Contributed on September 26, 2014

2.6K

1.3K

Re architecting the organisation short master class rel 6

Description

Explaining the 7 Enablers of Business Process Management

Transcript

Re-Architecting The Organisation
putting process at the centre of business management
2
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Copyright Notice
Copyright © 2014 Leonardo Consulting. All rights reserved.
Materials used in this seminar are the property of Leonardo
Consulting. Participants are granted a perpetual, non-transferable,
non-exclusive, royalty free licence to use these materials for internal
purposes within their own organisations, but not for the provision of
training internally within their organisations or the provision of training
or other services to third parties on a commercial or any other basis.
The material provided to participants must not be copied, duplicated,
or reproduced in any manner, or transmitted or given to others without
the written consent of Leonardo Consulting.
Release 4.0 August 2014
3
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
I’m Roger Tregear, Consulting Director with Leonardo
Consulting. I spend my working life talking, consulting,
thinking and writing about analysis, improvement and
management of business processes.
+61 (0)419 220 280 || r.tregear@leonardo.com.au
4
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Leonardo BPM Curriculum BPM Consulting Services
BPM Maturity assessment
Process Improvement projects
Process Architecture development
7 Enablers Rollout
Office of BPM development
Process culture development
Executive BPM coaching
Process practitioner coaching
Process performance analysis
Process governance design
Process modelling management
Process automation
BPM capability development
Measuring Processes
3 days of valuable insights into, and practical tools
for, the discovery, definition and management of
effective process performance measures
Improving Processes
This 3-day course delivers practical advice and
tools you can use immediately to generate great
process change ideas. Stop relying on chance.
Process Modelling Excellence
This 1-day, tool-neutral seminar is a breakthrough
experience for modellers and those who manage
them. It will improve your Return on Modelling.
BPTrends Professional Certificate
Over 5 days the Professional Certificate program
teaches a practical approach to analysing,
measuring and improving process performance.
BPTrends Enterprise Certificate
Beyond process improvement, the Enterprise
Certificate 5-day program teaches how to build
and maintain a truly process-centric organisation.
New
Process
Utilisation
potential practices
Derivation
better practices
Enhancement
current practices
Innovation
new practices
analytical
creativecreativecreativecreative
New
Process
New
Process
Utilisation
potential practices
Derivation
better practices
Enhancement
current practices
Innovation
new practices
analytical
creativecreativecreativecreative
5
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Agenda
1. The Process Context
2. 7 Enablers Overview
3. Process Architecture
4. Process Measurement
5. Process Governance
6. Process Change
7. Process Mindset
8. Process Capability
9. Process Support
10. Wrap
6
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
7
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
8
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
but it doesn’t
have to be like that …
9
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Business
Process
Management
10
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
What is a Business Process?
Series of related activities
Triggered by an event
Transforms inputs into outputs
Delivers value (products & services)
to customers and other stakeholders
Includes all of the resources and assets required
for execution of the process
Business processes are the only way any
organisation can deliver value externally
11
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
fault-report-to-resolution process
“My washing
machine won’t
work!”
Customer
Warranty?
Parts
StoreService
Dispatch
Technician
Customer
Call Centre
Customer
VALUE
Which process?
12
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
CHECK
IN
BOARD
PLANE
COMPLETE
FLIGHT
DEPART
AIRPORT
RETRIEVE
LUGGAGE
Cross-Functional Value
13
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Unit
A
Unit
B
Unit
C
Unit
D
Unit
E
Management
Deliver Service
new
need Research & Create
New Service
service delivered
information
requests
Customer
/ User
service
available
Promote
New Service
new service design
new service design
materials
Suppliers
Design & Deliver
New Service
Creating, Accumulating, Delivering Value
Source: Paul Harmon, BPTrends Associates
14
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Process-Centric
Perspective Functional
Organisation
Process
Organisation
Managing resources
Creating,
accumulating,
& delivering
value
15
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
The M in BPM stands for Management.
BPM is a management philosophy.
16
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
a new technology
a project
something to outsource
a passing fad
a quick fix
BPM is NOT …
17
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Bank: $30 million annual savings [USA]
Agency: -22% labour cost [Australia]
Retail: +25% customer satisfaction [Europe]
Manufacturer: -80% reported problems [Asia]
Insurance: -97% assessment time [Australia]
NGO: -80% procurement cycle time [Africa]
Aid: 75% reduction in cost [International]
Regulator: +500% productivity [Mid-East]
Process-based management works
18
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Opportunities, not just Problems
19
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Dissatisfaction
Delight
Expectations
exceeded
Expectations
not fulfilled
Exploration
– go beyond constraints –
Exploitation
– work within constraints –
Ambidextrous
BPM
Source: Michael Rosemann, QUT
20
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
21
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
What problem do we need to solve?
