Business Process Management Approach
This deck provides a high-level framework to implement business process redesign within a business transformation initiative. It shows how to establish the team, define the approach, and identify some of the deliverables within this track of work.
Building a Common Understanding of Business Process Management
What is Business Process?
A business process is a set of related activities with a defined input and output that
provides value to its customers.
What is the value of Business Process Management (BPM)?
BPM not only improves profitability, but it actually helps create competitive advantage for
companies. How? By using BPM, an organization can standardize processes and
measure key activities for continuous improvement.
What is the industry standard for business process management?
The Business Process Management Institute first developed the standards for the
Business Process Model Notation (BPMN) in the 1990’s. Merging with the association of
Business Process Management Professionals (ABPMP) they define the certification
standards for the Certified Business Process Management Professional (CBMP).
Key stakeholders and project team members need a common understanding of business process
management along with the governing standards that will be used.
Creating the Business Process Management Framework for the
How will Business Process Management fit with the project?
Structured Expert Method for Business Analysis (SEMBA) is a methodology consisting of a
clear framework grounded in proven architectural approaches, enriched with business
process management principles and addressing the effective use of subject matter expertise.
What value does SEMBA Provide to the Cloverleaf project?
SEMBA provides the link between business process modeling, business analysis, software
application implementation, and data management.
The Business Process Management track of work should be part of the ePMO to identify
opportunities within the project as well as identifying potential opportunities and conflicts with other
large-scale change initiatives.
Structuring Business Process Management into the Initiative
Each Level 2 process has dedicated resources that is centered around the process owner.
Each wheel identifies the following:
• The name of the process
• Work stream lead name
• List of key activities / functions
• List of technical applications
• List of application modules
• High-level description of the process
• Listing of interfaces
To ensure success, the project team is organized around core processes to share knowledge and
to efficiently manage the project in focused teams.
Structured Expert Method Business Analysis (SEMBA)
The framework that integrates Business Process Management with the project
Information / Knowledge
Organizational Structure / Job Design
Change Vision and Scope
Analysis and Design Phase
Using its full capabilities, This framework delivers a solid design of the new (To- Be)
situation covering the business context, the business processes and the possible
consequences to the information and IT systems.
SEMBA is a product of Capgemini Consulting
Structured Expert Method Business Analysis Linkages
Business Process Levels Provide Structure
Using BPMN Industry Standards the process levels provide alignment
and integration with other tracks of work within the project
Level 1:Strategic – Identifies the value chain in the organization
Level 2: Tactical Level – Identifies the high-level process
Level 3: Operational Level – Identifies the process activities and tasks.
Level 4: Functional Level – Identifies the work steps and procedures
Each level within the process pyramid provides greater granular detail and emphasizes the
constitution of links between activities and the transformation that takes place within the process.
Business Process Levels Provide Drill Down and Roll Up
Capabilities and Show Relationships to other Processes
A value chain is a chain of primary activities that a business
performs in order to deliver a valuable product or service for the
A process group contains one or more similar process that are
unique to themselves.
Process / Sub-processes contain a set of related
activities that provide value to the customer.
An Activity is a major unit of work to be completed in
achieving the objectives of a process. It has a precedence
relationship with other activities. A Task is a single work
Work Steps / Procedures
Work Steps / Procedures are components of a task.
KPI’s / SLA
KPI’s – Key Performance Indicators define Quality
SLA’s – Service Level Agreements define time
The ability to be innovative and quickly adapt to change can be easily managed by understanding
the relationships and monitoring the operational performance.
Alignment of Business and Technical Requirements at Each
Level of the Process.
e.g. no cards to
e.g. Accommodate as-is
interest rate calculations
Business Continuity / Disaster
Specific technologies to use
(or not use)
e.g. specific threshold for
interest rate calculation
Taxonomy and Folksonomy of
SLA’s Competencies Scripts or
supporting each process step
Logical interfaces, configuring /
functional parameters , SLAs
Activities at each level need to be aligned and sequenced to ensure proper integration
Using the Structured Expert Method Business Analysis (SEMBA) in the Project in the
Cloverleaf Project framework
Data / Information Management
Business Transformation and Change management
Program / Project management
Level 1 Process – Strategic – Value Chain
This illustrated example shows the five stages in this organizations value chain and the
relationship to the corresponding process groups.
The Customer Experience Lifecycle
Approach Target Customer
Customer Orders Product (COP)
Customer Consumes Service (CCS)
Customer Has Question (CHQ)
Bill Day Arrives (BDA)
Customer Pays (CP)
Customer Did Not Pay (CDNP)
Simple diagrams aid in describing the processes that will impact certain parts of the value chain.
