Building Out Business Process Capabilities With Business Process Centers of Excellence

1. NOTICE: Proprietary and Confidential
This material is proprietary to Centric Consulting, LLC. It contains trade secrets and information which is solely the property of Centric Consulting, LLC. This
material is solely for the Client’s internal use. This material shall not be used, reproduced, copied, disclosed, transmitted, in whole or in part, without the express
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© 2013 Centric Consulting, LLC. All rights reserved
Business Process Excellence (PEX):
Building-out Business Process Capabilities
At Centric, we deliver unmatched client experiences that center on
collaboration. Working together, we implement lasting solutions that work.
Solutions that matter.

2. AGENDA
• Introduction to Process Excellence
• Business Process Capability Maturity Model
• Leveraging COE’s as an Accelerator
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3. WHAT DO ALL THESE METHODS HAVE IN COMMON?
Business Process Excellence (PEX):
Achievement of superior business performance through
ongoing process management and resulting process
optimization.
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KaizEn
TQM
Continuous Improvement

4. Most companies employ a relatively small team of BPI/PEX practitioners
that tend to report across a multitude of departments within organizations
SIZE AND REPORTING RELATIONSHIP OF PROCESS TEAMS
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2%
2%
4%
8%
13%
16%
17%
25%
0% 5% 10% 15% 20% 25% 30%
Human Resources
Engineering
IT
COE
Quality
Business Units
Operations
Process Improvement Group
Departmental Responsibility
Many organizations
do deploy PEX
practitioners through
Centralized Teams
SOURCE: SPECIAL REPORT: ALIGNING STRATEGY WITH OPEX TO DRIVE SUSTAINABLE,
ENTERPRISE-WIDE TRANSFORMATION; PEX PROCESS EXCELLENCE NETWORK 2015/16
6%
5%
8%
24%
58%
0% 10% 20% 30% 40% 50% 60% 70%
200+
100 - 200
50 - 100
10-50
0-10
BPI Team Size
(FTE’s)

5. Business Process Improvement: involves the redesign of core
business processes to achieve dramatic improvements in cost,
productivity, cycle-times and quality.
WHY PROCESS EXCELLENCE?
• Service & Quality: Meeting and
exceeding customer expectations
around quality, customer service
and responsiveness. Producing
with minimal defects.
• Cost Effectiveness: Managing
total costs to enhance customer
and shareholder value as well as
drive competitive advantage in the
marketplace
• Reliability: Maintaining
predictable, repeatable and
consistent operational
performance.
• Scalability: Providing the
operational foundation to
effectively scale and support top
line growth without large increases
in headcount and cost
• Flexibility & Responsiveness:
Enabling the organization to pivot
and better respond to shifting
market and customer demants;
Typical
Performance
Impacts
What Does PEX Enable?
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Client

6. 5/10/2016 6
WHY EVOLVE TO A MORE ROBUST BPE CAPABILITY? FINANCIAL OPPORTUNITIES
Integrated BPI / Technology initiatives often provide significant tangible
benefits to the organization and result in better aligned business &
technology solutions
Survey of Business Process Initiatives
ROI After Project Roll-Out
* BPTrends; A Survey of Business Process Initiatives, 2007
Developing a broader PEX Capability helps provide visibility to project cost
benefit as well as improving overall project ROI

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BUSINESS PROCESS CAPABILITY MATURITY MODEL
Stage 1:
Process Aware
Stage 2:
Coordinated
Process
Stage 3:
Cross-Functional
Process Mgmt
Stage 4:
Goal-Driven
Processes
Stage 5:
Optimized
Processes
Developing BPE Capabilities reduces reliance on external consultants

8. Though there is a critical mass of companies at more advanced maturity
levels, the vast majority of your peers are in early stages of process
maturity
WHERE ARE YOUR PEERS RELATIVE TO THE PROCESS MATURITY CURVE?
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10%
13%
15%
26%
36%
0% 5% 10% 15% 20% 25% 30% 35% 40%
No PEX Program
Small Scale Process Pilot
Have FTE's But No Formal Program
One or More BU's
Enterprise Wide Program
Scope of Process Efforts
Majority of
organizations
are at CMM
level 0 -2
SOURCE: SPECIAL REPORT: ALIGNING STRATEGY WITH OPEX TO DRIVE SUSTAINABLE,
ENTERPRISE-WIDE TRANSFORMATION; PEX PROCESS EXCELLENCE NETWORK 2015/16

