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.

1. Building a BPM Capability
– The journey at Deloitte so far…
Raymond Danton
IT Director, Deloitte Australia

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 and
independence checking means more opportunity for errors
 Reduce Costs
 The need for more agility as we grow…

3. First steps
 Once Appian software selected and purchased by
Deloitte we did the following:
 Contacted & met with other customers to learn from their
experience (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 this
successful!

4. Building the BPM Centre of Excellence
 The main themes we identified…
1. Defined BPM Guiding Principles
Development and
Support Approach
BPM Guiding
Principles

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 6
Service
Request 1
Service
Request 2
Service
Request 3
• A service request will be broken into work
packages through the development of user stories
to enable solution development
• Each release will contain a number of prioritised
work packages
Log
Changes
Create/Update
User Story
Review/Approve
Mock Up
Delivery Methodology
Planning
Work
Package 2
Work
Package 1
Work
Package 3
Build
Work
Package
Approved
Work
Package
Prioritised

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 and
complements existing Deloitte Governance processes (slide 8)

7. BPM Maturity Assessment
7
Vacuum Perfect Match
No Action Zone Over - Engineering
Capability
Demand
We are here!
We need to be here
A highly skilled BPM group are empowered
by senior organisational stakeholders to drive
continual process improvement to enhance
value and boost organisation performance
Sufficient BPM capability exists in the
organisation, however a lack of demonstrated
value and outcomes reduces support for BPM
resulting in lost opportunities to improve
organisational performance
Demand for BPM services is high however the
organisation lacks the capability to meet
demand and deliver value to the organisation
and must rely heavily on external resources to
provide capability
Limited understanding of the value of BPM and
a lack of capability severely limit opportunities
to improve organisational performance and any
BPM initiative utilises external resources

8. Building the BPM Centre of Excellence.
 The main themes we identified…
3. The BPM Maturity Model
4. The importance of a clear Governance Structure, that fits and
complements existing Deloitte Governance processes (slide 9)

9. BPM Governance Structure
NIO, Service Line and ITS Project Teams
Enterprise Projects Teams
BPM Centre of Delivery (Meet Monthly)
ITS PMO (A .Hills) ITS ADS (B .Crawley)
Project Teams:
• Responsible for all aspects of delivery
of end-to-end project, including
requirements gathering and testing.
• Accountable for successful
achievement of project outcomes
within time and budget.
• Approve all scope changes that affect
schedule or budget, approves and
accepts all final deliverables.
• Manage assigned resources,
dependencies and service providers.
• Gain approval for BPM dependant
deliverables from BPM COE
9
BPM Centre of Excellence (Meet Weekly)
Service Line and ITS Project Teams
Non-Enterprise Projects Teams
Application / BA
SME’s as requested
BPM Centre of Strategy / I&G
Firm-Wide Lead, Service Lines
and IT Project Teams
Enterprise Projects Teams
IT PMO rep
IT Apps
Development lead
BPM Centre of Delivery:
• Accountable for development of BPM
Roadmap.
• Approves changes to BPM
governance and procedures
proposed by the BPM COE.
BPM Centre of Excellence:
• Accountable for the delivery of
quality BPM solutions through impact
assessment, design, development
and support of BPM solutions.
• Provide development resources to
build and support BPM solutions.
• Provide project teams with support
and best practice recommendations.
• Oversee and influence all aspects of
BPM solutions.
• Provide continuous improvement
suggestions on governance, process
and best practice.
9
BPM Centre of Strategy:
• Accountable for approving
project Business Cases and
funding requests.
• Prioritises and approves BPM
roadmap.
BPM Centre of Excellence (Meet Weekly)
Service Line and IT Project Teams
Non-Enterprise Projects Teams
Application / BA
SMEs as requested

10. Integration with IT processes
 BPM Support Model
 Ensured that Appian is integrated into our Service Management
Processes (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 Service
Helps 1st Level Service Desk in resolving issues easily &
minimising support work for our core BPM team

11. Quick Win!
 Travel Approval Process
 Mobile enabled for iPad, iPhone, Android, and
Blackberry
 Uses the Appian Mobile App
 Developed in a couple of weeks

12. Big Win!
 Onboarding and ongoing maintenance of client data into
our 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 the
system
 External calls to Dunn & Bradstreet for ABN, CAN, ABR,
Dunns Numbers etc.
 Internal integration to other systems also required

13. Lessons Learned
 Select well understood, simple business processes to begin
with (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 wins
especially in the beginning
 Hire at least one person with as much experience in your
BPM product as you can find