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Bandara, Wasana, Abbott, Charon, Mathiesen, Paul, Meyers, Lara, & Na-gra, Mindy(2018)Developing enterprise-wide business process management capability: Ateaching case from the financial sector.Journal of Information Technology Teaching Cases, 8(2), pp. 192-208.

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Page 1 of 34

Teaching Case

Developing Enterprise-wide Business

Process Management capability: A Teaching

Case from the Financial Sector

Abstract

Continuously managing business processes is globally a high organisational

priority. The necessity for organisation-wide process management approaches

(as opposed to ad-hoc initiatives) is widely recognised. Yet, the required

skills and capabilities for such enterprise-wide BPM is a well-known gap,

with little resources to date to address this.

This teaching case is based on the Bank of Queensland (BOQ - one of the

oldest financial institutions in Australia). The narrative provides an

overview of a range of Enterprise level Business Process Management

(hereafter referred to as ‘E-BPM’) activities that have taken place to date

at BOQ to build its E-BPM capability.

The teaching case presents how the development of E-BPM capability is a

continuous journey which requires applied management and strong governance,

and articulates some of the issues encountered when embedding BPM within an

organisational structure. Based on the case, a series of student activities

pertaining to E-BPM practices covering key aspects of BPM governance,

strategic alignment, culture, people, IT, methods etc. is provided (with

model answers). The case is complemented by a rich set of teaching notes,

making this case a valuable resource that can be easily and directly

applied for E-BPM training.

Keywords: Business Process Management, Centre of Excellence, Case based

teaching, teaching case, Enterprise BPM, BPM Roadmap, BPM Capabilities

Page 2 of 34

INTRODUCTION

Improving Business processes has been continuously rated as one of the top

priorities of most CIO’s (Gartner, 2013). This has given rise to an entire

discipline; Business Process Management (BPM), which “is about managing

entire chains of events, activities and decisions that ultimately add value

to the organisation and its customers” (Dumas et al., 2013, p. 1). Business

Process Management (BPM) has emerged as a powerful concept for improving

organizations’ performance, to support with efficiency, agility, innovation

and to ensure survival and success in a highly competitive world (Moormann

& Bandara, 2013). It has been recognised that BPM can occur at the project

level or at the organisation level as discussed in De Bruin (2009) who

provides a detailed discussion and definitions of these two levels of BPM

activity.

With the demand for BPM capabilities growing rapidly, the need for

professionals who are competent with BPM skills across these different

levels, is also increasing (Antonucci & Goeke, 2011; Bandara et al., 2010;

Delavari et al., 2010). Prior studies have shown that organizations have

difficulty finding individuals qualified to lead and implement their BPM

initiatives (Antonucci & Goeke, 2011; Hill et al., 2006), which contributes

to BPM failure. This “lack of appropriate teaching resources” (Marjanovic &

Bandara, 2010, p. 775) has been identified as a critical issue for BPM

educators.

It has been recognised that real life examples are important for effective

BPM training, (Weerasinghe et al., 2014). Though there are a number of BPM

academic text books and support material emerging, such as; Dumas et al.

(2013) and vom Brocke and Rosemann (2015), aiming to address this gap,

well-documented BPM specific teaching cases are scarce.

Page 3 of 34

This is one of the first teaching cases that is specifically designed to

address this gap. Based on the theoretical underpinnings of the BPM

Maturity Model of De Bruin (2009) and Rosemann and vom Brocke (2015), where

the multiple factors of strategic alignment, governance, tools, methods,

IT, people, culture are considered, this case study unveils the story of

the Bank of Queensland (BOQ)—one of Australia’s leading challenger banks,

and its Enterprise level BPM practices and challenges (note: a challenger

brand is a company or product brand in an industry that is not the category

leader). This paper provides a snap-shot of the case’s BPM practices as of

August 2016. With BOQ’s continuous process management efforts, their BPM

practices are ever evolving and improving.

INTRODUCING THE CASE STUDY

The Bank of Queensland (BOQ) is one of Australia’s leading challenger

banks. It is among the few Australian banks still not owned by one of the

‘Big 4 Banks’(BOQ, 2017).

BOQ offers an extensive range of banking and finance products, including

retail, business, finance, insurance and superannuation. The BOQ Group

includes 5 brands, including BOQ Bank, BOQ Finance, St Andrews Insurance,

BOQ Specialist (banking for niche markets including medical and dental),

and Virgin Money Australia.

