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[Process Day 2011] A ELO Group – Apresentação no Process Day

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[Process Day 2011] A ELO Group – Apresentação no Process Day

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[Process Day 2011] A ELO Group – Apresentação no Process Day

  1. 1. “Leadership on BPM ideas, methods and results in Brazil” A Framework for a BPM Center A Framework for a BPM Center ofof ExcellenceExcellencece e cece e ce Leonardo Leonardo ProcessDaysProcessDays –– July26th 2010July26th 2010 Leandro JesusLeandro Jesus ManagingManaging PartnerPartner  ELO Group ELO GroupManagingManaging PartnerPartner, ELO Group, ELO Group
  2. 2. 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: leandro.jesus@elogroup.com.br © ELO Group all rights reserved. 22
  3. 3. 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 of Technology and Leonardo Consulting  Organizer of the Brazilian International BPM Seminar © ELO Group all rights reserved. 33
  4. 4. Our Clients Portfolio Conselho da Justiça  Federal © ELO Group all rights reserved. 44
  5. 5. 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
  6. 6. 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 centralizedp into a BPM CoE and which responsibilities can remain decentralized? • 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
  7. 7. INTRODUCTION CHALLENGES FACINGINTRODUCTION: 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
  8. 8. 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 • Efficiency i h d l• Hierarchy and control © ELO Group all rights reserved 88
  9. 9. ... and some implications © ELO Group all rights reserved. Source: Compliance Week, December, 2006 99
  10. 10. 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 business 1010
  11. 11. New Paradigm for the 21st Century Old organization’s paradigm Emergent organization’s paradigm STABILITY DYNAMISM FLEXIBILITY CENTRALIZATION COOPERATIONCENTRALIZATION COOPERATION CONTROL AUTONOMY COMMODITIES  AND PROPERTY SERVICES AND EXPERIENCES © ELO Group all rights reserved. AND PROPERTY AND EXPERIENCES 1111
  12. 12. New Paradigm for the 21st Century © ELO Group all rights reserved. Source: http://www.slideshare.net/reynolds/web-20-business-models- presentation
  13. 13. Be prepared to changes… © ELO Group all rights reserved. 1313
  14. 14. ... 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 fail and 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
  15. 15. How do you transform an organization ?... BETTERBETTER ATITUDES & COMPETENCES BETTER INTERFACES, ALIGNMENTS ACCOUNTABILITIES BETTER SYSTEMS “SIMPLER” & INNOVATIVE SERVICES BETTER SERVICES CONTRACTS & PARTNERS BETTER CONTROL & VISIBILITY BETTER POLICIES, BUSINESS RULES & STANDARDS BETTER EQUIPMENTS & INFRA-STRUCTURE © ELO Group all rights reserved STANDARDS INFRA STRUCTURE 1515
  16. 16. Which areas provide these transformations ? BETTERBETTER ATITUDES & COMPETENCES BETTER INTERFACES, ALIGNMENTS ACCOUNTABILITIES Human Human ResourcesResources && CommunicationCommunication StrategyStrategy BETTER SYSTEMS “SIMPLER” & INNOVATIVE SERVICES InformationInformation TechnologyTechnology CustomerCustomer && ProductProduct ManagementManagement BETTER SERVICES gygy ContractContract IT & IT & RiskRisk ManagementManagement CONTRACTS & PARTNERS BETTER CONTROL & VISIBILITY ContractContract ManagementManagement IT & IT & RiskRisk ManagementManagement BETTER POLICIES, BUSINESS RULES & STANDARDS BETTER EQUIPMENTS & INFRA-STRUCTURE ComplianceCompliance && Standards Standards  AssetsAssets ManagementManagement © ELO Group all rights reserved STANDARDS INFRA STRUCTURE 1616
  17. 17. 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 competences D ’   i  Doesn’t review contracts Doesn’t design new products Doesn’t create dashboards Doesn’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 reserved 1717
