service enhancements.
Why It Was Unique: While ETAP provides the forum and guidance, the businesses
own BPM and its success. In fact, one of the working group's own findings is that the
most successful BPM projects consistently come from groups led by a business steering
committee, rather than IT or enterprise architecture.
Takeaway: Using a bottom-up approach, BPM can take hold and produce results. Wells
Fargo has documented significant improvements in time-to-market, risk mitigation,
portfolio management and cost—the most dramatic of which resulted in a $30 million
savings by automating a lending process.
Inference: This case study shows that BPM initiatives start as individual projects in
silos and as the company matures in their BPM initiatives, BPM efforts are consolidated
to form a single working group as BPM Home which is owned by the business and
facilitated by IT.
H
8
usiness and Executive Team Support for BPM Success
(SEARLE & ROBERTSON, 2012)
Organisation: U.S.-based financial services organization.
Situation: The business process competency centre (BPCC) — based in IT — within a
U.S.-based financial services organization recognized that its relationship with the
business was broken after a couple of failed BPM projects. Consequently, the BPM team
had lost trust and credibility with the business, which resisted further BPM efforts.
What They Did: The BPM team established a BPM program with the business to
resolve the issues that caused the rift between business and IT, and to gain senior
executive buy-in for BPM.
The BPM team realized that long-term BPM success required business involvement and
accountability, but it needed to start by understanding how the business really got
work done and identifying any process pain points.
Why It Was Unique: Key deliverables included a road map to show how they intended
to address process pain points in the business, a communication plan to explain the
reasons for and benefits of doing BPM and an organizational change management
program to guide process participants through the impact of process change.
Takeaway: The BPM steering group consisted of business unit managers who each
represented their business unit. The group was responsible for making key process
implementation decisions. The senior executive team (which consisted of executive
sponsors) supported the program, which was key to driving its success. The executive
program office involved the CIO and COO, who owned the BPM vision.
Inference: This case study shows that BPM initiatives that are IT focused and managed
could fail if business is not an integral part of BPM Home. In this case the organisation
was able to learn from its past failure with BPM based in IT and later was successful
with the involvement and accountability of Business and support from the Executive
team.
B
9
ransformational Culture nurtures BPM Success P. Roberts,
J. (2013) Organisation: South Carolina Department of Health and
Human Services (SCDHSS) which delivers Medicaid, a joint federal and
state government service that funds medical care for needy people with
low income in the U.S.
The Situation: The new director (head of the department) is driving transformational
change to deliver the most health at the lowest cost. Although processes to receive
claims are mostly electronic, many processes mimic original paper-based workflows,
and have not benefited from enterprise process improvement. For the state's citizens,
Medicaid applications remain primarily paper-based and usually require applicants to
appear in-person at one of the SCDHHS offices across the state. Claims processing is a
significant operation that happens weekly based primarily on nightly file transfers and
batch processes. In South Carolina, many of the regular processes have little to no error
checking, and the systems have been developed to "assume" success of each process.
Documentation, process modelling and training is required to help people understand
the end-to-end process.
What They Did: The simple need to document the processes is critical to improving
business outcomes. Without understanding the processes, it is not possible to upgrade
the technologies. Building visual perspectives of processes helps people to see the
inefficiencies and identify the opportunities for improvements. Establishing key
process metrics also is essential to tracking improvements and focusing all the people
involved in their contribution.
Why It Was Unique: The director is an evangelist for this transformation effort, with
the deputy director/CIO as the leader, supported by the project management office and
pursuit-of-excellence teams. The pursuit of- excellence team in working to encourage
innovation is helping to drive culture change. For Medicaid eligibility, machine-
applicable rules can be defined for many programs. Thus, it can be automated, but
people have interpreted the rules in different ways through manual processes.
The Takeaway: View BPM as transformational. Ensure that you recognize that it
requires an integrated approach to innovation, culture change, people, processes and
technology. All the people must be involved at all stages to secure their commitment,
and avoid the blame game. Understand that transformation will require significant
time and investment.
Inference: This case study shows that BPM was led by deputy director/CIO and hence
it can be concluded that BPM was sitting with IT Department. It is a case of where BPM
could be successful under the watchful eye of IT but at the same time it is imperative to
have business involvement and transformational culture for BPM success.