BOQ is one of the oldest financial institutions in Australia, starting off

as Queensland’s first Permanent Building Society in Queensland (1874), and

evolving through a series of mergers and acquisitions, BOQ prides itself on

achieving some of the highest customer satisfaction rankings in the

Industry, and believes that “It’s Possible to Love a Bank”. Headquartered

in Queensland, it has operations throughout Australia including 212

branches, with a cash earnings of $357 million(BOQ, 2015).

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BOQ remains completely independent, while still offering a genuine

alternative to anyone looking for a range of Retail and Commercial banking

services. One point of uniqueness is its franchised branches (owner-

manager) business model whereby the owners “live locally, know their

customers well and are willing to go the extra mile to ensure that

customers always receive exceptional personal service”(BOQ, 2017). BOQ

takes pride in building long-term customer relationships that are based on

mutual respect and understanding. Its aim is to create simple, easy-to-

understand banking products to help support customers’ financial needs. The

Bank offers a range of these products and services to individuals as well

as businesses.

With a rapidly growing base of almost a million customers Australia-wide,

BOQ faces some unique challenges. The Bank has embraced technology and

organisation wide process improvement initiatives to meet and strive

against these challenges.

THE CURRENT BPM ENVIRONMENT AT BOQ

Continuously reviewing and improving business operations has long been one

of the top priorities for the BOQ Executive team. The professional and

formalised process-centric awareness that is visible in the organisation

today first emerged in late 2010. A major step forward was the

establishment of the Business Efficiency and Effectiveness Program (BEEP)

in 2012.

The primary goal of BEEP was Operational Excellence. This was different to

other initiatives in the past due to its clear linkage with: strategic

initiatives, the BOQ operational model, process improvement, activity

analysis, policy improvement and skills and staff reviews/ development

plans. The program was sponsored by the then senior executives, had active

participants from across the Bank’s different divisions and levels, and was

Page 5 of 34

led by a team of external consultants. This process efficiency and cost

effectiveness program was mainly designed to ensure that BOQ was

organisationally fit to meet the industry-wide, as well as specific

challenges; particularly in a low credit growth environment.

The BEEP assisted BOQ to strive towards operational excellence and

primarily focused on the following areas:

Review of organisational spans and layers of control

A shared services model

Back office operations consolidation

End-to-end loan processing (retail & commercial)

Expense analysis (non-employee costs)

Removing processes from the branches

Cost savings to fund investment growth

Figure 1, depicts an extract from BOQ’s 2012 annual report (BOQ, 2012, p.

6), which describes BEEP’s progress by the end of the 2012 financial year.

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Figure 1: Summary overview of project progress by the end of the

2012 financial year

(Source: BoQ Annual Report (2012))

The BEEP began with establishing process driven thinking, including

commencement of building a process architecture and reviewing loan

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processing. The stream of work to transform end to end loan processing is a

major undertaking and is still ongoing. BEEP was seen as highly successful

in its objectives.

One of the outcomes of BEEP was the recommendation to have process centric

capabilities developed within the bank. This led to establishing a new

function in late 2012- known as the ‘Business Excellence’ team. The

Business Excellence team has since been incorporated into a new department

called ‘Business Architecture & Productivity’. Figure 2 provides an

overview of the organisational structure. Example Position Descriptions

(see Appendix A) show details of typical process roles within the teams.

The previous Business Excellence team, now known as the Business

Architecture & Productivity team, is a part of the Enterprise Solutions

area of BOQ which includes IT, Operations and Enterprise Projects. The

Business Architecture & Productivity team has two distinct functions. One

arm is a ‘productivity’ function, focused on a series of improvement

initiatives with an aim to ‘reduce duplication’ and improve processes in

the enterprise through a variety of initiatives, including setting up

centres of excellence or shared services or through introducing robotic

software to improve quality and productivity. The second function includes

maintaining governance around process management – including the governance

of the enterprise’s policies and procedures, the process architecture and

other activities to develop a process centric approach within the

organisation. For example, liaising with the IPCO team (Investment

Portfolio Change Office – who manage all the enterprise projects within

BOQ) to develop a more process centric approach to enterprise projects.