  18. 18. Think again... What’s the big issue ? BETTER 1) 1) ProvideProvide educationeducation oror 2) 2) IdentifyIdentify keykey competencescompetences BETTER ATITUDES & COMPETENCES BETTER INTERFACES, ALIGMENTS ACCOUNTABILITIES 2) 2) IdentifyIdentify keykey competencescompetences ThatThat enhaceenhace thethe impactimpact OfOf business business resultsresults BETTER SYSTEMS “SIMPLER” & INNOVATIVE SERVICES 1) 1) DevelopDevelop systemsystem oror 2) 2) UnderstandUnderstand BusinessBusiness BETTER SERVICES requirementsrequirements 1) 1) CreateCreate dashboarddashboard oror 2) Design 2) Design MetricsMetrics CONTRACTS & PARTNERS BETTER CONTROL & VISIBILITY ) g) g andand controlscontrols toto effectiveeffective SupportSupport decisiondecision makingmaking 1) 1) InstitutionalizeInstitutionalize andand BETTER POLICIES, BUSINESS RULES & STANDARDS BETTER EQUIPMENTS & INFRA-STRUCTURE 1) 1) InstitutionalizeInstitutionalize andand Formalize businessFormalize business GuidelinesGuidelines, , oror 2) Debate2) Debate andand reachreach agreementagreement withwith © ELO Group all rights reserved STANDARDS INFRA STRUCTURE business business areasareas aboutabout rulesrules 1818
  19. 19. Organizations need better Transformation Capability to convert good ideas into process redesign and implementation 1) 1) ProvideProvide educationeducation oror 2) 2) IdentifyIdentify keykey competencescompetences2) 2) IdentifyIdentify keykey competencescompetences ThatThat enhaceenhace thethe impactimpact OfOf business business resultsresults 1) 1) DevelopDevelop systemsystem oror 2) 2) UnderstandUnderstand BusinessBusiness requirementsrequirements 1) 1) CreateCreate dashboarddashboard oror 2) Design 2) Design MetricsMetrics) g) g andand controlscontrols toto effectiveeffective SupportSupport decisiondecision makingmaking 1) 1) InstitutionalizeInstitutionalize andand1) 1) InstitutionalizeInstitutionalize andand Formalize businessFormalize business GuidelinesGuidelines, , oror 2) Debate2) Debate andand reachreach agreementagreement withwith © ELO Group all rights reserved business business areasareas aboutabout rulesrules 1919
  20. 20. What about your BPM approach? Is it Transformation Oriented? © ELO Group all rights reserved
  21. 21. 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 reserved 2121
  22. 22. Objective of traditional BPM approaches Aumento da fi bilid d Reduce variability and increase bilit confiabilidade organizacional reability Foco Comum Avanço no desempenho organizacional Improve performanceMudança da Expectativa do Consumidor performance around the current paradigm! © ELO Group all rights reserved Desempenho Esperado Desempenho Atual p g 2222
  23. 23. 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
  24. 24. The focus of BPM application should move pp towards the transformation of the  organization through the implementation oforganization through the implementation of significant improvements and sustainable changeschanges © ELO Group all rights reserved 2424
  25. 25. 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 hDemonstrate results with BPM initiatives! © ELO Group all rights reserved 2525
  26. 26. INTRODUCTION CHALLENGES FACINGINTRODUCTION: 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
  27. 27. BPM Governance BPM Governance relates to the definition and enforcement  of guidelines and rules that drive activities and decisions g along 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 reserved 2727
  28. 28. Many focus for BPM initiatives and lack of convergence © ELO Group all rights reserved Source: BPTrends, 2010
  29. 29. Need for BPM Governance New Organizational Context Organizations BPM  initiatives evolution BPM ProblemsProblems BPM ProblemsProblems BPM Governance © ELO Group all rights reserved. Source: Barros, 2009 2929
  30. 30. Elements related to BPM Governance 1. Roles and  Responsibilities 2. Standards 4. Services3. Structure GOVERNANCE MODEL 6. Objectives 5. Control Mechanisms 7. Evaluation and Reward Mechanisms © ELO Group all rights reserved. Source: Barros, 2009 3030
  31. 31. INTRODUCTION CHALLENGES FACINGINTRODUCTION: 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
  32. 32. Need for a BPM Need for a BPM CoECoE A BPM Center of Excellence is an important organizational p g mechanism 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
  33. 33. 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.
