Getting Started with BPM Kathleen Donahue, Sr. Director, BPM Deb Boykin, Director, BPM June 22, 2010
Company Profile Pfizer is headquartered in Manhattan, New York Global leader in; Prescription Pharmaceuticals Non-prescription Consumer Health Care Products Pharmaceuticals for Animal Health Acquired Wyeth Pharmaceuticals in 2009 29 June 2010 ProcessWorld 2010 2
Working together for a healthier world One Team, One Goal We share a common mission: apply science and our global resources to improve health and well-being at every stage of life. 29 June 2010 ProcessWorld 2010 3
Why is Business Process Management Important? Business IS a process... managing the Process is managing the Business Business processes are not just what we do for our client, but also what we do internally Understanding business processes means being able to understand your specific contribution to the organization 29 June 2010 ProcessWorld 2010 4
BPM Vision Growth and Sustainability PROCESS ENABLERS DESIGN Strategic Directives BUSINESS ARCHITECTURE METRICS COMMUNITY ROLES SERVICE ORIENTED ARCHITECTURE EXPERTISE GOVERNANCE ENTERPRISE CAPABILITIES CULTURE LEADERSHIP 29 June 2010 ProcessWorld 2010 5
Getting Started with BPM 1. DESIGN 2. BUSINESS ARCHITECTURE 3. GOVERNANCE 4. LEADERSHIP 29 June 2010 ProcessWorld 2010 6
Getting Started with BPM DESIGN 29 June 2010 ProcessWorld 2010 7
1. Design your BPM Program Charter BPM Program Define Program Purpose Agree Program Goals Define High-Level Milestones Solicit Executive Sponsorship Develop a Collaboration Plan Working together: Business, BPM and IT 29 June 2010 ProcessWorld 2010 8
Charter BPM Program (Example) Define Program Purpose Leverage the power of every employee to deliver the line of thought every day in thousands of actions. WHAT each employee needs to know to take ownership of their actions and decisions within the end to end process of making medicines for patients. HOW each employee collaborates across boundaries to meet our ambitious goals aligned to company and patient priorities 29 June 2010 ProcessWorld 2010 9
Charter BPM Program (Example) Agree Program Goals Support Communication and Standardization of Global Business Processes for Existing Sites. Drive Understanding and User Adoption of Enterprise Computer Systems (SAP, MES, LIMS, SAP CAPA) for Deployment Sites. Enable Business and Information Systems (IS) Functional and Technical Impact Analysis in Computer System Change Control process. 29 June 2010 ProcessWorld 2010 10
Charter BPM Program (Example) Define High Level Milestones 29 June 2010 ProcessWorld 2010 11
BPA Program Charter 29 June 2010 ProcessWorld 2010 12
Collaborative Work Groups 29 June 2010 ProcessWorld 2010 13
Getting Started with BPM BUSINESS PROCESS ARCHITECTURE 29 June 2010 ProcessWorld 2010 14
Structured Top-Down Architecture Our BPM journey began with the realization that a strong Business Process Foundation was required Link to Process Narrative 29 June 2010 ProcessWorld 2010 15
Structured Top-Down Design Method The application of plug and play components requires a rigorous Business Modeling approach Characteristics of this approach include: Enforced Life Cycle adherence when developing the Function Tree Meaningful triggering and ending events for every activity on the Event Process Chain diagram Mandated the linkage of roles, training, reports, metrics, process narratives, system support, system interfaces, and controls on each business model 29 June 2010 ProcessWorld 2010 16
Structured Top-Down Design Method The application of plug and play components requires a rigorous Business Modeling approach Characteristics of this approach include: Enforced Life Cycle adherence when developing the Function Tree Meaningful triggering and ending events for every activity on the Event Process Chain diagram Mandated the linkage of roles, training, reports, metrics, process narratives, system support, system interfaces, and controls on each business model 29 June 2010 ProcessWorld 2010 17
ARIS: Master Process Repository that is the Hub for Efficiently Managing the Enterprise Global Model System Transactions Training Standard Job Positions Business Intelligence Manual Process Steps Controls Global Processes: Allows every employee to understand & follow our business Drives consensus on process, boundaries, scope & responsibilities Enforces Standardization & Compliance Reference for performing impact analysis 29 June 2010 ProcessWorld 2010 18
Getting Started with BPM GOVERANCE 29 June 2010 ProcessWorld 2010 19
Process Governance: The 3 rd Dimension in Management BUSINESSES [Business Unit, Region, focused on P&L s & markets] Business Units own customers and profitability WORK FUNCTIONS [Departments, Centers of Excellence) Excellence] Functions own the people and cost centers PROCESSES [Source, Make, Fulfill, etc.] Process Governance owns work designs and IT spending 29 June 2010 ProcessWorld 2010 20
Example Process Governance Organization Chief Financial Officer Supply Chain President President Quality VP Human Resources 29 June 2010 ProcessWorld 2010 21