The team undertakes activities to improve the BPM maturity of the

organisation. They also provide resources to different parts of BOQ to

conduct transformational efforts (through workshops, etc.) to improve

business processes. BOQ has a distributed (as opposed to a centralised)

Page 8 of 34

approach to process improvement with multiple improvement teams being set

up throughout different parts of the business. Members of the Business

Architecture & Productivity team may act as internal consultants utilising

the methodology outlined in Figure 4 to conduct process reviews and

improvement efforts. The Business Architecture & Productivity team members

have seconded (borrowed) resources from the IPCO area and also in turn

themselves lend out resources to work on specific projects, improvement

ideas, mergers & acquisitions, and ensure new processes are adequately

integrated into existing BOQ processes as they come on board.

There are two dedicated staff resources within the Business Architecture &

Productivity team who provide a governance function for policy and

procedures. They manage the publishing of policy and instructional

documentation for the organisation. This includes ensuring quality of the

writing, that appropriate approvals are in place, and regular reviews are

undertaken. Included in this area is the recent implementation of

‘information mapping’ to improve the analysis, presentation and clarity of

documentation throughout the enterprise. There are almost 3000

instructional documents managed by this team. Each document has document

owners, identified key stakeholders, and a review cycle to ensure they

remain current. The team manages improvement suggestions that come from the

business to change the procedures, which provides feedback from the

document users. Continued efforts are in place within the business to

improve the quality of content and reduce the complexity and quantity of

procedures. This includes efforts by the ROSE (Retail Operations & Service

Experience) team to provide simple checklists for complex procedures to

improve clarity and compliance to procedures. These aid front line staff to

serve customers well whilst adhering to BOQ’s regulatory obligations.

Page 9 of 34

Figure 2: Organisation structure including the Business Architecture & Productivity unit

Page 10 of 34

A key initiative at the heart of the BOQ BPM effort has been the

establishment and growth of the BOQ Process Architecture. Figure 3

provides an overview of the high levels of the Architecture and is used for

organisational communication and the creation of heat maps. It is a

hierarchical representation of everything that is ‘done’ within BOQ. It is

maintained in MS Excel, and at 5 levels deep and around 2500 nodes, the

Process Architecture provides not only a high level view to identify what

happens in the organisations but also a low level of detail of activities

that can be aligned to procedures, projects and business areas. The model

will remain consistent despite changes in the organisational structure. The

Process Architecture had a number of sources including the APQC, and

existing models developed by the BEEPs project and EPO (Enterprise Program

Office) teams (now known as IPCO). The Process Architecture is purely

hierarchical and has only parent-child relationships; there are no

sequential relationships or value-chains. In other words, it only

identifies what activities and processes exist, and groups similar

processes together – it does not describe how those processes work nor

dictate any sequence of activities. However, the elements of the

architecture (also referred to as nodes or modules) can be pieced together

like building blocks to create value chains (at the higher level) and

process models (at the lower level). The architecture has been integrated

into the new BIC tool (this is a process modelling repository), so that

architectural elements can be re-used in the definition of processes. There

are a set of design tenants that have been followed in the development of

the process architecture and that define changes that occur during the

discovery phase of projects. These design tenants have favoured this

approach so that the architecture can be used not only for the purposes of

BPM but also aligns with the Business Architecture discipline techniques.

In this way it can be used for multiple purposes including as a

categorisation framework for customer complaints, ideas management etc.

The theory is that the wider the adoption of the framework, the more

Page 11 of 34

ingrained that way of thinking and the more common the language used and

the greater success of the adoption of the Process Architecture. It has

also been used for categorisation of projects to help with project

prioritisation. See Appendix B, Exhibit B.4 for a screen shot of their

current corporate SharePoint site.

Page 12 of 34

Figure 3: The BOQ Process Architecture. Only top levels shown (dated Jan

2018)

13

The Centralised IPCO unit was established in 2011 (previously the EPO).

Based in Brisbane, it oversees many small initiatives, projects and

programs across the BOQ group (see Exhibit B.5 of Appendix B for a screen

shot of the IPCO’s intranet page). The Business Architecture & Productivity

team shares information with the IPCO unit through a shared server drive

and a series of SharePoint sites. Additional information/support is also

provided on request. Nevertheless, perhaps due to the diverse needs of the

different projects within the IPCO, and the inherent difficulties of a

distributed model for improvement resources, the uptake of Enterprise level

BPI tools and standards are to date minimal. More success has recently been

seen in the adoption of other BPM tools including the establishment of an

enterprise Business Process Modelling tool (BIC) in 2016 and the continued

rollout of the Process Architecture and continued realisation of its

diverse need.

