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Appian BPM and Building a Centre of Excellence

Presented at the Gartner BPM Conference in Sydney, Australia on May 14th 2013. This presentation discusses building a Centre of Excellence or BPM Competency. Deloitte Australia began the journey in mid 2012 with no capability of experience in house and the presentation summarises our effort to build a framework to support developing enterprise workflows, including our Guiding Principles, Policies, the Maturity Model we developed, the governance structures required, support model, and lessons learned.

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Appian BPM and Building a Centre of Excellence

  1. 1. Building a BPM Capability– The journey at Deloitte so far…Raymond DantonIT Director, Deloitte Australia
  2. 2. The Drivers for BPM at Deloitte Rapidly growing Business Environment over last five years 25% YoY growth Many manual, time consuming business processes – e.g. Accounts Payable Travel request and approvals Risk Mitigation – increasing complexity in compliance andindependence checking means more opportunity for errors Reduce Costs The need for more agility as we grow…
  3. 3. First steps Once Appian software selected and purchased byDeloitte we did the following: Contacted & met with other customers to learn from theirexperience (Lend Lease, Australia) Identified a pilot process to build Established our BPM IT Infrastructure Decision to build a BPM Centre of Excellence (CoE) Research told us this was best practice Other customers were doing this We needed dedicated focus and resource to make thissuccessful!
  4. 4. Building the BPM Centre of Excellence The main themes we identified…1. Defined BPM Guiding PrinciplesDevelopment andSupport ApproachBPM GuidingPrinciples
  5. 5. Building the BPM Centre of Excellence The main themes we identified…2. Defined BPM Policies Development & Support approach How we will do Process Improvement How BPM requests will be reviewed, approved etc.Release 1 Release 2 Release 3 Release 4 Release 5 Release 6ServiceRequest 1ServiceRequest 2ServiceRequest 3• A service request will be broken into workpackages through the development of user storiesto enable solution development• Each release will contain a number of prioritisedwork packagesLogChangesCreate/UpdateUser StoryReview/ApproveMock UpDelivery MethodologyPlanningWorkPackage 2WorkPackage 1WorkPackage 3BuildWorkPackageApprovedWorkPackagePrioritised
  6. 6. Building the BPM Centre of Excellence. The main themes we identified…3. The BPM Maturity Model (see slide 7)4. The importance of a clear Governance Structure, that fits andcomplements existing Deloitte Governance processes (slide 8)
  7. 7. BPM Maturity Assessment7Vacuum Perfect MatchNo Action Zone Over - EngineeringCapabilityDemandWe are here!We need to be hereA highly skilled BPM group are empoweredby senior organisational stakeholders to drivecontinual process improvement to enhancevalue and boost organisation performanceSufficient BPM capability exists in theorganisation, however a lack of demonstratedvalue and outcomes reduces support for BPMresulting in lost opportunities to improveorganisational performanceDemand for BPM services is high however theorganisation lacks the capability to meetdemand and deliver value to the organisationand must rely heavily on external resources toprovide capabilityLimited understanding of the value of BPM anda lack of capability severely limit opportunitiesto improve organisational performance and anyBPM initiative utilises external resources
  8. 8. Building the BPM Centre of Excellence. The main themes we identified…3. The BPM Maturity Model4. The importance of a clear Governance Structure, that fits andcomplements existing Deloitte Governance processes (slide 9)
  9. 9. BPM Governance StructureNIO, Service Line and ITS Project TeamsEnterprise Projects TeamsBPM Centre of Delivery (Meet Monthly)ITS PMO (A .Hills) ITS ADS (B .Crawley)Project Teams:• Responsible for all aspects of deliveryof end-to-end project, includingrequirements gathering and testing.• Accountable for successfulachievement of project outcomeswithin time and budget.• Approve all scope changes that affectschedule or budget, approves andaccepts all final deliverables.• Manage assigned resources,dependencies and service providers.• Gain approval for BPM dependantdeliverables from BPM COE9BPM Centre of Excellence (Meet Weekly)Service Line and ITS Project TeamsNon-Enterprise Projects TeamsApplication / BASME’s as requestedBPM Centre of Strategy / I&GFirm-Wide Lead, Service Linesand IT Project TeamsEnterprise Projects TeamsIT PMO repIT AppsDevelopment leadBPM Centre of Delivery:• Accountable for development of BPMRoadmap.• Approves changes to BPMgovernance and proceduresproposed by the BPM COE.BPM Centre of Excellence:• Accountable for the delivery ofquality BPM solutions through impactassessment, design, developmentand support of BPM solutions.• Provide development resources tobuild and support BPM solutions.• Provide project teams with supportand best practice recommendations.• Oversee and influence all aspects ofBPM solutions.• Provide continuous improvementsuggestions on governance, processand best practice.9BPM Centre of Strategy:• Accountable for approvingproject Business Cases andfunding requests.• Prioritises and approves BPMroadmap.BPM Centre of Excellence (Meet Weekly)Service Line and IT Project TeamsNon-Enterprise Projects TeamsApplication / BASMEs as requested
  10. 10. Integration with IT processes BPM Support Model Ensured that Appian is integrated into our Service ManagementProcesses (ITIL) Defined a BPM Service = “Business Process Management”• Will encompass all associated work relating to BPM CMDB = Configuration Items (CIs) defined and populated Knowledge Base Articles• To include link to both CI and ServiceHelps 1st Level Service Desk in resolving issues easily &minimising support work for our core BPM team
  11. 11. Quick Win! Travel Approval Process Mobile enabled for iPad, iPhone, Android, andBlackberry Uses the Appian Mobile App Developed in a couple of weeks
  12. 12. Big Win! Onboarding and ongoing maintenance of client data intoour CRM system. Extremely complex process with many aspects to it: Where a company has been acquired by another entity Where they may have been de-registered as a company Managing duplicates entries for the same company in thesystem External calls to Dunn & Bradstreet for ABN, CAN, ABR,Dunns Numbers etc. Internal integration to other systems also required
  13. 13. Lessons Learned Select well understood, simple business processes to beginwith (we selected a complex process) Pros: we learned a lot! Cons: we didn’t have the experience to know how best to build it!Rework was necessary. Put in place dedicated BPM Resources – you want quick winsespecially in the beginning Hire at least one person with as much experience in yourBPM product as you can find