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10
FRAMEWORK FOR BPM HOME
ased on 19 case studies (See Appendix: Case Study Data) across industry
domains, the location of BPM Group within organisations was evaluated. A
base framework proposed below is based on three key factors – BPM Maturity,
IT Maturity and Organisation size. These factors have been discussed in detail in the
section Factors That Affect Where Bpm Home Sits. The key parameters used for
assessment of the BPM home framework have been discussed below:
BPM Maturity Parameters
BPM Maturity Level Maturity State
Level 1 BPM Projects
Loosely connected or entirely disconnected process improvement projects started with a clear agenda to target a certain issue or problem.
Level 2 BPM Program
Consolidation of multiple BPM projects with a vision to align these efforts such that they contribute directly to strategic business outcomes
Level 3 BPM Centre of Excellence
A BPM Centre of Excellence (CoE) is a governance mechanism adopted by organizations aiming for a consistent and centralized roll-out of BPM initiatives (Jesus et al., 2009)
Organisation Size Parameters
Organisation Size Number of Employees
Small < 500
Medium > 500 and < 5000
Large > 5000
Strength of IT Function
Level Strength of IT
Basic A functional organization has better technology but it works only to a point. It’s one step shy of integration and automation
Medium Technology is more than an operational tool. Technology supports the organization’s mission by adding value to the employees, customers and stakeholders
Large Strategically uses innovative technology to meet the organization’s needs and anticipate future needs
B
Figure 4: Framework for
Positioning BPM Home
11
Figure 5: BPM Home Data Mapping from Case Studies
igure 5 above shows the distribution of BPM home across the 19 organisations studied
under this research. The X and Y axis depict the BPM Maturity Levels and the Strength of
IT function respectively. The bubble size represents the size of the organisation while
the colours of the bubbles indicate where the BPM home is positioned in these organisations.
Although a natural home for BPM is debatable, from our research we have seen that successful
BPM Groups sit within the business supported by IT (occasionally supported by HR for change
management). Figures 6, 7, 8 indicate that majority of the organisations have their BPM group
positioned within the business. There are few organisations where BPM Home is with IT and
what we observe is that in such cases there is a strong IT function present in the organisation.
Many of the large organisations that are at BPM Maturity Level 3 and have a strong IT function
seem to have their BPM group positioned within the business. However there are a handful of
cases where large organisations with a strong IT function have their BPM positioned with a
hybrid model of Business and IT as their BPM Home.
Organisations with a BPM Maturity Level 2 tend to have their BPM group positioned within the
business. While organisations with a BPM Maturity Level 1 with basic to average IT Function
seem to choose to place BPM Groups in Business or IT on an even basis (50%-50%).
F
12
Figure 6: BPM Home across Organisational Size
Figure 7: BPM Home across BPM Maturity Levels
Figure 8: BPM Home across Strength of IT Functions
13
he following table has consolidated some of the best practices based on the above
mentioned case studies as well as Gartner recommended models. The table aims to be a
guide for organisations to self-evaluate themselves before making the decision on
positioning their BPM Home.
BPM Maturity
Level
Organisational
Size IT Function BPM Home
Level 1
Small, Medium,
Large Basic
BPM Group positioned in business is ideal as it can
provide direction to the initiation of BPM efforts for
the organisation
Small, Medium,
Large Average
BPM Group positioned in business is ideal as it can
align with the organisation strategy. However since
IT strength is still at an average level – positioning in
IT may not yield expected results
Small, Medium,
Large Strong
Could start with reporting to IT if the CIO is the
driver. Once the initial quick gains are realised, it is
necessary to move the home to the business to
provide a strategic alignment with IT support
Level 2 Small, Medium,
Large
Basic, Average,
Strong
BPM Group positioned in business is ideal at this
level of BPM maturity but with collaborative efforts
with IT
Level 3
Small, Medium Basic, Average,
Strong
BPM Group positioned in business is ideal at this
level of BPM maturity but with collaborative efforts
from IT for operations
Large Basic, Average,
BPM Group positioned in business is ideal at this
level of BPM maturity but with collaborative efforts
from IT for operations and optionally HR for change
management
Large Strong
BPM Group positioned in business works best.