The recent increase in the adoption of BPM tools could be attributed to

multiple factors including the appointment of a new Executive, the

establishment of the Business Architecture & Productivity team with an

executive lead that has improved access to the EXCO (Executive Committee),

and the continued evolution of the IPCO unit including the development of

the ‘BOQ Way’ methodology and engagement model (see more details below).

There have been multiple efforts to improve the process-centric approach

within the Business Analysis team within IPCO. IPCO has adopted the BTOPP

approach (Business strategy, Technology, Organisation, People and Process).

They have also had a recruitment drive for Business Analysts with process-

centric approaches and have enhanced the project teams by employing Process

Analysts. There has also been an increase in the recruitment of Change

Managers, who have been focused on embedding change more effectively and

comprehensively. Since March 2014 there has also been a dedicated liaison

officer within the IPCO area who works with the Business Architecture &

14

Productivity team to adopt BPM tools and methodologies. The role has a key

focus on integration of the Process Architecture in the project lifecycle,

and utilisation of the BIC process modelling tool using the Process

Architecture and a combination of EPC and BPMN modelling notations to

represent the organisation’s processes. This ensures that process artefacts

developed during projects are available for enterprise use at the

completion of the project. IPCO also conducts regular ‘Community of

Practice’ meetings centred on process management. A recent example of the

success of this approach is in the upgrades of their Lease Management

System (LMS) used within BOQ Finance (BOQ-F), a part of BOQ involved in

provision of equipment, vendor, debtor and dealer finance.

There are about 20 projects under the management of the IPCO at a given

time, and as with any organisation balancing multiple projects, IPCO

reviews its portfolio of projects to ensure that they are aligned to

organisational strategy while simultaneously addressing the tactical needs

of the business. Sometimes external consultants are recruited to different

project teams, to provide support for process improvement work.

The Business Architecture & Productivity team is the custodian of the

process architecture but works closely with the projects to make updates

and align any change efforts with the processes and activities which will

be potentially impacted by the proposed changes. Each project marks up

which processes and activities they will impact and where they will be

building capability. There are a number of benefits to this alignment work

including:

Identification of projects which are impacting the same process area

to ensure those projects are aligned and do not duplicate work.

Provides a common taxonomy and consistent wording for processes

across the business.

15

Provides a structure for projects to organise their work and

documentation around (e.g. when documenting requirements, planning

workshop topics and structuring EPIC topics within an Agile

environment).

Provides the structure and naming for the development of process

models. They are linked to the Process Architecture structure within

the BIC process modelling tool.

Work is currently underway to align all the Instructional

Documentation to the Process Architecture. Once complete, a list of

documentation that could potentially be impacted by the project’s

change can be provided. Currently this is undertaken by doing manual

word searches which has the risk of missing impacted procedures and

will significantly reduce time spent in discovery.

Although the IPCO area in BOQ has come a long way in the last few years in

increasing its process focus and utilisation of BPM tools, the journey is

ongoing. The list below includes a number of things that still need to be

addressed:

The full role of Business Architecture is currently being developed.

This will include how and when the team will be involved in

established and evolving new business forums and processes

The ‘BOQ Way’ is a new universal change methodology approach which is

currently under development to be rolled out within BOQ. The

Business Architecture & Productivity team will continue to champion a

process-driven approach in the development of the methodology.

BOQ are starting to implement Agile methodology to software

development and have started by training staff on 2 projects in 2016.

Work must be undertaken to ensure this change in methodology

16

continues to provide for a ‘process centred’ approach, in addition to

the technology functional deployment for which Agile is mainly used.

There has been a focus on large enterprise wide projects, however it

is important to capture changes within smaller projects conducted

within business units and ensure any approach is scalable to small

projects and that there is transparency on all change efforts

throughout the organisation.

Projects are sponsored by business owners, who may not have an end to

end process focus. A move towards establishing the role of process

owners who would sponsor projects would have a noticeable benefit in

guarding against a siloed approach.

In addition to the Business Architecture & Productivity team established to

overlook the Enterprise-wide BPM efforts, and the IPCO that looks after the

processes and related improvements effected by the different projects,

process improvement work also occurs in different areas of the business

(for example in specific departments/ business areas like HR or Business

Banking). The Business Architecture & Productivity team is working with the

change managers and business representatives with the goal of providing a

process perspective to change and increasing transparency through a process

framework.