22
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Success Prerequisites
Systemic, consistent approach
Process knowledge
Defined value pathways
Targeted effort
Vision & Leadership
23
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Agenda
1. The Process Context
2. 7 Enablers Overview
3. Process Architecture
4. Process Measurement
5. Process Governance
6. Process Change
7. Process Mindset
8. Process Capability
9. Process Support
10. Wrap
24
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
7 enablers
of
process-based
management
25
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
1. Process Architecture
2. Process Measurement
3. Process Governance
4. Process Change
5. Process Mindset
6. Process Capability
7. Process Support
concrete
& physical
abstract
& subtle
supportive
26
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Architect the
enterprise
keystone artefact
value pathway
prioritisation control
project coordination
visualisation portal
1. Process Architecture
27
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
2. Process Measurement
Measure process performance
If you aren’t measuring
process performance, you
aren’t doing process
management, and can’t
know if you are doing
process improvement
Measures and
measurement methods
28
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
3. Process Governance
Control process performance
process owners are accountable for responding
to process performance anomalies
29
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
4. Process Change
Change processes
As Is / To Be / As Is
Improvement-Innovation
Implementation chasm
Plan for change
Urgency & commitment
Process Change
Management
To Be
As IsTo Do
30
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
5. Process Mindset
Nurture process thinking
measurement-friendly
community-focused
quality-motivated
change-welcoming
challenge-addicted
action-oriented
31
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
6. BPM Capability
Develop BPM skills
consistent, reusable approaches
wide-ranging curriculum
must have inhouse capability
everybody is a process analyst
32
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
7. Support BPM
Establish community support
manage the “process of process”
key role: develop capability
Support/coach, not take over
catalyst for change
maintain & mentor
33
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
1. Architect the enterprise
2. Measure process performance
3. Control process performance
4. Change processes
5. Nurture process thinking
6. Develop BPM skills
7. Support BPM
7 Steps to Performance Excellence
34
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
2 Virtuous Circles
the essence of process-based management
35
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Keep the
Circles Turning
PO circle defines essential role of management
– continuously uncover & resolve current and
emergent performance issues
PI circle seeks, finds, and effects the changes
required to close the performance gaps
Together achieve much more than either alone
‘Circular momentum’ drives improvement and
innovation, resisting influences that seek to
maintain the status quo
36
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
37
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Agenda
1. The Process Context
2. 7 Enablers Overview
3. Process Architecture
4. Process Measurement
5. Process Governance
6. Process Change
7. Process Mindset
8. Process Capability
9. Process Support
10. Wrap
38
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
What is a Process Architecture?
Hierarchical description of processes with related
documents, performance measures, measurement
methods, and governance arrangements
39
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Create,
Acquire &
Grow
Business
Integrate
Product/Service
Definition
Manage Suppliers Produce Product
Support Products
& Services
Define Production
Plan
Provide Parts,
Supplies, GFE &
Tools to Assembly
Assemble &
Deliver Product
Verify Production
Processes
Manage Material
Rqmts
Select Source
Negotiate & Award
Purchase
Contracts
Manage Supplier
Quality
Manage Supplier
Performance
Manage Supply
Base
Manage Gov
Property
Manage Inventory
Define & Manage
Product/Service
Requirements
Plan & Control
Product Service
Design
Concurrently
Develop Product/
Service/Build-to/
Buy-to/Support
Elements
Verify & Validate
Product/Service
Create
Opportunities &
New Markets
Acquire New
Business
Maintain/Grow
Existing
Business
Provide Supply
Support
Provide Field
Services
Provide Retrofit &
Modification
Services
Provide
Instructional
Systems Data &
Training
Provide Technical
Data
Provide Integrated
Support Planning &
Management
Provide System
Support Analysis
Provide Support
Equipment
Provide Financial
Services
Provide Human
Resources
Provide
Communication
Services
Provide Export/
Import Compliance
Provide Safety,
Health & Env.