  34. 34. Some NomenclaturesSome Nomenclatures Process Office BPM Center of Excellence Process Team BPM GroupBPM Group BPM Support Officepp Etc. © ELO Group all rights reserved. 3434
  35. 35. Location of a BPM CoE © ELO Group all rights reserved. Source: BPTrends, 2010 3535
  36. 36. 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
  37. 37. 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
  38. 38. Previous list of Previous list of BPM servicesBPM services © ELO Group all rights reserved. Source: Rosemann, 2008 3838
  39. 39. Results Results ‐‐ EvidenceEvidence © ELO Group all rights reserved. 3939
  40. 40. INTRODUCTION CHALLENGES FACINGINTRODUCTION: 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
  41. 41. 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 reserved 41414141
  42. 42. BPM Services and Internal Processes Management Process Main Services Complementary ServicesServices BPM technologies Support processespp p © ELO Group all rights reserved. 4242
  43. 43. 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
  44. 44. 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
  45. 45. BPM CoE’s Capabilities Evolution 3. Strategic Alignment and BPM culture 2. Creation of convergence among BPM initiativesinitiatives 1. Difusion of BPM concepts and benefits © ELO Group all rights reserved. 4545
  46. 46. 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 eachcustomization 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
  47. 47. Capabilities for a BPM CoE (1/3) © ELO Group all rights reserved. 4747
  48. 48. MANAGEMENT PROCESSESMANAGEMENT PROCESSES MP07MP07 BPM CultureBPM CultureMP07MP07 BPM CultureBPM Culture DisseminationDisseminationDisseminationDissemination COMPLEMENTARY SERVICESCOMPLEMENTARY SERVICES MAIN SERVICESMAIN SERVICES MS01MS01 Process ArchitectureProcess Architecture MaintenanceMaintenance MS02MS02 Process ModelingProcess Modeling (As(As--is)is) CS01CS01 Lean & Six SigmaLean & Six Sigma Oriented ImprovementOriented Improvement (As(As is)is) MS03MS03 ProcessProcess ImprovementImprovement (To(To--be)be) MS04MS04 ProcessProcessMS04MS04 ProcessProcess DocumentationDocumentation MS05MS05 Process ChangeProcess Change ManagementManagement SP01SP01 AdministrationAdministration ofof M d l R iM d l R i SP01SP01 AdministrationAdministration ofof M d l R iM d l R i SP02SP02 AdministrationAdministration ofof BPM RolesBPM Roles andand R ibilitiR ibiliti SP02SP02 AdministrationAdministration ofof BPM RolesBPM Roles andand R ibilitiR ibiliti SUPPORTING PROCESSESSUPPORTING PROCESSES Models RepositoryModels RepositoryModels RepositoryModels Repository ResponsibilitiesResponsibilitiesResponsibilitiesResponsibilities 48
  49. 49. Stage 1 Processes and Services Code Name Type Description MS01 Process Architecture Maintenance Main Service Definition and/or updating of the organization's value chain and business process architecture that illustrate its mission, vision and main attributions. Dissemination of process-based vision th 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. Models usually include activities and events, responsibilities, related systems and documents and are displayed in notations like BPMN EPC IDEF It can also include identification ofBPMN, EPC, IDEF. It can also include identification of improvement opportunities. MS03 Process Improvement (TO BE) Main Service Redesign of existing processes based on the analysis of improvement opportunities and prioritization of identified solutions. 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 detail processes models and can serve as a basis for work execution. MS05 Process Change Management Main Service Definition of an action plan to incorporate improvements in existing processes Tracking of action plan's status intermediateManagement Service existing processes. Tracking of action plan s status, intermediate results and difficulties. CS01 Lean & Six Sigma Oriented Improvement Complem. Service Improvement initiative focused on process efficiency and productivity increases, mainly based on Lean & Six Sigma techniques. SP01 Models Repository Administration Support Process Creation and/or maintenance of BPM methodologies e modeling notation. Administration of models repository (backups, acess control etc.) SP02 Administration Support Definition and/or updating of information related to each of the © ELO Group all rights reserved. SP02 Administration of BPM Roles and Responsibilities Support Process Definition and/or updating of information related to each of the BPM roles and responsibilities (process owners, analysts, specialists, sponsors etc.), according to the organization's process management model.