There are solid efforts in place for knowledge sharing. The Business

Architecture & Productivity team make all of their various tools and

methods freely available on the BOQ intranet and SharePoint. There is also

internal knowledge sharing with the different team members across the

Business Architecture & Productivity team, where they share insights from

conferences and seminars attended by members as well as a mini library of

useful BPM material. There is also provision of ‘lunch and learn’

sessions, and Business Architecture & Productivity team members are often

17

invited to community of practice meetings and team meetings to share

information about the Process Architecture and Process Modelling tools.

However, knowledge sharing external to the Business Architecture &

Productivity team has been limited and is focused on the ‘grass roots’

level. There is some sharing of success stories internally which has been

focused upon key stakeholders. However, going forward, the Business

Architecture roadmap which is currently being developed as a means of

awareness building, will be focused at Executive and Senior Management

level.

Figure 4: Standard Process Review approach

Overall, there is a degree of BPM activity at BOQ. But not all of these

practices are documented or adhere to organisation wide BPM standards. The

Business Architecture & Productivity team uses a life-cycle approach as

depicted in Figure 4 for their process reviews. They also have a set of

tools they recommend be used in the core process review work (see Exhibit

B.2 of Appendix B for an overview of this). The team has been constantly

reviewing and up-skilling their BPM capabilities and have since mid-2013,

18

been exposed to targeted trainings on BPM at both the project and

program/organisational levels. BOQ has utilised Executive Business Process

Management Training offered by the Queensland University of Technology (see

http://bpm-training.com/offerings/ for further details) chosen amongst

other providers to enable non-vendor biased, cutting edge BPM training that

sheds light on some basic short term improvement methods, but also longer

term innovations. Professor Michael Rosemann (QUT), a globally known ‘guru’

in the BPM space (see http://www.michaelrosemann.com/ for further details)

has given ‘Innovation’ talks to the Business Architecture & Productivity

team and a number of senior managers at BOQ. The Business Architecture &

Productivity team have completed the BPMN 2.0 training and the Business

Process Identification, Analysis and Improvement courses. They also

actively participate in the practitioner based BPM round-table (see

https://www.meetup.com/Brisbane-BPM-Roundtable/ for further details); an

Australian Community of Practice with experienced BPM Practitioners,

established since August 2004. In 2015/2016 the Business Architecture &

Productivity team coordinated the provision of training in Information

Mapping and have developed and rolled out training in Process Modelling and

Analysis at BIC.

The Business Architecture & Productivity team assisted in the development

of a BPM Roadmap for BOQ, and have continued to evolve and develop the

roadmap as changes in management structure and evolution of BOQ strategy

and operating model influence it. As a means of an organisation wide BPM

approach, information is disseminated via; Operational Communications

(which is usually in the form of companywide e-mail & available on

intranet) and made available to all BOQ staff through the intranet policy

and procedure pages, a process architecture and process modelling

SharePoint site (note that the process architecture SharePoint site has

limited access to selected staff, however the process modelling site is

19

accessible to all staff) and provision of a 2 day training course (note the

Business Analysts have mandatory training at this point, but this training

is available for anybody who wants to use BIC. Process Modelling

conventions have been proposed but are as of writing (in 2016) being

reviewed within a series of workshops. However, these efforts would be

enhanced by broader training in both BPM and basic process modelling

notation techniques. Some efforts have been taken on this front with the

broad enrolment of staff in a MOOC which was on offer from QUT focused upon

these areas (note: the MOOC was on Fundamentals of BPM, see

https://moocs.qut.edu.au/learn/fundamentals-of-bpm-october-2015, for

further details).

The Business Architecture & Productivity team has been encouraging bottom-

up process improvement efforts. One example of this was the setting up of

the ‘Improvement Ideas’ inbox (see panel ‘a’ of Exhibit B.1 of Appendix B)

as a means to encourage improvement ideas from different areas/levels of

the organisation. This email inbox was managed by the Business Architecture

& Productivity team. There was some use of this ‘ideas inbox’ when it first

commenced in 2012, however this dropped off later on. The nature of

‘ideas’ coming through the inbox has been varied. Some were non-process

centric (such as simple infrastructure suggestions or ‘social’ suggestions)

and were directed to the relevant parties for follow-up. Those that were

process-centric have been put into a prioritising and tracking system

(which was a simple Excel tool) managed by the Business Architecture &

Productivity team to support the resourcing, planning and tracking of these

requests.