A highly mature organisation with a cross-
collaboration culture could benefit from BPM Group
in a hybrid IT/Business model but it is best kept as
an evolution of the BPM Group, not as the initial
model
Figure 9: BPM Home Framework
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14
PROS AND CONS
t was evident from case studies and Gartner report (Robertson, 2013) on best
practices for embedding BPM Group in an organisation that when BPM Groups
report to the business, they have a strong emphasis on business outcomes and
solving business problems (with or without technology), they generate a strong
business buy-in and participation, have a strong BPM methodology and transformation
focus (if reporting to COO), better metrics definition and typically more active process
owners driving change. It does comes with its own share of problems - advanced BPM
technologies may be ignored and IT becomes order taker, tends to overfocus on
manual process change, could sometimes lose focus on cross-boundary opportunities
(if reporting to single BU executive).
Among the most common BPM home models, BPM Group reporting to IT has its
strengths as it is easy for CIO to start quickly, tends to have a strong BPM technology
focus, provides insight into cross-boundary opportunities to driver higher performance
and IT "engineering" orientation helps foster strong process analysis. However it
usually has a lower business buy-in, tends to overfocus on technologies as solutions,
provides lower clarity on business outcomes and metrics and may even miss business
requirements and alignment areas. (Jeston & Nelis, 2014) say that they have never seen
the IT department drive BPM throughout an organization enterprise-wide in a
sustainable way as it always requires CEO drive and commitment.
(Long, 2012) is of the opinion that BPM Group residing in the Finance department,
that directly reports to the CFO can be reasonably successful because it is on the
business side, and finance is concerned with meeting the financial goals of the
company. But it is still not as effective as reporting to the COO/CEO.
(Jeston & Nelis, 2014) suggest that BPM Home could reside in HR but only with the
support of the CEO, by establishing KPIs for each level of management and employee in
the organization to achieve process-related targets. However, it is then up to the CEO
and divisional business leaders to drive it throughout the organization and make it
sustainable.
Depending upon the size of the organization and its divisions, a leader or leaders
within one or a small number of divisions may choose to implement process
management without the entire organization commitment. BPM Home residing in
business units or departments provides the flexibility but it is prone to duplication
and variance across them (Jeston & Nelis, 2014). It is potentially hard to manage as
formal reporting lines may trump BPM and focus on tactical efforts may overwhelm
development of strategic capability.
I
15
Gartner (Robertson, 2013) suggests that BPM Home in an IT/Business (hybrid)
makes sense for a BPM mature organisation as it requires an advanced level of
organizational sophistication, collaboration, span of influence (versus control) and
teamwork. For many organizations, it is best kept as an evolution of the BP
organization, not as the initial reporting structure. As BPM technology and
methodology leveraged most appropriately, it is considered as the best model to
deliver transformation and innovation BPM projects. However the matrix
management is more complex, and risks becoming bureaucratic, which slows delivery
and create a diffused accountability for driving change.
PRACTIONERS APPLICATION
PM Practitioners planning to position BPM within their Organisation shall
primarily consider vital factors for setting up a BPM Home which are BPM
Maturity, Strength of IT and Organisation Size. The three parameters shall be
cross referenced with the framework provided in this white paper to identify the best
home for BPM which would ensure that derivations are based on research based
framework model and real world case study plotting. The framework is limited to the
three researched parameters and hence an organisation with clear understanding of its
current standings with the applied parameters shall best benefit from the use of this
framework.
FURTHER STEPS AND CONCLUSION
he BPM Home framework is a step towards trying to formalize the setting up of
a BPM home for an organisation. The framework has only looked at 3 key
parameters that appeared prominent in the research conducted. The question
of positioning a BPM home is a complex one that is compounded by several other
factors like industry domain, organisational culture, organizational conflict, trust,
political issues and scope of BPM efforts that have not been focussed on in this
research. Further research into this framework could incorporate these factors to
provide a more comprehensive framework for BPM practitioners.
B
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16
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APPENDIX
Case Studies