  50. 50. Capabilities for a BPM CoE (2/3) © ELO Group all rights reserved. 5050
  51. 51. MANAGEMENT PROCESSESMANAGEMENT PROCESSES MP07MP07 BPM CultureBPM CultureMP07MP07 BPM CultureBPM Culture MP04MP04 BPMBPM ServicesServices ProgrammingProgramming MP04MP04 BPMBPM ServicesServices ProgrammingProgramming MP05MP05 BPM ServicesBPM Services MonitoringMonitoring MP05MP05 BPM ServicesBPM Services MonitoringMonitoring DisseminationDisseminationDisseminationDissemination COMPLEMENTARY SERVICESCOMPLEMENTARY SERVICES MAIN SERVICESMAIN SERVICES MS01MS01 Process ArchitectureProcess Architecture MaintenanceMaintenance MS01MS01 Process ArchitectureProcess Architecture MaintenanceMaintenance MS02MS02 Process ModelingProcess Modeling (As(As--is)is) MS02MS02 Process ModelingProcess Modeling (As(As--is)is) CS01CS01 LeanLean && SixSix SigmaSigma OrientedOriented ImprovementImprovement MS06MS06 Process PerformanceProcess Performance MeasurementMeasurement MS07MS07 Process ManagementProcess Management Training and EducationTraining and Education CS02CS02 ReferenceReference ModelsModels ImplementationImplementation CS06CS06 Process AuditingProcess Auditing CS07CS07 RiskRisk andand InternalInternal ControlControl ManagementManagement(As(As is)is)(As(As is)is) MS03MS03 ProcessProcess ImprovementImprovement (To(To--be)be) MS03MS03 ProcessProcess ImprovementImprovement (To(To--be)be) MS04MS04 ProcessProcessMS04MS04 ProcessProcess Training and EducationTraining and Education MS08MS08 Process ComplianceProcess Compliance CS03CS03 SystemsSystems SpecificationSpecification CS08CS08 CompetenciesCompetencies ManagementManagement CS09CS09 Management ofManagement ofMS04MS04 ProcessProcess DocumentationDocumentation MS04MS04 ProcessProcess DocumentationDocumentation MS05MS05 Process ChangeProcess Change ManagementManagement MS05MS05 Process ChangeProcess Change ManagementManagement CS04CS04 ProcessProcess AutomationAutomation CS09CS09 Management ofManagement of improvement projectsimprovement projects SP01SP01 AdministrationAdministration ofof ModelsModels RepositoryRepository SP01SP01 AdministrationAdministration ofof ModelsModels RepositoryRepository SP02SP02 AdministrationAdministration ofof BPM RolesBPM Roles andand R ibilitiR ibiliti SP02SP02 AdministrationAdministration ofof BPM RolesBPM Roles andand R ibilitiR ibiliti SUPPORTING PROCESSESSUPPORTING PROCESSES SP04SP04 AdministrationAdministration ofof BPMBPM HumanHuman RR SP04SP04 AdministrationAdministration ofof BPMBPM HumanHuman RR SP03SP03 AdministrationAdministration ofof BPMBPM ServicesServices P tf liP tf li SP03SP03 AdministrationAdministration ofof BPMBPM ServicesServices P tf liP tf li p yp yp yp y ResponsibilitiesResponsibilitiesResponsibilitiesResponsibilities ResourcesResourcesResourcesResourcesPortfolioPortfolioPortfolioPortfolio 51
  52. 52. Stage 2 Processes and Services Code Name Type Description MP04 BPM Services Programming Mgmt. 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 initiativeDefinition 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 iMS06 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 methodsMS07 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 g process 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
  53. 53. 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 fCS08 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
  54. 54. Capabilities for a BPM CoE (3/3) © ELO Group all rights reserved. 5454