Services
Provide Legal
Services
Manage Facilities
& Equipment
Provide Integrated
Information
Systems &
Services
Provide Enabling Infrastructure
Manage Non-
Production
Procurement
Provide Flight
Operations
Services
Provide Security &
Fire Protection
Services
Manage Program
Planning &
Execution
Administer
Contracts
Minimize Program
Risk
Provide Integrated
Performance
Mang. (Cost &
Schedule)
Manage IWA
Performance
Manage Programs
Boeing GMS: C-17 Program Value Chain
Ensure Integration
of Strategic Bus. &
Functional
Planning
Ensure
Organizational
Effectiveness
Perform Integrated
Bus Financial
Mang.
Ensure Customer
Satisfaction
Perform Self-
Governance Integrate & Deploy
Processes &
Procedures Strengthen the
Team
Provide Ethics
Guidance
Lead the Enterprise
Communicate
Positions &
Directions
Ensure Quality &
Mission Assurance
Insure Continuous
Improvement
Process Architecture Example
Source: www.bptrends.com
40
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
How is a Process Architecture used?
Visualise organisation’s set of processes
Understand execution of strategic intent
Communicate process information
Concentrate organisational focus on value delivery
Understand process interdependencies
Prioritise process analysis/improvement activity
Coordinate process project portfolio management
Provide repository of process information
41
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Process Architecture Example
42
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Process Architecture & BPM Maturity
Business Process
Architecture in
common use
Source: Paul Harmon, BPTrends Associates
43
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Putting
process
at the
centre …
of EA
44
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Building a Process Architecture
1. Identify the organisation in focus
2. Understand the strategic intent
3. Discover the Customer Value Proposition(s)
4. Name the Value Chain(s)
5. Decompose VC(s) into Level 1 processes
6. Decompose L1 processes into L2 processes
45
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Business Process Architecture Example
Coordinate Other Programs
Advise Government
Lead the Agency
Foster
Relationships
Formulate
Policy
Develop
Business
Plan
Evaluate
Programs
Allocate
resources
Manage
change
Develop
Vision &
Values
Management
Processes
Coordinate XYZ Program
Award
Competitive
Grants (Type A)
Allocate
Regional
Payments
Award
Competitive
Grants (Type B)
Core
Processes
Support the Agency
Support
staff
lifecycle
Maintain
physical
facilities
Deliver
IT
services
Control
financial
resources
Enable
procure
ment
Assure
compliance
Organise
knowledge
Support
Processes
Value Chains
(Level 0 Processes)
Level 1 Processes
46
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Award Competitive Grants
(Type A)
Award Competitive Grants (Type B)
Allocate Regional
Payments
Level 1 Processes Level 2 Processes
Seek
proposals
Monitor
funding
agreements
Decide
funded
projects
Develop
funding
agreements
Resolve proponent
queries
Coordinate XYZ Program
Business Process Architecture Example
47
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Seek proposals
Develop funding agreements
Level 2 Processes Level 3 Processes
Monitor funding agreements
Decide funded projects
Receive
proposals
Decide final
rankings
Evaluate
proposals
Moderate
assessments
Communicate
outcomes
Award Competitive Grants (Type B)
Business Process Architecture Example
48
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Business Process Architecture Example
49
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
50
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Agenda
1. The Process Context
2. 7 Enablers Overview
3. Process Architecture
4. Process Measurement
5. Process Governance
6. Process Change
7. Process Mindset
8. Process Capability
9. Process Support
10. Wrap
51
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Why Measure Process Performance?
Processes are the only way any organisation
delivers value to its customers/stakeholders
No functional entity, by itself, can deliver value to
an external customer
Organisations execute their strategic intent via their
business processes
52
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Good process measures …
highlight performance trends
stimulate good behaviour
align operations and strategy
expose problems
determine priorities
create urgency
encourage improvement
deliver insights
predict outcomes
inspire commitment
53
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
What would be suitable process
performance measures for the
process Evaluate Proposals?
Seek proposals
Develop funding agreements
Monitor funding agreements
Decide funded projects
Receive
proposals
Decide final
rankings
Evaluate
proposals
Moderate
assessments
Communicate
outcomes
Award Competitive Grants (Type B)
54
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
55
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Agenda
1. The Process Context
2. 7 Enablers Overview
3. Process Architecture
4. Process Measurement
5. Process Governance
6. Process Improvement
7. Process Mindset
8. Process Capability
9. Process Support
10. Wrap
56
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Unit
A
Unit
B
Unit
C
Unit
D
Unit
E
Management
Deliver Service
new
need Research & Create
New Service
service delivered
information
requests
Customer
/ User
service
available
Promote
New Service
new service design
new service design
materials
Suppliers
Design & Deliver
New Service
Who is in charge?