The Business Architecture & Productivity team has led about 20 projects

since its inception. Some examples include; Human Resources, Equipment,

Finance, Legal, and Debtor Finance projects. Not all projects have gone

20

through the full cycle (as per their approach - depicted in Figure 4). Some

projects were only meant to complete a Discovery phase – the set scope, and

occasionally funding is an issue.

A major challenge for the Business Architecture & Productivity team is the

lack of available process performance data – which leaves a gap in

demonstrating the impact of any process improvement work. Access to this

business data has been an ongoing challenge for the Business Architecture &

Productivity team and is now being addressed through a variety of

mechanisms including the building of a data warehousing system. For full

process reviews, the results are documented as part of the completion of an

initiative – to enable illustrations of their service impact. The fact that

some projects are completed to implementation by the team, whereas others

are completed by the business areas concerned also makes it difficult to

measure impact. Additionally, it has proven difficult to articulate the

value of BPM capability building activities that do not have a direct

tangible benefit. Typically, this has led to a split of resource allocation

to project work where there are tangible benefits while maintaining some

resources to capability building and development of foundational elements

which can be utilised in other project efforts.

In terms of a suite of tools for BPM at BOQ, a core tool is the new BIC

application. Backup software tools are provided by Visio and MS office.

The BIC tool was purchased based on a Business Case around the use of

simulation and analytical capabilities. A Proof of Concept was conducted to

analyse a number of process scenarios which provided management with

reports and prediction of resource requirements for the changing processes.

Based on this capability the tool was purchased and is in the process of an

organisation-wide rollout in 2016. BOQ is keen to use different tools in

innovative, cost effective ways, and find various models where they can

21

increase their tool (and method) capabilities in a creative manner. An

example of one such creative application of tools to support BPM is the use

of Yammer in their process improvement efforts. This enterprise social

technology has been trialled as part of past business process improvement

activity whereby various process stakeholders could contribute their

knowledge and expertise without having to physically attend a BPI workshop.

One outcome of this was wider participation across the organisation and the

surfacing of differing improvement ideas that may not have arisen

otherwise. Although it has not been adopted widely, there is currently

some investigation of robotics which could potentially reduce the time that

resources spend on non-value added activities and free up resources for

more customer focused activities. A recent review of the end to end

lending process put into practice new interactive design and customer

experience techniques utilising an external facilitating organisation and a

similar approach has been used across a number of projects. These

techniques have included an expansion in visual management techniques,

collaboration and human centred design, which are all being used to

identify and elaborate improvement ideas within the organisation.

In order for the Business Architecture & Productivity team to evolve, it is

important that the team continue to align their work with the

organisation’s strategy and address the concerns of the business. Many

organisational goals with a focus on end to end processes can be expressed

in terms of customer outcomes, and so the Business Architecture &

Productivity team push a BPM agenda through adopting communication to

ensure the link to customer focus within the organisation is clear. The

Business Architecture & Productivity team aims to establish an

organisation-wide collaboration network of process-aware staff to promote

BPM standards based upon industry best practice, and for the Business

Architecture & Productivity team to be seen as a Centre of Excellence (CoE)

22

within this space. Part of their goal is to increase visibility of projects

and change efforts throughout the organisation, and influence the approach

to be more process-centric (as opposed to a financial/functional focus).

They continue to drive approaches that link change and resource activity to

corporate strategy and believe that the analysis, understanding and

integration of customer insight is the core to success for any process

improvement effort.

It has been proposed that analysis on the current status of enterprise-wide

BPM at BOQ from within the IPCO area would assist with the goal of

understanding and articulating BOQ’s current strengths and limitations.

This may be useful as the base to formally measure the current state of BPM

maturity, agree on a future state maturity goal, formulate a vision, update

the roadmap and encourage investment in building capability in areas where

there are gaps (e.g. provide BPMN training for business analysts and

project managers).

YOUR CHALLENGE AND TASKS:

BOQ has reached out to your team as business consultants with ‘fresh

thinking’, and have requested you to advise the BOQ Business Architecture &

Productivity Manager in preparing and positioning themselves as BOQ’s

‘Process Innovation Centre’. The overarching objective is two-fold:

(i) to assess how well BPM has progressed to date within the institution

across all important facets (detailed current assessment), and

(ii) to propose a program of work on how to move things further forward

with their BPM efforts (recommendations).