  55. 55. MANAGEMENT PROCESSESMANAGEMENT PROCESSES MP03MP03 BPM ServicesBPM Services DevelopmentDevelopment PlannigPlannig MP03MP03 BPM ServicesBPM Services DevelopmentDevelopment PlannigPlannig MP04MP04 BPMBPM ServicesServices ProgrammingProgramming MP04MP04 BPMBPM ServicesServices ProgrammingProgramming MP05MP05 BPM ServicesBPM Services MonitoringMonitoring MP05MP05 BPM ServicesBPM Services MonitoringMonitoring MP06MP06 BPMBPM ResultsResults EvaluationEvaluation MP06MP06 BPMBPM ResultsResults EvaluationEvaluation MP01MP01 StrategyStrategy TranslationTranslation intointo ProcessesProcesses MP01MP01 StrategyStrategy TranslationTranslation intointo ProcessesProcesses MP07MP07 BPM CultureBPM CultureMP07MP07 BPM CultureBPM Culture MP02MP02 BPM DemandsBPM Demands IdentificationIdentification MP02MP02 BPM DemandsBPM Demands IdentificationIdentification DisseminationDisseminationDisseminationDissemination IdentificationIdentification and Analysisand Analysis IdentificationIdentification and Analysisand Analysis COMPLEMENTARY SERVICESCOMPLEMENTARY SERVICES MAIN SERVICESMAIN SERVICES MS01MS01 Process ArchitectureProcess Architecture MaintenanceMaintenance MS01MS01 Process ArchitectureProcess Architecture MaintenanceMaintenance MS06MS06 Process PerformanceProcess Performance MeasurementMeasurement MS06MS06 Process PerformanceProcess Performance MeasurementMeasurement MS02MS02 Process ModelingProcess Modeling (As(As--is)is) MS02MS02 Process ModelingProcess Modeling (As(As--is)is) MS07MS07 Process ManagementProcess Management Training and EducationTraining and Education MS07MS07 Process ManagementProcess Management Training and EducationTraining and Education CS01CS01 LeanLean && SixSix SigmaSigma OrientedOriented ImprovementImprovement CS02CS02 ReferenceReference ModelsModels ImplementationImplementation CS06CS06 ProcessProcess AuditingAuditing CS07CS07 RiskRisk andand InternalInternal ControlControl ManagementManagement(As(As is)is)(As(As is)is) Training and EducationTraining and EducationTraining and EducationTraining and Education MS03MS03 ProcessProcess ImprovementImprovement (To(To--be)be) MS03MS03 ProcessProcess ImprovementImprovement (To(To--be)be) MS08MS08 Process ComplianceProcess ComplianceMS08MS08 Process ComplianceProcess Compliance MS04MS04 ProcessProcessMS04MS04 ProcessProcess MS09MS09 Process MaturityProcess Maturity CS03CS03 SystemsSystems SpecificationSpecification CS08CS08 CompetenciesCompetencies ManagementManagement CS09CS09 Management ofManagement ofMS04MS04 ProcessProcess DocumentationDocumentation MS04MS04 ProcessProcess DocumentationDocumentation MS09MS09 Process MaturityProcess Maturity ManagementManagement MS05MS05 Process ChangeProcess Change ManagementManagement MS05MS05 Process ChangeProcess Change ManagementManagement MS10MS10 ProcessProcess Benchmarking &InnovationBenchmarking &Innovation CS04CS04 ProcessProcess AutomationAutomation CS05CS05 BusinessBusiness RulesRules ManagementManagement CS10CS10 Process CostProcess Cost ManagementManagement CS09CS09 Management ofManagement of improvement projectsimprovement projects SP01SP01 AdministrationAdministration ofof ModelsModels R itR it SP01SP01 AdministrationAdministration ofof ModelsModels R itR it SP04SP04 AdministrationAdministration ofof BPMBPM HumanHuman RR SP04SP04 AdministrationAdministration ofof BPMBPM HumanHuman RR SP02SP02 AdministrationAdministration ofof BPM RolesBPM Roles andand R ibilitiR ibiliti SP02SP02 AdministrationAdministration ofof BPM RolesBPM Roles andand R ibilitiR ibiliti SP03SP03 AdministrationAdministration ofof BPMBPM ServicesServices P tf liP tf li SP03SP03 AdministrationAdministration ofof BPMBPM ServicesServices P tf liP tf li SP05SP05 AdministrationAdministration ofof BPM BudgetBPM Budget SP05SP05 AdministrationAdministration ofof BPM BudgetBPM Budget SUPPORTING PROCESSESSUPPORTING PROCESSES RepositoryRepositoryRepositoryRepository ResourcesResourcesResourcesResourcesResponsibilitiesResponsibilitiesResponsibilitiesResponsibilities PortfolioPortfolioPortfolioPortfolio gggg 55
  56. 56. Stage 3 Processes and Services Code Name Type Description MP01 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 g Process g g organizational 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 success cases. 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 Innovation CS05 Business Rules Management Complem. 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 q reduction 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.