Process Governance: Roles and Responsibilities Business Role Executive Sponsor Process Owner Process Driver Governance Responsibilities Provide visible leadership to implement a process-focused company Drive process and data standardization Resolve issues raised between Process Owners Escalate critical issues to appropriate ELT members (as necessary) Implement and maintain standard global processes and data across Pfizer Ensure process design meets critical business requirements Make final determination for issues escalated by Driver Prioritize global model change requests and continuous improvement initiatives based on business value and cost Make determinations for overall process design, master data and change requests Escalate issues to Owner as needed Solution Owner Collaborate with Drivers and Owners to assess solution options to meet requirements Design, develop and deploy an integrated ERP solution (business process, data, system) Evaluate impact and cost of potential changes for evaluation with Driver/Owner ERP Enterprise Standard Lead Define and implement global standards for BT Services supporting the ERP solution (e.g. business intelligence, technical infrastructure, master data management approach) 29 June 2010 ProcessWorld 2010 22
Process Governance benefits Pfizer by... Enabling business ownership of Pfizer business processes Process Driver is single point of contact for in-scope business process decisionmaking Achieving control and balance of global business process standardization Enables transparency across Pfizer globally Consistency of data drives global reporting Ensuring decisions are made in the best interest of Pfizer globally Fast Prioritized to meet the Business Timeline With Stakeholder input 29 June 2010 ProcessWorld 2010 23
Culture of Collaboration Process Drivers Process Governance Communities of Practice (CoPs) are based on the general CoP concept which facilitates colleague engagement in improving the Process. As such, the members of the CoP are part of the Process Driver s team. Advisory Councils Super User Networks Process Governance CoP Solution Owner Teams User Networks CoPs are comprised of: Advisory Councils: Colleagues who advise the Process Drivers and report on benefits realization in regular, structured meetings. User Networks: Colleagues who work together to execute the business process Super User Networks: Colleagues who are functional experts in a technology. Operational Excellence Teams: Colleagues who are working to improve a process. Solution Owner Teams: Colleagues who design and develop systems which support the process Alignment of these groups focuses the power of our people to drive adoption and improvement of the Global Model processes. 29 June 2010 ProcessWorld 2010 24
Advisory Councils Advisory Councils: A group of colleagues who act as advisors to the Driver to assist in the prioritization of enhancement requests and report on benefits realization. Advisory Council Members participate in regular, structured meetings. The purpose is to: Assess Enhancement Request business impact and benefits for their area of responsibility. Agree a shared set of goals. Agree a Plan of Record (POR) for implementation of best practices in their area of responsibility. Facilitate communication to stakeholder groups. Report on business benefits realization. Advisory Councils Members provide input on Process and System Enhancements. 29 June 2010 ProcessWorld 2010 25
Manufacturing Advisory Council Example PLT 12 PLT 1 PLT 2 PLT 3 PLT 11 PLT 10 Process Driver and Solution Owner PLT 4 PLT 5 PLT 9 PLT 8 PLT 7 PLT 6 29 June 2010 ProcessWorld 2010 26
Expanding an Advisory Council to a CoP Advisory Councils can be expanded to full Process Focused Communities of Practice. This occurs as Advisory Council Members engage with their respective groups to drive adoption and improvements. Advisory Councils Super User Networks Process Drivers Process Governance CoP Solution Owner Teams User Networks Monthly Communications are shared with End Users, Super Users and Operational Excellence Teams to provide information on approved enhancements. Benefits Realization is maximized by broadly implementing best practices. End User and Super User Networks use process narratives and process maps in Knowledge Transfer and Training. Operational Excellence Teams: use process maps in DEFINE and global model reports in MEASURE in order to optimize Global Model Processes. Expansion to Communities of Practice is the next step in the evolution of Advisory Councils. 29 June 2010 ProcessWorld 2010 27
Expansion to Manufacturing CoP Example SU OE EU SU OE EU SU OE EU OE EU PLT 12 PLT 1 PLT 2 PLT 3 SU OE EU SU EU OE SU EU PLT 11 PLT 10 Process Driver and Solution Owner PLT 4 PLT 5 SU OE SU EU OE OE SU EU PLT 9 OE PLT 8 PLT 7 SU EU OE SU PLT 6 EU EU SU OE 29 June 2010 ProcessWorld 2010 28
Getting Started with BPM LEADERSHIP 29 June 2010 ProcessWorld 2010 29
Visible Leadership Executive Sponsors include BPM goals in G&Os Executive Sponsor speeches and videos Process Owners/ Drivers endorse BPM models Process Owners reward based on process performance IT Leaders/ Process Drivers record narratives IT Leaders value the BPM models in Deployments BPM Leadership drives transparency BPM Leadership celebrates success of the collective 29 June 2010 ProcessWorld 2010 30
Process Owner/ Driver Endorsement Example Business Process Owner Endorsement Letter Example Executive Sponsor and Process Owner Endorsement at Summary Level ( What Map) 29 June 2010 ProcessWorld 2010 31
BPM Transparency Process Narrative Index Monthly Publication 29 June 2010 ProcessWorld 2010 32
Charter BPM program success measures that are important to your organization Choose your Governance Team members carefully Governance is 90% Consensus Building, 10% Decision Making. Governance requires people with courage who are supported by executive leadership and respected by their peers. Start small and build on success Let your governance organization define your scope. Let your BPM team size and skill level define your pace. BPM Leaders know how to: Balance Risk and Reward. Deliver On-time, every time. Make complex processes understandable to all levels of an organization. Work Hard, Have Fun. 29 June 2010 ProcessWorld 2010 33
Thank you!