The above should be synthesised and presented in a coherent, justifiable

(i.e. with evidence to support recommendations) manner.

23

The following are suggested as the specific student tasks to achieve the

above mentioned two-fold objective. The questions are designed in a

structured way to support the learning process and apply the learnings to

address the tasks mentioned above, in a step-by-step manner. Detailed

Teaching notes (only accessible to authenticated instructors) are available

and accessible by the Journal Editorial Office.

1. Provide an overview of your understanding of the case study

1.1. What has been the BPM journey to date (in an overview)?

1.2. What are the tasks required of you?

2. What is E-BPM, and why is it important?

3. What frameworks can guide organisations like BOQ in their E-BPM journey?

3.1. Why do organisations use BPM Maturity Models (MM) to assist

with Enterprise-BPM efforts?

3.2. How should one select the most suited BPM Maturity Model for a

company’s E-BPM efforts?

3.3. What are some of the popular BPM Maturity Models to consider?

List and describe a few.

4. How might you proceed with a current BPM Maturity assessment for BOQ?

4.1. What facets would you consider? Why were these facets selected?

4.2. What would be the steps for using the selected framework within

the case study?

4.2.1. How would one define the rating criteria for each

capability area?

4.2.2. Once the criteria is set, how would one proceed with the

current assessment?

5. Design a BPM Roadmap for BOQ that clearly shows short term, mid-term and

long term Enterprise-BPM tasks you recommend. Describe and justify your

response.

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APPENDIX A: POSITION DESCRIPTIONS OF SELECTED BPM

ROLES FROM BOQ

1. Bank of Queensland - Business Analyst (at the IPCO)

Job description

The Business Analyst role exists in the Investment Portfolio Change Office, part of the Enterprise Solutions team of BOQ. The purpose of a Business Analyst is to assist the customer to determine their actual needs and not just act on their expressed solution. This is achieved by; understanding the business and their end-to-end processes, analysing the business problem and identifying solution options enabling the business to select a solution that best fits the problem.

Key Tasks

1. Analysis & Research

Liaise with stakeholders to identify and understand the end-to-end current state as it relates to the initiative. Current state includes organisation, people, processes and system factors.

Identify deficiencies and improvement opportunities that will impact the initiative/project.

Identify discrepancies in information gathered and where additional clarification is needed.

Prepare Current State documentation that includes process models accompanied by clear, concise & accurate explanations, within the timeframe agreed with the manager.

Identify where detailed causal analysis around problems is required.

Confirm and validate all findings with relevant stakeholders.

2. Elicit & Document Business Requirements

Use identified gaps between current and future states to identify the changes required.

Prepare Business Requirements documents in a form that is right for the initiative and meets internal quality criteria in the timeframe agreed with the manager.

Actively seek feedback from stakeholders and update the requirements as necessary. Monitor business requirements throughout the project to ensure delivery of the correct outcomes.

Assess the impact of change requests on the business requirements and against the agreed future state and provide feedback where necessary.

3. Solution Development

Liaise with stakeholders to develop the high level future state processes and undertake gap analysis with the current state.

Prepare high level and detailed future state documentation and ensure this is kept up to date throughout the life of the initiative.

4. Customer Focus

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Display excellent interpersonal skills with an ability to communicate at all levels in a clear and unambiguous manner.

Establish and maintain key relationships with Business Units across the organisation to understand all critical business processes within BOQ.

Maintain communication and keep stakeholders informed as development progresses.

Assist in documenting processes for change management.

Support test, development, training and change management teams to ensure the changes are fully understood.

5. General

Assist with delivering projects on time, within budget and as specified within scope.

Ensure internal document quality standards are maintained.

Ensure internal CANDO principals are followed.

Required Skills

Strong communication skills (both written and verbal).

Analytical skills.

Teamwork / relationship building skills.

Ability to plan, organise and manage own time.

Achievement oriented.

Negotiation and influencing skills.

Exposure to different project management methodologies.

Exposure to different system development methodologies.

Understanding of business process improvement methodology.

Qualifications:

A degree would be well regarded, however, it is not essential.