  57. 57. Reference Framework for a BPM CoE v1.0 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 Architecture Maintenance MS06 Process Performance Measurement MAIN SERVICES CS01 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 Competencies Management(To-be) p MS04 Process Documentation MS09 Process Maturity Management P Ch P y p CS04 Process Automation Management CS09 Management of improvement 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 SP01 Administration of Models Repository SP04 Administration of BPM Human Resources SP02 Administration of BPM Roles and Responsibilities SP03 Administration of BPM Services Portfolio SP05 Administration of BPM Budget
  58. 58. 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 and Project Office? © ELO Group all rights reserved. 5858
  59. 59. RACI Chart © ELO Group all rights reserved. 5959
  60. 60. Some typical profiles CoE CoE CoE Global and Centralized Local and Centralized CoE CoE CoEProess Leader Process Leader Proces Leader © ELO Group all rights reserved. Global and Decentralized Multiple CoE’s
  61. 61. 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, 20086161
  62. 62. 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 j performance 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
  63. 63. 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
  64. 64. 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
  65. 65. Process Prioritization based on Strategic Drivers Analysis of Competitive Drivers © ELO Group all rights reserved. 6565
  66. 66. Linkage with Project Office – types of projects Impact A ti Pl izational Formalized organizational projects Action Plans (small and informal projects) Orngan Regular i t Action Plans (small and improvements ( informal projects) © ELO Group all rights reserved. Time to implement 6666
  67. 67. Linkage with Project Office – types of projects Project Management Process Initiation Planning Execution Control Closure ar v. Initiation Planning Execution Control Closure Regula improv Action Plans ectsProje © ELO Group all rights reserved.67 6767
  68. 68. Linkage with Project Office – types of projects Involved areas Type of transformation Business Area BPM Office PMO Regular Area Office improv. Action Plans Formalized projects © ELO Group all rights reserved.68 6868
  69. 69. INTRODUCTION CHALLENGES FACINGINTRODUCTION: 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
  70. 70. But… Setting up a BPM CoE is just the first stepp All managers need to participateAll managers need to participate in processes management somehow. This is not something restricted to the Processrestricted to the Process Office’s role. © ELO Group all rights reserved. 7070
  71. 71. Example of a BPM Governance Structure Process Vision, Strategy,  Budget, Resources Roadmaps,  Project Plans Process  Committee g , Roadmaps,  Project Plans j Collaborative Process Models, KPIs Guidelines, Standards,  Process Office  ProcessOwner , , Best Practices, Training Technical Artifacts Process Specification Process Implementation Project Manager © ELO Group all rights reserved. 7171 Source: based on Korhonen, 2007
  72. 72. Example of a BPM Governance Structure Process Office Process Council Chief Process Officer Process Owner1 Process Owner2 Process Owner3 Process Manager 1 Process Manager 2 PRocess ManagerNManager  1 Manager  2 Manager N Maintenance and Support BPM Projects © ELO Group all rights reserved. Source: based on Jeston & Nelis, 20087272
  73. 73. Management by Process evolution over time © ELO Group all rights reserved. Source: COPPE/UFRJ, 2007 7373
  74. 74. 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
  75. 75. 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
  76. 76. Governance Evolution over time ‐ example © ELO Group all rights reserved. 7676
  77. 77. Final Points - Some Statistics Publication of 10 papers about the frameworks Application of the framework at 15 organizationsApplication of the framework at 15 organizations Courses for more than 150 people about the  f kframework © ELO Group all rights reserved. 7777 7777
  78. 78. Learning Points Emphasizing and splitting BPM CoE’s main services at: 1 Process Improvement Projects1. Process Improvement Projects 2. 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 g CoE’s services more effectively © ELO Group all rights reserved. 7878 7878
  79. 79. Current Research – Ideas on Improving theon Improving the Framework © ELO Group all rights reserved.
