The Process-Centric Enterprise. Roger Tregear

Transcription

1 The Process-Centric Enterprise Roger Tregear

2 Process Centric Enterprise 2

3 Process-Centric Enterprise Functional Organisation Process Organisation 3

4 Process-Centric Enterprise 4

5 Process-Centric Enterprise 5

6 Being process-centric means it is easier to consistently make the right things happen, at the right time, to create the right result, for the right people 6

7 Example Management new need Department A Provide New Service Department B Research & Create New Service new service design Department C new service design service available Design & Deliver New Service materials Department D Department E Promote & Sell New Service requests service delivered information Customer / User Suppliers Based on an original diagram by Paul Harmon, BPTrends Associates 7

8 Agenda Belief a business process ecosystem Ethos System 8

9 Belief 9

10 As a process practition er, how Fixing proces ses Developi ng the process architectu re do you spend your working Explaining for the millionth time why BPM is important to this organisation!! time? 10

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14 Management imperatives... Ý Understanding Ý Documentation Ý Innovation Ý Control Ý Transparency Ý Compliance Ý Productivity Ý Agility Ý Satisfaction The challenges of contemporary management... Do we really know how work actually gets done? Is the IP embedded in our processes secure? Are we continuously improving our performance? Do we have control over the things that really matter? Are our operations suitably transparent & auditable? Are we meeting all of our obligations? Are we making the most of time, money & opportunities? Are we able to respond to demands & opportunities? Are our customers happy enough? 14

15 Management imperatives... Ý Understanding Ý Documentation Ý Control Ý Transparency Ý Compliance Ý Productivity Ý Innovation Ý Agility Ý Satisfaction Process-centric solutions... Model business processes Manage business processes Improve business processes 15

16 3 Reflections on Belief 1. Target the stakeholders 2. Need broad agreement on the compelling reason(s) for processbased management 3. Document & communicate 16

17 Agenda Belief Ethos System 17

18 Ethos 18

19 Process Ethos features are the intangible, but critically important, aspects that enable process-centric capabilities to be applied effectively BPM Maturity BPM Skills Development BPM Community Development Process-Aware Culture 19

20 BPM Maturity Measure maturity establish the starting point plot a course catalyst for discussion & learning formal ß à informal 20

21 BPM Skills Development Develop BPM capability consistent, reusable approaches wide-ranging curriculum must have inhouse capability everybody is a process analyst 21

22 BPM Community Development Cultivate BPM community capture the interest positive & negative provide opportunities to share create a tribe build a sales force for the idea of BPM 22

23 Process-Aware Culture Nurture process culture measurement-friendly community-focused quality-motivated change-welcoming challenge-addicted action-oriented 23

24 3 Reflections on Ethos Features 1. You can t outsource management of your processes 2. It s not about you; it s about all of you 3. 90% mindset (Belief + Ethos) & 10% toolset (System) 24

25 Agenda Belief Ethos System 25

26 System 26

27 Process System features are those physical artefacts and arrangements that give material structure to process discovery, analysis, management and improvement activities. Business Process Architecture Process Improvement Methodology Process Performance Governance Office of BPM 27

28 Business Process Architecture Architect the enterprise keystone artefact value pathway prioritisation control project coordination visualisation portal LEAD THE ENTERPRISE Define strategy Govern enterprise DELIVER CUSTOMER SERVICE Define Products/Services Research target markets SUPPORT THE ENTERPRISE Support staff lifecycle Define market gaps Design products/ services Apply organization knowledge Improve performance Market Products/Services Plan Sales Strategy Target prospect Maintain ICT systems & services Build strategic relationships Qualify prospect Deliver Solution Deliver service Build & launch service Deliver project Acquire project customer Generate innovative ideas Ensure project effectiveness Acquire service customer Implement project Retain service customer Enhance service customer experience Provide post- implementation support Enhance project customer experience Maintain working environment Assure legal & policy compliance Control financial resources Ensure data privacy & security 28

29 Process Improvement Methodology Improve processes consistent well understood supported As Is? To Be PIP Manual continuously improved As Is / 2B / 2Do / As Is 29

30 Process Performance Governance Control process performance process owners are NOT responsible for process performance measures and measurement methods Lead the Organisation Develop Vision Determine market strategy Manage risk & compliance Manage capital Process 1.2 Value Chain 1 Process 1.1 Process 1.2 Process 1.3 m Value Chain 2 Process 2.1 Process 2.2 Process 2.3 Deliver HR services Support the Organisation Deliver IT services Manage finances Maintain physical facilities ü EPA ü Measures ü MMs ü Reports ü Response 30

31 Office of BPM Establish the Office of BPM key role: develop capability catalyst for change maintain & mentor MP01 Translate Strategy Into Processes MP02 Gather and Analyze BPM Demands Strategic Demands Operational Demands SUPPORT PROCESS MANAGEMENT MP03 Define BPM Projects Portfolio MANAGE BPM STRATEGY BPM Demands MP04 Plan prioritized BPM Projects BPM Projects MP05 Manage BPM Projects & Portfolio MP06 Disseminate BPM Results and Culture BPM Results SUPPORT PROCESS IMPROVEMENT CS07 Support Compliance & Certification CS08 Support Risk & Control Management MS09 Maintain Process Architecture & Repository MS08 Educate and Train on Process Management MS01 Define Process Vision and Scope MS02 Understand Processes (As Is) CS01 Perform quantitative analysis CS02 Perform Innovation & value creation analysis CS03 Perform risk analysis CS09 SupportCost Management CS10 Measure Process Maturity MS07 Support Continuous Improvement MS06 Support Performance Measurement MS03 Analyze Processes MS04 Redesign & Standardize Processes (To Be) CS04 Automate process control & execution (via BPMS) CS05 Specify, Develop & Test IT Systems M05 Implement & Roll Out Process CS06 Identify and Provide Competencies SUPPORT THE OFFICE OF BPM SP01 Administer BPM methods and tools SP02 Administer BPM Roles and Responsibilities SP03 Administer BPM Services Portfolio SP04 Administer BPM Human Resources SP05 Administer BPM Budget 31

32 3 Reflections on System Features 1. You don t need anyone s approval to start 2. Deliver, monitor, track, record 3. Document & communicate successes 32

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34 Belief Ethos System Compelling reasons Targeted selling Practical benefits Repeat Embedded thinking, capability and action Community of interest Focus on value pathways Enterprise-wide capabilities Coordinated initiatives Measure, monitor, track Support the ecosystem 34

35 The Rule of 3s 3 Months 3 Months 3 Months 3 Years to promote the ideas of BPM and get executive commitment to process-based management to establish and agree the analysis framework, modelling conventions, and process architecture to get appropriate tools, techniques and support structures and systems in use and delivering results to fully achieve true enterprise-wide process-based management orientation 35

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37 Roger Tregear Leonardo Consulting t: s: rtregear e: w: 37

38 Copyright, Leonardo Consulting 2012 All rights reserved. The contents of this document are subject to copyright. No part of it may be reproduced in any way, by electronic means or otherwise without the written permission of Leonardo Consulting. 38