57
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Generic Process Governance Model
Executive
Process
Owners
Executive
Process
Owners
Process
Owners
Process
Owners
Office
of BPM
Office
of BPM
Process CouncilProcess Council
CEOCEO
support
chair
secretariat
reporting
58
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Process Owner Proposition
Process Owner is responsible for things over
which she/he has no control?
Process Owner is accountable for responding
when process performance is outside of the
accepted range or trending in that direction.
59
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
What does a Process Owner do?
Strategic, not clerical
Establish measures and targets
Mind the gap
Communicate performance data
Identify process risks
Monitor progress of changes
Exercise influence, not authority
Continuous ‘fault finding’
Be the ‘voice of the process’
60
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Process Council
Whole-of-organisation coordination & oversight
Source of authority
Critical link to strategy management
Separate entity, not an agenda item
Key objectives:
• Ensure BPM correctly aligned with strategy
• Develop policies related to the use of BPM
• Oversight all BPM development activities
• Assess process performance outcomes
• Resolve high level misalignments or conflicts
61
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Generic Process Governance Model
Executive
Process
Owners
Executive
Process
Owners
Process
Owners
Process
Owners
Office
of BPM
Office
of BPM
Process CouncilProcess Council
CEOCEO
support
chair
secretariat
reporting
62
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
63
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Agenda
1. The Process Context
2. 7 Enablers Overview
3. Process Architecture
4. Process Measurement
5. Process Governance
6. Process Change
7. Process Mindset
8. Process Capability
9. Process Support
10. Wrap
64
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
3 frogs were sitting on a log.
1 decided to hop off.
How many are left on the log?
65
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Continuous improvement lifecycle
•current operation
•problems & opportunities
•performance
•target operation
•resolve problems
•realise opportunities
•implement changes
•realise benefits
66
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Stepping Up To Change
1. Increase Urgency
2. Build Guiding Teams
3. Develop a Vision & Strategy
Creating a Climate
for Change
4. Communicate the Change
5. Empower/Enable Action
6. Generate Short-Term Wins
7. Don’t Let Up
8. Make It Stick
Engaging the
Organisation
Achieving
Change
67
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Process Change Management
Create a Climate for Change
Resist temptation to just rush
into modelling and analysis
Properly understand the
problems & opportunities,
and their causes &
constraints
Lay a sound foundation
for the process change
Select
Process
Build
Guiding
Team(s)
#2
Increase
the sense of
urgency
#1
Develop BPM
Vision &
Strategy
#3
Create a Climate
for Change
68
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Process Change Management
Engage the Organisation
Change is cross-functional
Exec support & understanding
Change minds
Develop ongoing capabilities
Publicise the successes
Create & nurture enthusiasm
Communicate
BPM Vision
for buy-in
#4
Enable action &
empower
people
#5
Analyse
Process
Improve
Process
Execute
Changes
Communicate
& celebrate
successes
#6
Consolidate
improvements
& find more
#7
Engage the
Organisation
Communicate
BPM Vision
for buy-in
#4
Enable action &
empower
people
#5
Analyse
Process
Improve
Process
Execute
Changes
Communicate
& celebrate
successes
#6
Consolidate
improvements
& find more
#7
Engage the
Organisation
69
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Process Change Management
Implement & Sustain
As Is / To Be cycle
Exhaust the possibilities
Stage the changes
Ongoing effort required to
maintain the changes
Review & learn to add to
the body of knowledge
Analyse
Process
Improve
Process
Execute
Changes
Ensure changes
are embedded
in culture
#8
Consolidate
improvements
& find more
#7
Implement
& Sustain
70
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Select
Process
Build
Guiding
Team(s)
Increase
urgency
Develop
BPM
Vision…
Commun-
icate
Vision
Enable
action
Analyse
Process
Improve
Process
Execute
Changes
Ensure
changes
embedded
Review
& Learn
Commun-
icate
successes
Consol-
idate &
find more
Create a Climate
for Change
Engage the
Organisation
Implement
& Sustain
Kotter
Change
Model
PI Stage
To maximise the chances
of successful change
Start change management early
Plan to make changes
Recognise cross-functional impact
Include change management in
the ‘process of process’
Process Change Management
71
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
72
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Agenda
1. The Process Context
2. 7 Enablers Overview
3. Process Architecture
4. Process Measurement
5. Process Governance
6. Process Change
7. Process Mindset
8. Process Capability
9. Process Support
10. Wrap
73
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Mindset
Toolset
74
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Process-ready mindset?