  80. 80. BUSINESS STRATEGY © ELO Group all rights reserved. PROCESS EXECUTION
  81. 81. BUSINESS STRATEGY PROJECT BASED WELL DEFINED SCOPES STRONG INVOLVEMENT OF BPM OFFICE INVOLVES MULTIPLE AREAS PROCESS IMPROVEMENT PROJECT INVOLVES MULTIPLE AREAS  SIGNFICANT COSTS TRANSFORMATION INTENSIVE Performance PROCESS IMPROVEMENT PROJECT Tempo Breakthrough Improvement PROCESS REDESIGNED IMPLEMENTED WITHIN NEWS SYSTEMS, COMPETENCES, CONTRACTS, ETC © ELO Group all rights reserved. PROCESS EXECUTION
  82. 82. BUSINESS STRATEGY ON GOING BASED OPEN SCOPE LIGHTLY DEPENDENT OF BPM OFFICE INVOLVES FEW AREAS PROJECT BASED WELL DEFINED SCOPES STRONG INVOLVEMENT OF BPM OFFICE INVOLVES MULTIPLE AREAS DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECT INVOLVES FEW AREAS  INCREMENTAL COST CONTINOUS IMPROVEMENT ORIENTED INVOLVES MULTIPLE AREAS  SIGNFICANT COSTS TRANSFORMATION INTENSIVE PerformancePerformance DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECT Contínuous Improvment TempoTempo p Breakthrough Improvement PROCESS VISIBILITY & CONTINUOUS IMPROVEMENT PROCESS REDESIGNED IMPLEMENTED WITHIN NEWS SYSTEMS, COMPETENCES, CONTRACTS, ETC © ELO Group all rights reserved. PROCESS EXECUTION
  83. 83. BUSINESS STRATEGYANNUAL BASED PROCESS PLANNING ALIGNED WITH BUSINESS STRATEGY PROJECT PORTFOLIO COMPOSITION AND PRIORITIZATION HIGH 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 Contínuous Improvment TempoTempo p Breakthrough Improvement PROCESS VISIBILITY & CONTINUOUS IMPROVEMENT PROCESS REDESIGNED IMPLEMENTED WITHIN NEWS SYSTEMS, COMPETENCES, CONTRACTS, ETC © ELO Group all rights reserved. PROCESS EXECUTION
  84. 84. What’s missing? © ELO Group all rights reserved.
  85. 85. BUSINESS STRATEGYANNUAL BASED PROCESS PLANNING ALIGNED WITH BUSINESS STRATEGY PROJECT PORTFOLIO COMPOSITION AND PRIORITIZATION HIGH SINERGY WITH OTHER SUPPORT INITIATIVES  COMMUNICATION OF BPM ACTIVITIES AND RESULTS ACHIEVED BPM STRATEGY DAY TO DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECT BPM Maturity & PerformancePerformance DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECT& Governance Contínuous Improvment TempoTempo BUSINESS TRANSFORMATION ACCOUNTABILITIES  BUSINESSp ov e t Breakthrough Improvement  BUSINESS TRANSFORMATION CAPABILITY EVOLUTION PROCESS VISIBILITY & CONTINUOUS IMPROVEMENT PROCESS REDESIGNED IMPLEMENTED WITHIN NEWS SYSTEMS, COMPETENCES, CONTRACTS, ETC © ELO Group all rights reserved. PROCESS EXECUTION
  86. 86. BUSINESS STRATEGY Strategic Planning BPM Project Portfolio BPM Consolidadted Results BUSINESS STRATEGY BPM STRATEGY P01 Strategy Translation into Processos P02 Run Process Satisfaction Survey P03 BPM Project Portfolio Generation P04 BPM Project Planning & Budgetig P05 BPM Project Portfolio Management P06 BPM Results & Culture Dissemination BPM STRATEGY DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECT BPM Maturity & BPM Demands BPM Project Plan BPM Process Results Process Operational Goals M01 BPM Maturity and PerformancePerformance DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECT& Governance Maturity and Governance Contínuous Improvment TempoTempo p Breakthrough Improvement PROCESS VISIBILITY & CONTINUOUS IMPROVEMENT PROCESS REDESIGNED IMPLEMENTED WITHIN NEWS SYSTEMS, COMPETENCES, CONTRACTS, ETC © ELO Group all rights reserved. PROCESS EXECUTION