Required Experience

5 years+ experience in a Business Analysis role on projects

Process modelling and business writing experience

Customer service roles

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2. Business Excellence Manager

Bank of Queensland - Brisbane, Queensland, Australia

Job description

The Business Excellence Manager reports to the Senior Manager, Business Excellence

and is responsible for assisting with the implementation of key initiatives to

enable effective achievement of key process excellence initiatives across the BOQ

Group. This involves managing key initiatives that support the BOQ Group strategy

and may include participation in the development of policies and procedures, BAU

processes and the communication of these activities to the GM Operations, COO and

Executive.

Support and Assistance

Provision of high quality Business Process Management support to enable successful execution of the Group’s key initiatives to enable effective achievement of key process excellence initiatives.

Manage the implementation of process change across the organisation. Undertake Process Analysis to identify systemic issues for the

organisation. Establish appropriate action plans to support improved Business Process

Management maturity. Support the management of the quality and productivity Management Tool Kit. Work with department leaders, and prepare recommendations for process

excellence, workflow, and productivity metrics. Support the Business Excellence Team’s responsibilities to effectively

manage Policy and Procedures for the group.

Change management

Participate in the consultation process with key stakeholders. Co-ordinate and plan Business Process Management initiatives. Effectively manage BPM projects, with both internal and external

stakeholders.

Management reporting & communication

Manage the preparation of reports and presentations relating to operational efficiency, policy changes, and cost efficiency matters for distribution to General Managers, Management Committees, Executive, the Board and other stakeholders.

Engage with the Group’s key leaders to review operational performance and use this to understand required improvements.

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Coordinate forums and reviews as required. Respond to ad-hoc enquiries.

Required Experience

Experience in Business Process Management within the Financial Services industry

Knowledge and understanding of financial markets Knowledge of productivity and quality management Exposure to financial models Strong analytical and problem solving skills Previous experience as a mentor / coach to other team members Knowledge of risk policies and governance standards Strong written and verbal communication skills Sound business acumen Change management focus Strong attention to detail Excellent time management skills Results orientated with a strong customer service focus Superior working knowledge of Microsoft Word, Excel, Visio, PowerPoint

Tertiary qualifications in Finance or other Business/Commerce related discipline.

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3. Technical Writer - Bank of Queensland BOQ is one of Australia's most dynamic and innovative financial institutions. One of Australia's top 100 listed companies, BOQ is a retail bank offering a network of more than 270 branches across Australia, almost 200 of which are operated under a unique Owner-Manager Model, an insurance group and a Finance division.

The Technical Writer is responsible for supporting the Business Architecture & Productivity team’s review of policy, procedures, forms and templates governance. Specifically the role will establish definitions, templates and guides to support further enhancements to the bank’s current process. In addition the role will support the re-writing of a number of the bank’s procedures into the new formats.

Responsibilities include:

Create new and amend existing procedures for the business as required. Extract and document information in a clear and succinct manner, record in

a logical context, within company guidelines. Prepare all reports, correspondence and documentation. Ensure all appropriate stakeholders are engaged to obtain feedback and

approval on new or amended procedures. Collaborate closely with business analysts, document owners and

stakeholders to ensure all necessary policy and procedure documents have been captured and are in scope.

Support other members of the team to effectively support successful implementation of projects.

To be considered for this role, you will demonstrate:

Previous Technical Writing experience. Financial Services experience is preferred. Prior process improvement and training experience preferred. Excellent verbal and written communication skills. Sound knowledge of Best Practice for Policy and Procedure practice. Expert knowledge of MS Word, PowerPoint, Excel, Adobe lifecycle. Ability to work with people at all levels of the organisation. Ability to work as part of a team or individually. Exceptional attention to detail. Process mapping experience would be beneficial. Degree in relevant discipline, e.g. English, Business preferred.

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APPENDIX B: SCREEN SHOTS FROM SELECTED CORPORATE WEB

SITES

Exhibit B.1: Screen shot of the Business Excellence team’s corporate web

page (as of Date 23/6/2014)

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Exhibit B.2: Screen shot of the Business Excellence Tools’ intranet site

that lists BPI tools (as of Date 9/7/2016)

Exhibit B.3: Screen shot of the SharePoint site for the Process

Architecture (as of Date 9/7/2016)

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Exhibit B.4: Screen shot of the Web Portal for the BIC Process Modelling

tool displaying the Process Architecture (as of Date 9/7/2016)

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Exhibit B.5: Screen shot of the IPCO’s corporate web page (as of Date

9/7/16)

Page 33 of 34

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