measurement-friendly
community-focused
quality-motivated
change-welcoming
challenge-addicted
action-oriented
75
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
BehavioursBehavioursBehavioursBehaviours
Rules/GuidelinesRules/GuidelinesRules/GuidelinesRules/Guidelines
SymbolsSymbolsSymbolsSymbols
Space/LayoutSpace/LayoutSpace/LayoutSpace/Layout
What we sayWhat we sayWhat we sayWhat we say
Way weWay weWay weWay we treat customerstreat customerstreat customerstreat customers
SystemsSystemsSystemsSystemsProcessesProcessesProcessesProcesses
Rewards/sanctionsRewards/sanctionsRewards/sanctionsRewards/sanctions
Some things are aboveSome things are aboveSome things are aboveSome things are above
the ‘waterline’ and arethe ‘waterline’ and arethe ‘waterline’ and arethe ‘waterline’ and are
very apparentvery apparentvery apparentvery apparent
Organisational Culture
Unexpressed ValuesUnexpressed ValuesUnexpressed ValuesUnexpressed Values
BeliefsBeliefsBeliefsBeliefs
MindsetsMindsetsMindsetsMindsets
ThoughtsThoughtsThoughtsThoughts
UnspokenUnspokenUnspokenUnspoken normsnormsnormsnorms
orororor rulesrulesrulesrules
Some things areSome things areSome things areSome things are
below the waterlinebelow the waterlinebelow the waterlinebelow the waterline
and are intangibleand are intangibleand are intangibleand are intangible NeedsNeedsNeedsNeeds ExpectationsExpectationsExpectationsExpectations
FearsFearsFearsFears
“The way we do things around here”“The way we do things around here”“The way we do things around here”“The way we do things around here”
Espoused valuesEspoused valuesEspoused valuesEspoused values
Stated goalsStated goalsStated goalsStated goals
StoriesStoriesStoriesStories
76
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Continuous
problem
finding
Continuous
improvement
R. Tregear. “Continuous Problem Finding”, Practical Process Column, 31 March 2014. www.bptrends.com.
77
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
BPM mindset development
Regular ‘community of interest’ meetings
BPM activities and information web pages
Process Improvement Project reports
Library of BPM literature
Documented success stories
Published process performance results
Suggestion scheme (one that works!)
FAQs
… and anything else that shares and supports
78
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
The most
important
tool is
leadership
79
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
80
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Agenda
1. The Process Context
2. 7 Enablers Overview
3. Process Architecture
4. Process Measurement
5. Process Governance
6. Process Change
7. Process Mindset
8. Process Capability
9. Process Support
10. Wrap
81
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
BPM capabilities – people
BPM knowledge – internal & external
Able to use tools & techniques consistently
Understand methodologies
Properly trained
Practical experience
BPM is part of every role
82
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Building BPM Capability
Define BPM curriculum & learning pathways
Development & maintain artefacts
Including staff in Process Improvement Projects
Visiting speakers on key issues
Publish models & information
Visit other organisations
Conferences, webinars
Internal conferences
Publish case studies
83
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
84
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Agenda
1. The Process Context
2. 7 Enablers Overview
3. Process Architecture
4. Process Measurement
5. Process Governance
6. Process Change
7. Process Mindset
8. Process Capability
9. Process Support
10. Wrap
85
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
86
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
The Office of BPM
aka BPM Centre of Excellence, BPM Centre of
Expertise, BPM Group etc etc
Small
Coordinated (Centralised?)
Focused
Fulltime
Funded
MAIN OBPM TASK IS TO
RAISE THE BPM CAPABILITY
OF THE ORGANISATION
87
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Scoping the OBPM
88
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Office of BPM Involvement
Business Unit Involvement
Scoping the OBPM
Increasing
BPM
Maturity
89
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
90
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Agenda
1. The Process Context
2. 7 Enablers Overview
3. Process Architecture
4. Process Measurement
5. Process Governance
6. Process Change
7. Process Mindset
8. Process Capability
9. Process Support
10. Wrap
91
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
1. Architect the enterprise
2. Measure process performance
3. Control process performance
4. Change processes
5. Nurture process thinking
6. Develop BPM skills
7. Support BPM
7 Steps to Performance Excellence
92
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
2 Virtuous Circles
the essence of process-based management
93
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Exhilarating, Boundless, Scary,
Lucrative, Challenging, Possible
augmented, visual,
sensed, interactive,
digital, wearable,
immersive, mobile,
smart, connected
94
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Success Prerequisites
Systemic, consistent approach
Process knowledge
Defined value pathways
Targeted effort
Vision & Leadership
95
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
7 Enablers
of
process-based
management
96
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
+61 (0)419 220 280
r.tregear@leonardo.com.au
www.leonardo.com.au/publications.html
www.slideshare.net
97
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Roger Tregear
+61 419 220 280
r.tregear@leonardo.com.au
www.leonardo.com.au
www.rogertregear.com Let’s connect!