9. Our recommended BPI Program approach is to leverage a centralized
Enterprise BPI Enablement Team/Center of Excellence (CoE).
Process
Team/BU
3
Process
Team/BU
2
Process
Team/ BU
1
BPI
CoE
BPI Program/Project Governance
Provide Cross-Organization Governance & Coordination
• Drive governance, standards and policy
• Provide leadership and expertise pertaining to business process improvement and
operational excellence
• Be the central utility in the identification, prioritization and coordination of cross-
organization BPI efforts
• Maintain overall implementation roadmap / change plan
• Facilitate BPI Advisory Team / Steering Team involvement
Enable a Process Driven Culture to Accelerate Value Delivery
• Provide education to the business on BPI
• Assist operating groups in identifying & prioritizing opportunities
• Facilitate process improvement across functional areas/business units to increase
savings (minimize sub-optimizations)
• Provide expert process and technology skills and resources to help deliver
initiatives
• Develop, maintain and make available best practice methodologies, templates and
tools
• Facilitate knowledge transfer of best practices, opportunities and lessons learned
across company
• Provide flex resource capacity for operating groups
Build Sustaining Capability throughout Organization
• Assist operating groups in the development of internal operational improvement and
BPI technology capabilities (infrastructure, training, leadership development,
performance mgmt., etc.) to manage process on an on-going basis
BPI CENTER OF EXCELLENCE ENABLEMENT MODEL
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10. FUNCTION OF THE BPE COE - POTENTIAL OPERATING MODEL
The BPE COE acts as an internal consultancy that provides services to multiple
BPE projects, programs and initiatives. It also establishes BPE guidelines,
standards and tools, and provides services that enable the enterprise to adopt and
evolve its BPE competency over time.
Engagement Mgt
& Delivery
Planning, preparing and
delivering engagements
at the highest quality
level
COE
Strategic
Intent
Mobilization
& Prep
Delivery
Quality
Assurance
Pipeline Mgt /
Prioritization
Opportunity
Identification
Awareness/
Relationship
Mgt
Financial
Mgt
Training/
Resource
Development
Demand &
Resource
Planning
Toolset /
Methodology
Development
Alliances
Governance
Opportunity
Identification
Generating demand for BPE COE
services and management of
opportunity pipeline.
COE Practice Mgt
Developing and managing
the COE practice required
to support day-to-day
operations
COE Functions to be Considered
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11. ESTABLISHING A PEX COE
• Reporting Structure of the PEX COE: Initially BPE
COE’s typically report to either the IT or the Business and
evolve to a hybrid model over time.
• COE Charter, Services and Operating Vision:
Determine the scope of the COE and how it will operate
within business units and across the Enterprise
• COE Resource Model: Define roles, skill-sets, and
capacity required. Close on approach to source, develop,
and manage BPE practitioners across the Enterprise and
the BU’s
• Common Methodology and Tools: Collaboratively
determine relevant BPE methodologies and tools for use
within the Enterprise. Decide on governance model to
ensure consistency
• Implementation Approach and Plan: Evaluate
potential implementation and phasing options and decide
on approach, staging and high-level timing of standing up
the COE.
• Don’t Overburden or
Complicate Process Work:
Making process work too
bureaucratic and overly complicated
can derail a PEX program.
• Modeling - avoid requiring as-is
models in detail (task-level) and
for every process
• Project Work Plans - create
project templates to accelerate
project startup, and ensure
consistency; however, avoid
requiring burdensome amounts
of detail and upkeep
• Align with and Avoid
Redundancy with Other
Governance Efforts: Avoid
overlaps with other established
groups and governing bodies as this
could lead to diminished
accountability and conflicts of
interest.
Key decisions and common pitfalls to avoid:
Decisions Common Pitfalls
Source: Elise Olding. “Best Practices and Pitfalls for Business Process Competency Center Success” Gartner, March 22, 2010
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12. 12
The CoE collaborates with and enables Business Units to become self-
sufficient over time by building BPI capabilities within their businesses
transitioning to a Federated model augmented by a centralized CoE.
Level of
Support
FacilitatedCOE Led BU Led
Progression over time to BU’s
becoming self-sustaining
CoE Collaboration and Engagement Model
CoE and Business Unit Complete
Business Diagnostic and Determine
Highest Impact Projects
CoE and Business Unit Jointly
Complete High Impact Delivery Projects
Business Unit Begins to Own and Lead
Continuous Improvement Efforts
BPI CoE
Business
Units
* Each business unit
leveraging BPI
needs to plan to
allocate, hire, or
augment externally
these roles for on-
going BPI Projects
dependent upon the
project scope and
their resource
bandwidth
* Our clients typically leverage
external BPI SMEs (subject matter
experts) to build internal
capabilities/train resources
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BPI COE ENABLEMENT & GOVERNANCE MODEL

13. EPMPO / BU ROLE IN BPE GOVERNANCE
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BU’s will conduct discrete projects, participate in enterprise project portfolio
decisions and contribute resources to cross-BU business process work
BU COO’s are members of the EPMO Steering
Committee which assesses and approves
projects across the enterprise
BU COO’s and their respective BPE Leads will
participate in defining the Charter and
Strategy of the Enterprise BPE COE
BU COO’s Contribute their respective BU BPE
resource participation on cross – enterprise
BPE projects
BU COO’s can solicit assistance from
Enterprise COE resources on select BPE
engagements within their BU
BU COO’s work with their respective BPE
Teams to ensure adherence to Enterprise BPE
guidelines and project controls / phase-gates
BU COO’s hire and develop BU level BPE
resources and capacity based on projected
needs
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14. Companies who that have committed to evolving Business Process
Excellence capabilities are focused on using it to deliver on their most
strategic initiatives
ROLE OF PROCESS / OPERATIONAL EXCELLENCE FUNCTION
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9%
12%
17%
23%
33%
0% 5% 10% 15% 20% 25% 30% 35%
A way to deliver culture and leadership
change across the organization
A way to improve the quality of a product or
service
A way to cut costs by improving productivity
and/or reducing headcount
A way to improve customer satisfaction
through better quality and efficiency
A way to help organization deliver its
strategic objectives
Role of Process/Operational Excellence
Within Organizations
SOURCE: SPECIAL REPORT: ALIGNING STRATEGY WITH OPEX TO DRIVE SUSTAINABLE,
ENTERPRISE-WIDE TRANSFORMATION; PEX PROCESS EXCELLENCE NETWORK 2015/16

15. 5/10/2016 15
Questions?
Chicago Land Business Consulting Lead: Mark Buchynski
Mark.Buchynski@centricconsulting.com
National Centric PEX Lead : Thomas Ujvagi
Thomas.Ujvagi@centricconsulting.com