  87. 87. BUSINESS STRATEGY Strategic Planning BPM Project Portfolio BPM Consolidadted Results BUSINESS STRATEGY BPM STRATEGY P01 Strategy Translation into Processos P02 Run Process Satisfaction Survey P03 BPM Project Portfolio Generation P04 BPM Project Planning & Budgetig P05 BPM Project Portfolio Management P06 BPM Results & Culture Dissemination BPM STRATEGY DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECT BPM Maturity & BPM Demands BPM Project Plan BPM Process Results Process Operational Goals M01 BPM Maturity and BPM Project Plan BPM Process Results EXECUTE BPM PROJECTS M01 BPM Maturity and PerformancePerformance DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECT& Governance Maturity and Governance E01 Process Vision E02 Process Performance EXECUTE BPM PROJECTSMaturity and Governance Contínuous Improvment TempoTempo E02 Process Understanding (AS IS) E03 Gains & Improvement Analysis Tempo p Breakthrough Improvement E04 Process Redesing & Preparare Implantation E05 Implement Redesigned Process & Roll Out Breakthrough Improvement Controls (RISK MAN.) New Competences (HR MAN.) New Systemns (IT MAN.) Policies & Standards (COMPLIANCE MAN) Organizational Structure Redesign © ELO Group all rights reserved. PROCESS EXECUTION
  88. 88. BUSINESS STRATEGY Strategic Planning BPM Project Portfolio BPM Consolidadted Results BUSINESS STRATEGY BPM STRATEGY P01 Strategy Translation into Processos P02 Run Process Satisfaction Survey P03 BPM Project Portfolio Generation P04 BPM Project Planning & 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 BPM Process Results Process Operational Goals M01 BPM Maturity and BPM Project Plan BPM Process Results EXECUTE BPM PROJECTS M01 BPM Maturity and BPM Demands Process Operational Goals DAY-TO-DAY PROCESS MANAGEMENT M01 BPM Maturity and PerformancePerformance DAY-TO-DAY PROCESS MANAGEMENT PROCESS IMPROVEMENT PROJECTMaturity and Governance E01 Process Vision E02 Process Performance EXECUTE BPM PROJECTSMaturity and Governance D02 Process Learning Performance DAY TO DAY PROCESS MANAGEMENT Maturity and Governance Contínuous Improvment TempoTempo E02 Process Understanding (AS IS) E03 Gains & Improvement Analysis Tempo Continuous Improvment g Tempo p Breakthrough Improvement E04 Process Redesing & Preparare Implantation E05 Implement Redesigned Process & Roll Out Breakthrough ImprovementD03 Implement Continuos Improvement and D01 Performance, Risks & Compliance Monitoring Controls (RISK MAN.) New Competences (HR MAN.) New Systemns (IT MAN.) Policies & Standards (COMPLIANCE MAN) Organizational Structure Redesign Continous Improvement Risk & Non conformities (AUDITING) Performance Value & Ocurrences Process Visibility © ELO Group all rights reserved. PROCESS EXECUTION
  89. 89. Strategic Planning BPM Project Portfolio BPM Consolidadted Results BUSINESS STRATEGY P01 Strategy Translation into Processos P02 Run Process Satisfaction Survey P03 BPM Project Portfolio Generation P04 BPM Project Planning & 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 BPM Process Results Process Operational Goals M01 BPM E01 Process Vision PerformancePerformance DAY-TO-DAY PROCESS MANAGEMENT EXECUTE BPM PROJECTS M01 BPM Maturity and Governance Continuous Improvment E02 Process Understanding (AS IS) E03 Gains & Improvement Analysis D02 Process Learning TempoTempo Improvment E04 Process Redesing & Preparare Implantation E05 Implement Redesigned Process & Roll Out D03 Implement Continuos Improvement and D01 Performance, Risks & Compliance Monitoring p Breakthrough Improvement Controls (RISK MAN.) Continous Improvement Risk & Non conformities (AUDITING) Performance Value & Ocurrences New Competences (HR MAN.) New Systemns (IT MAN.) Policies & Standards (COMPLIANCE MAN) Process Visibility Organizational Structure Redesign © ELO Group all rights reserved. PROCESS EXECUTION
  90. 90. Practical Application and Case StudiesCase Studies © ELO Group all rights reserved.
  91. 91. “Leadership on BPM ideas, methods and results in Brazil” ThanksThanksThanksThanks leandro.jesus@elogroup.com.brleandro.jesus@elogroup.com.br www.elogroup.com.brwww.elogroup.com.br

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