Level 1 Process – Strategy – Value Chain shown with Process Groups
Example of a Credit Card Value Chain
and Process Groups
Functions that are out of scope of the project and that will not change are shaded to assist key
stakeholders and project team members understand the impact and relationships.
Level 2 – Tactical – Processes Shows how high-level endto-end work flows
Sub-processes are linked together and defined by functions. High level decisions are identified.
Processes defined within the white outlined boxes indicate where the operation is performed.
Processes have their own specific SLA’s and KPI’s where metrics can be defined.
Level 3 Process Maps Show Activities and Tasks within the SubProcess.
Activities and Tasks are displayed in swim lanes to separate roles, identify decisions, hand-offs, and
systems used to support the process.
Industry standard symbols are used to aid in understanding. Triggering events use different symbols to
determine the path of the workflow. Colors are used to differentiate the type of event.
Level 4 – Functional – Work Steps, Procedures, and
The functional requirements for the
business may include:
• Work Steps
• Check lists
• Other Job Aids
based upon defined
metrics should be used
as needed to assess the
effectiveness of the
process (not the
Not all tasks require or need documented procedures, work steps, or training aids. These are only
necessary when standardization or a level of quality is needed.
Types of Deliverables Common in Business Process Management
• Business Process Approach Plan
• SEMBA Guideline Requirements Management Plan
• As-Is Understanding
• As-Is Process Definition and Narrative
• As-Is Process Map
• Current state Metrics, measures (KPI’s and SLA’s)
• Risks and Assumptions
• Business Capability Assessment
• To-Be Process Definition and Narrative
• To-Be Process Map
• To-Be metrics and measures
• Risks and Assumptions
• Migration Strategy and Plan
• Procedures and Work Steps
Analysis and Planning
• Business Best Practices Assessment Report
• Gap Analysis
• Gap Closure Plan
• SWOT Analysis
• Future State Capability Requirements
• Business Options Report
• Value Realization Approach Plan
• High-level Capability Release Plan
The BPM team relies upon input from other tracks of work, and provides outputs to other tracks of work.
Capability Maturity Management:
Our ability to effectively transition and manage change is based in part upon the current capability
from the business processes.
Level 5: Focus on continually improving process performance
through both incremental and innovative technological
• Focus: Enterprise innovation and continuous improvement
• Quantitative process-improvement objectives for the organization
are established, continually revised to reflect changing business
objectives, and used as criteria in managing process improvement.
Level 4: Sub-processes are selected that significantly contribute
to overall process performance.
• Focus: Quantitative measures
• These are controlled using statistical and other quantitative
techniques based on the needs of the customer, end users,
organization, and process implementers.
It is important to identify and
understand the current capability
level because it will limit the
organization’s ability to implement
and execute the desired change.
Level 3: Processes are well characterized and understood, and
are described in standards, procedures, tools, and methods.
• Focus: Standardization
• Processes are typically described in more detail and more
rigorously than at maturity level 2.
Level 2: An organization has achieved specific and generic goals.
• Focus: Selective project management
• The projects of the organization have ensured that requirements
are managed and that processes are planned, performed,
measured, and controlled.
Level 1: Processes are usually ad hoc and chaotic.
• Focus: Unstructured and informal
• The organization usually does not provide a stable environment.
Capability Maturity Model Integration (CMMI)
Definitions of the levels and Scope ofBusiness Process Change
Business Process Improvement: Incremental changes to process levels at the task level. It is a
systematic approach to closing of process or system performance gaps through streamlining and
cycle time reduction, and identification and elimination of causes of poor quality, process variation,
and non-value-adding activities. Metrics and measures are used to identify problem areas. This is
generally considered an on-going event in mature organizations.
Business Process Alignment: Specific changes to the defined business process that incorporate
the technical functionality that will enhance the business process. Automation of manual tasks;
integration of systems to share information across applications; collaboration enhancements
between work groups or employees; and reporting and analysis of information to make informed
decisions are some of enhancements to the existing process.
Business Process Redesign: Major changes to operational level process or sub-process. This
could also be limited to a single business unit, or functional area often driven by technology, merger,
acquisition, or divestiture.
Business Process Reengineering: The radical reinventing of how business is performed. The
reengineering generally occurs at the strategic level. This level of change generally occurs when the
organization wants to take a new approach to business in ways that is unlike the rest of the industry.
Business Transformation: A major restructuring and realignment of business processes, people /
organization, technology, and information / knowledge management to meet new business
Business Process Management Institute
Business Process Management Professionals (ABPMP)
Certified Business Process Management Professional (CBMP)
Structured Expert Method Business Analysis
Capability Maturity Model Integration (CMMI)
For additional information contact:
George B. Lampere, Ph.D.
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