More information on BPM and related
topics can be found at the websites listed
above and at www.bptrends.com.
Roger’s column, Practical Process, is
published by BPTrends and all columns
can be accessed at the website (enter
“Tregear” in the search field). The
columns are also available a single
collection in the recently published
Amazon Kindle book, Practical Process.
Copies of the Office of
BPM book are available
from Roger on request.
98
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Partners in Process
Organisations are traditionally managed via the organisation chart. Yet
not one of the entities shown on that chart can, by itself, deliver value to a
customer. The reality is that we create, accumulate, and deliver value by
collaboration across the chart. We manage resources vertically using the
organisation chart; we create and deliver value via business processes
operating across the organisation chart.
Organisations want to reduce costs, enhance products and services, and
be more attentive to customers. Business Process Management (BPM)
offers a practical solution, refocusing management on how value is
delivered to customers and other stakeholders. The focus is on the way
work gets done, and what impedes it being done in the most
straightforward, efficient and effective way.
Leonardo Consulting provides assistance with the seven enablers
that put process at the centre of business management.
99
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Together, we …
document the process architecture
This allows you to …
• understand how you create & deliver value
• focus clearly on the most important elements
Together, we …
define process measures
This allows you to …
• deeply understand organisational performance
• prioritise process improvement investments
Together, we …
establish process governance
This allows you to …
• respond to process performance anomalies
• sustain continuous performance improvement
Together, we …
improve process performance
This allows you to …
• resolve important performance issues
• realise process improvement benefits
Together, we …
raise & sustain process awareness
This allows you to …
• create a mindset of continuous improvement
• generate enthusiasm for performance excellence
Together, we …
enhance process capability
This allows you to …
• develop consistent, reusable approaches
• build inhouse process improvement capability
Together, we …
establish ongoing process support
This allows you to …
• maintain process improvement quality
• embed continuous performance improvement
Together, building BPM
100
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Accelerating BPM development
Leonardo Consulting provides consulting, education and technology
accelerators for organisations wishing to develop higher levels of maturity
in each of the seven enablers of BPM.
For 15 years we have been a trusted advisor to our customers delivering
quality education, technology and consulting services. Our approach is
process-centric; our focus is performance-driven.
Our ability to assist organisations with innovative process-based
management is sound, practical, deep and proven.
Our work is unrelentingly focused on helping customers achieve their
goals using business process-centric management approaches.
Leonardo Consulting specialises in helping organisations achieve
effective process-based management. It’s what we do. It’s who we are.
101
Re-architecting the Organisation
© Roger Tregear, Leonardo Consulting 2014
Leonardo BPM Curriculum BPM Consulting Services
BPM Maturity assessment
Process Improvement projects
Process Architecture development
7 Enablers Rollout
Office of BPM development
Executive BPM coaching
Process practitioner coaching
Process performance analysis
Process governance design
Process modelling management
Process automation
BPM capability development
Measuring Processes
3 days of valuable insights into, and practical tools
for, the discovery, definition and management of
effective process performance measures
Improving Processes
This 3-day course delivers practical advice and
tools you can use immediately to generate great
process change ideas. Stop relying on chance.
Process Modelling Excellence
This 1-day, tool-neutral seminar is a breakthrough
experience for modellers and those who manage
them. It will improve your Return on Modelling.
BPTrends Professional Certificate
Over 5 days the Professional Certificate program
teaches a practical approach to analysing,
measuring and improving process performance.
BPTrends Enterprise Certificate
Beyond process improvement, the Enterprise
Certificate 5-day program teaches how to build
and maintain a truly process-centric organisation.
New
Process
Utilisation
potential practices
Derivation
better practices
Enhancement
current practices
Innovation
new practices
analytical
creativecreativecreativecreative
New
Process
New
Process
Utilisation
potential practices
Derivation
better practices
Enhancement
current practices
Innovation
new practices
analytical
creativecreativecreativecreative