bpm center of excellence
Post on 01-Nov-2014
14.813 Views
Preview:
DESCRIPTION
TRANSCRIPT
Copyright © 2009 BPMbasics. All rights reserved.
BPM 105: BPM Centers of ExcellenceSANDY KEMSLEY
Copyright © 2009 BPMbasics. All rights reserved.
Copyright © 2009 BPMbasics. All rights reserved.
Agenda
Economic drivers for BPMWhy create a BPM CoE?What is the value of a CoE?How do you build a CoE?Case study example
Copyright © 2009 BPMbasics. All rights reserved.
BPM Economic DriversEconomic conditions mandate operational efficiency and cost reduction
Related compliance and risk management scrutiny driving standards and policies enforcement
Satisfying customers on-demand, with agility to respond to competitive threats and constant change
Visibility, transparency, governance & controls more important than ever
“Gartner estimates the BPMS market. . .is one of the
fastest-growing segments in software, and it is forecast to remain so during the next five years. Many organizations are now focused on making BPM
a program, not just a project.”
-- Gartner: "Hype Cycle for Application Development, 2008",
July, 2008
Copyright © 2009 BPMbasics. All rights reserved.
More Urgency Now Than Ever
“ "Particularly in light of today’s volatile economy, organizations are looking to trim the fat off their operations. In a receding market, process agility is an objective that organizations strive for. In order to leverage business opportunities with a short window of execution, an organization must be able to adapt its processes quickly and efficiently.“
BPM and Beyond: The Human Factor of Process Management, October 2008
Source: Aligning IT to Business Processes: How BPM is Complementing ERP and Custom Applications, Aberdeen Group, May 2007
Copyright © 2009 BPMbasics. All rights reserved.
Why Create A BPM CoE?
Benefits and drivers for a Center of Excellence
Copyright © 2009 BPMbasics. All rights reserved.
Expected Benefits of a CoE
Knowledge transferSynergies between BPM projectsShared code and components for increased reusabilityResults:– Faster deployments– Lower costs– Standardized, repeatable
BPM projects
Copyright © 2009 BPMbasics. All rights reserved.
Measuring the Impact
Forrester survey, October 2007:– “What impact have BPM efforts had on
your enterprise to date?”– “Did the BPM project deliver on your
organization’s expectations or goals?”– “Has a team been created to provide BPM
guidance?”
– Source: “The EA View: BPM Has Become Mainstream”, Forrester Research Inc., February 19, 2009
Copyright © 2009 BPMbasics. All rights reserved.
CoE Correlates with Business Improvement
Forrester survey results:– Of the companies experiencing clear,
measurable improvement due to BPM, 49% have a CoE
– Of the companies that have had no success with BPM, 4% have a CoE
Copyright © 2009 BPMbasics. All rights reserved.
Forrester’s Summary
“Clearly, while a BPM COE may not be a panacea for BPM success, having one in operation significantly increases the odds of BPM success.”
Copyright © 2009 BPMbasics. All rights reserved.
CoE Correlates with BPM Success
Forrester survey results:– Of the companies stating that BPM
exceeded their goals significantly, 67% have a CoE
– Of the companies stating that BPM failed to meet their goals, 14% have a CoE
Copyright © 2009 BPMbasics. All rights reserved.
What Is The Value of a BPM CoE?
Functions that the Center of Excellence provides
Copyright © 2009 BPMbasics. All rights reserved.
Skills
BPM knowledge and skillsthat are too rare to maintain in each project– BPM methodology– Process engineering– BPM tool usage
Mentoring and project-specific adviceTraining and skills transfer to project
Copyright © 2009 BPMbasics. All rights reserved.
Governance
Creating common BPM principles and methodologiesEnsuring that principles and methodologies are used
Copyright © 2009 BPMbasics. All rights reserved.
Repository
BPM training materials– Process specialists on projects– Process participants
Best practices and techniquesCommon code/componentsShared (sub)processes
Copyright © 2009 BPMbasics. All rights reserved.
Community
Shared ideas and problem-solvingBetter view of end-to-end processes across enterprisePotential to combine common processesPromoting shift from departmental to enterprise scale projects
Copyright © 2009 BPMbasics. All rights reserved.
How Do You Build a BPM CoE?
Center of Excellence roles and models
Copyright © 2009 BPMbasics. All rights reserved.
Basics of Creating a CoE
Executive sponsorship and involvementEstablish a BPM methodology independent of technology– Terms and definitions– Standards– Best practices– SOA alignment
Co-locate the expertise and define roles and responsibilities– Business and technical– Practical and visionary
Copyright © 2009 BPMbasics. All rights reserved.
Roles
Chief Process Officer or process czarSteering committeeProject managerEnterprise architectBusiness process analyst/process architectBPM developerProcess modelerUser Acceptance Testing (UAT) and Quality Assurance (QA)BPM software administrator
Copyright © 2009 BPMbasics. All rights reserved.
Skills
Process architecture expertisePlatform managementEducation and trainingBest practices developmentTechnical patterns developmentVendor product expertise BPM industry and standards expertiseImplementation methodologyProcess registry and repository
Copyright © 2009 BPMbasics. All rights reserved.
Case Study
The “Accidental” BPM CoE
Copyright © 2009 BPMbasics. All rights reserved.
Investment Management Company
Business Challenges:Streamline Credit Fulfillment and Credit Servicing processesSupport continuous improvementRisk managementProvide firm foundation for business growthImprove compliance
BPM Solution:Increased control over human-centric, mission-critical processesIncoming documents trigger loan origination process, using OCR to auto-index and routeConversion of 650,000+ documents from legacy systemImproved risk management and compliance practices
$49B assets under management, 1 million investors
Copyright © 2009 BPMbasics. All rights reserved.
No “Formal” Institution of a CoE, But…
After initial deployment, key players continued to monitor success, optimize and look for expansion opportunitiesLead: owner responsible for BPM strategic directionFrom the business:– Business process designers– Release project manager– QA lead
From IT:– Solution architect– System administrator– Lead developer
Copyright © 2009 BPMbasics. All rights reserved.
Informal CoE Drove New BPM Initiatives
Prioritize feature requestsEnd user training/communicationRelease management frameworkProcess application best practicesSocial networking to facilitate adoptionKnowledge baseKnowledge transfer sessions
Copyright © 2009 BPMbasics. All rights reserved.
Business Value Created by CoE
Bridge communication gap between conflicting business and IT groupsImproved efficiency in BPM development and release
Copyright © 2009 BPMbasics. All rights reserved.
Models for a CoE
Small “accidental” CoELarge internal buildVirtual CoE with external portions on vendor or independent site
Copyright © 2009 BPMbasics. All rights reserved.
Summary and Key Takeaways
Benefits and drivers for a BPM CoECoE functionsCoE roles and skillsCase study: grassroots CoE
Copyright © 2009 BPMbasics. All rights reserved.
Thank You
Copyright © 2009 BPMbasics. All rights reserved.27
BPM Basics is your online resource center for BPM.www.BPMbasics.cominfo@bpmbasics.com
Appian is a global innovator in business process management software suites.
www.appian.cominfo@appian.com
top related