Project: Establishing a value-driven BPM-

Discipline
Project Template, BPI620

BPM-D Dr. Mathias Kirchmer, Trevor Naidoo; Ginny Youngblood

 Basis of the Document: BPM-D Approach to
Setting up a BPM Center of Excellence
Steps to set up a BPM-Discipline

Value-driven Vision / Mission Stakeholder Expectations (Customers)

Value-driven Process Management Services (Offerings)

Operating Model and Process Definitions (Process of Process Management)

Organization Roles / Responsibilities Capability Development

Project Standards Asset Planning Stand. Asset Execution Stand.

Value-driven Roll-out Plan (BPM Agenda)

Source: Kirchmer, M.: High Performance through Process Excellence From Strategy
to Execution with Business Process Management, Berlin, New York, e.a. 2011.
Copyright BPM-D 2015
2
Background
Provide a short background on your organization.
What are some of the major challenges and/or opportunities for the organization?

Copyright BPM-D 2015

3
 BPM Strategy Process Impact Matrix
<Process Impact Matrix, look at Value Driven Business Process Management Book for
example >
Key Processes: Key Strategic Objectives:
CONCEPT
Developing an understanding of the individual needs of the consumer ?
Defining the project, the proposed model, and the quantity
Establishing a team to oversee the project
Identifying and procuring needed materials from suppliers
PREDEVELOPMENT
Preparing a prototype to layout manufacturing plan
Test the specifications of the prototype (e.g., noise levels, energy
consumption, size, efficiency)
Auditing of the safety and compliance of the device
Finalizing plans for the compressor with the customer
Settling financing and complete order
Developing a management plan and operations for large scale project
MANUFACTURING
L arge-scale manufacturing of the compressor
M anaging manufacturing and production
Random testing to ensure safety and compliance
Begin modification of details and specifications
Complete construction and begin shipping
SERVICE OPERATIONS
M aintenance of the compressors
Fulfilling warranty obligations
Providing services as appropriate
Updating customer products
Copyright BPM-D 2015
4
BPM Strategy Process Maturity Assessment
<Process Maturity Assessment, look at Value Driven Business Process Management Book
for example >

Sample Process Maturity Assessment:

Copyright BPM-D 2015

5
BPM Strategy Purpose of Program
<The vision defines in 1-2 sentences your medium and long-term intent for the BPM-
Discipline. It answers the question Why do I need it?>

<The mission describes in 1-3 sentences how you achieve the vision, what you do in the
short and medium term.>

<This will be develop in a draft version and adjusted after the stakeholder input. It is key to
understand the real needs of the stakeholders and have a vision/mission that fits. Vision and
Mission explain your value proposition to the organization. Here you have the 5 min elevator
speech.>

<The name for the BPM-Core Organization (BPM CoE) should reflect Vision and Mission.>

Copyright BPM-D 2015

6
BPM Strategy Stakeholder Expectations
<Identify the key stakeholders. Who could be interested in the BPM related services? Who
would be the key buyers and/or supporters of the BPM-Discipline? How are they effected
by our Digital World?>

<What are the issues of those stakeholders in their specific areas as well as for the overall
organization? This needs to be kept general, it is not yet about BPM but about the general
business issues so that we find out where are opportunities to help.>

<Now we can verify and fine tune our Vision and Mission based on the learnings from the
stakeholders.>

Copyright BPM-D 2015

7
 Change Management
<Which process/es would you automate and why?
Identify at least one process innovation for your company
Define a process change management strategy for your company>

Copyright BPM-D 2015 8

Value-driven BPM Services (Offerings)
<Identify how the BPM-Discipline delivers value based on the input from the
stakeholders. What are the services we plan to deliver so that we address the
issues and needs of the stakeholders? Keep the list of possible services realistic,
think about how much you really can deliver.>

<Dont try to position just what you have. If you have capabilities that do not
fit or if you need different ones that are of high importance for key services, the
necessary capabilities need to be delivered.>

