a bpm framework for kpi driven performance management v1r4

7/23/2019 A BPM Framework for KPI Driven Performance Management v1r4

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Business Breakthroughs

A BPM Framework for

KPI-Driven Performance

Management

Robert Osborne

Business Breakthroughs Inc.


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Business

Breakthroughs

Overview of the nter!rise Business Mo"e# an" the$overnance %a&er

Performance an" 'hange Management as the %ink Between

$overnance an" O!erations

KPIs ( the )trategic $a! Measure for BPM

Performance Management ( from Discover& to Assignment

'hange Management ( from Assignment to Reso#ution

*uick +its vs the BPM Portfo#io ( +ow to 'hoose the Path

)uccess Factors for Management A"o!tion

A BPM Framework for

KPI-Driven Performance Management


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Business

Breakthroughs

,he $oa# of BPM

I"entif& the 'hanges

Confirm Strategic Goals

Establish Change Office

Build Enterprise Business Process Architecture

Choose KPIs Cash Emplo!ees Customers Suppliers

Identif! BP" # Change Pro$ects

Im!#ement 'hanges through Proects

Operate the Change "anagement Office %acilitate Communication %acilitate Change Pro$ects Support BP" Pro$ect &eams Enable the teams to be successful

Communicate 'ision Strateg! and KPIs

Maintain Progress

Promote communication across the people at e(er! le(el

"onitor KPIs and close performance gaps

Build teams and capabilities for change

Identify Goals,

GapsAnd Projects

Prioritize,Guide andExecuteChange

Monitor,Measure &Celebrate


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Business

Breakthroughs

From ision to 'hange

Complete StrategicAnalysis and BuildMeta-Architecture

BuildEnterpri

seBusiness and

ProcessModels

ValidateArchitecture (Process,Function,

P!"

Strategic#orkshops

$ Prioriti%ation

KPI"odel

Strategic !nitiati&es,'aps, and uick

#in )pportunities

Change

Pro*ectPort+oli

o

ManageChange

!dentity Vision Strategic )*ecti&es Eisting documentation Su*ect matter epert input

Value .e+erence Model(V.M"

P! Model

BuildP!

Model

!nputto

Models

Models


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Business

Breakthroughs


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anage Perfor"ance

Performance Management2 3sing KPIs to I"entif& $a!s

Operational performance is reported (ia

KPIs

If there is a performance issue the G" or

Process O)ner is informed

&he Performance Gap is confirmed and

rapid anal!sis performed &he Change Office team is a(ailable to

help )ith the anal!sis and pro(ide

recommendations

Based on priorit! action is ta*en+ &he

higher the urgenc! the more immediate

the action O)nership of the Performance Gap is

assigned to indi(iduals or pro$ects

&he performance managers monitor the

KPIs to determine if and )hen the

correcti(e action is successful

PI

ualityPer+ormance

Manager

ChangeProgramManager

ChangeManagement

)/ce 'M

2perations

EnterpriseProcess

Architect

Prioriti%ePer+ormance

'ap

GM

Change

23ce)ea"

Analy%ePer+ormanc

e 'ap

AssignPer+ormanc

e 'ap

)0nership

Process2%ner


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Manage Change

'hange Management2 3sing KPIs to Prioriti4e / Drive the 'hange

&he Performance Gap O)ner re(ie)s the issue

and determines )ith help from Operations if this

is a ,-uic* %i./ that can be handled b! Ops0 If

so1

Ops team is assembled and a short pro$ect

is conducted

Solution is implemented and acti(ated

KPI is chec*ed b! the team and assessed

If the Ops team determines it is outside their

scope of competenc! or o)nership a

Performance Gap Pro$ect is defined and addedto the Change Portfolio

Portfolio is e(aluated regularl! or upon re2uest

b! the Steering committee and Change Office

3sing KPIs and Strategic &argets the committee

prioriti4es funds and assigns resources to

pro$ects

Acti(e pro$ects re2uire teams and the teamse.ecute pro$ects implement the solutions and

monitor KPI impacts

2ps

ixit)ea"s

/teeringCo""ittee

ChangeProject)ea"

Prioriti%eProposedSolution

Prioriti%ePro*ect

Port+olio

!denti+yPotentialSolutions

1eam2eader

)ps1eam

Memers

BusinessEperts

Acti*ate

/olutionAcrossGroup

Execute4uic# ix

Change23ce)ea"

Portfolio

Pro*ectChampion

Pro*ectBusiness2eader

Pro*ect1eam

GM

EecutePro*ect


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5hat is a 4uic# ix6

5ri(en to resol(ing a specific

problem or achie(ing a specificgoal0

&he solution can be identified

2uic*l!

Implementation authorit! e.istson the team or can be confirmed

)ithin one or t)o business da!s

All the people re2uired are

immediatel! a(ailable

A short burst of acti(it! # effort

6can range in hours to fe) da!s7

Emphasis on action o(er

e.tensi(e anal!sis

Initiati(e to resol(e a more comple.

issue Cross8department issue )here all

the people re2uired are not

immediatel! a(ailable

"a! re2uire I&9"IS participation

&he re2uired le(el of acti(it! #

effort is uncertain

"ore detailed anal!sis is needed to

understand and completel! identif!

the problem

Impacts multiple departments or

multiple companies

:e2uires sponsorship or e.ecuti(e

appro(al

;

a bpm framework for kpi driven performance management v1r4

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