<For each offering you should define the trigger (Which issues does it address),
the key delivery activities, and the value (What outcomes does it provide to
address the issues?).>

Copyright BPM-D 2015

9
Offerings of a BPM Discipline Examples
Improvement Projects (incremental)
Transformation Programs
Continuous Improvement support
Standardization and Compliance Initiatives
Process Automation
ERP Roll Out support
Identify and Prioritize Change Initiatives
Value Realization (after projects end)
Project Management
Change Management Information, Communication, Training
Training of BPM related topics
Run BPM Community
Enterprise Process Repository (Enterprise Architecture)
Process and Data Governance
Identification of BPM related innovations
Management of BPM related Vendors/Partners

Copyright BPM-D 2015

10
Operating Model and Process Definition
(Process of Process Management)
<Identify and define the BPM processes necessary to deliver the offerings and keep the
BPM Core Organization and other components of the BPM Organization up and
running.>

Copyright BPM-D 2015

11
 Process of Process Management
Example for top level definition
Project-focused Processes Asset-focused Processes
BPM Project Planning BPM Assets - Planning
Process Strategy Enterprise Architecture
Processes
Planning

Manage Use Cases

FrameworkInformation Models

Target Value Process Agenda BPM Capability

Process & Data Governance
Segmentation Responsibility Gov. Process

BPM Project Execution BPM Assets - Execution

Improvement Projects Improvement Approaches
Processes
Execution

Program/Project

Launch Execute Conclude TransformationIncremental Impr.

Continuous Impr.

People
BPM Operations Enablement
Change Management Community Management

BPM Management Tools &Technologies

Analysis/Design
Value RealizationVendor Manag.Managed Services
Impl./Execution Control Collaboration

Fully implemented Planned

Partly implemented Currently not considered Copyright BPM-D 2015
12
Organization
<Define the structure of the BPM Core Organization as well as it is integrated into the
overall organizational structure. The BPM-D best practice guidelines for the BPM
organization can be applied here. A key topic is centralization and decentralization of
BPM units.>

Copyright BPM-D 2015

13
Roles and Responsibilities
<The roles and responsibilities are defined based on the Operating model and the
offerings of the BPM-Disciline. The roles do not need to be fulltime roles. One person can
play multiple roles.>

<You may use a RACI diagram to define responsibility, accountability, consult and
inform.>

<Identify also the roles you need outside the BPM Core Organization, e.g. process
owners.>

Copyright BPM-D 2015

14
 BPM-D Organization Framework:
Key groups of BPM roles

Copyright 2014 BPM-Discipline Assets LLC All Rights Reserved

Copyright BPM-D 2015

15
Capability Development
<This should include at least a training and education plan for the members of the BPM
Core Organization, ideally also for the extended BPM organizations (Process Owners,
etc.). This can be developed based on a brief capability maturity assessment based on
the planned BPM offerings and the process of process management.>

<The results of this plan will also be included in the roll out plan/BPM Agenda. The
target improvement initiatives may also be an additional input to shape and adjust this
plan.>

Copyright BPM-D 2015

16
Value-driven Roll-out plan (BPM Agenda)
<This section includes the development of a first BPM Strategy or BPM Agenda that can
be used as a roadmap to roll out the BPM-Discipline. In a best case scenario the BPM-
D Strategy approach is used. In many cases you may have to start with a simpler
version consisting of a small list of no regret improvement initiatives, related BPM
capability building and asset development activities as well as high level business
cases.>

<Key is to show how you deliver immediately value while developing your BPM
Capabilities.>

Copyright BPM-D 2015

17
First Pilot Project
<Describe the first pilot initiative conducted by the BPM-Discipline. This should include
the business issue, the expected outcome and value, time, cost, deliverable planning.
The initiative should include the delivery of tangible business value and the
establishment of new sustainable BPM capabilities.>

Copyright BPM-D 2015

18
Business Case
<Business Case template see excel provided>

Copyright BPM-D 2015

19
Thank You!
www.bpm-d.com