Leadership on BPM ideas, methods and results in Brazil

Transcription

1 Leadership on BPM ideas, methods and results in Brazil A Framework for a BPM Center of Excellence e Leonardo ProcessDays ProcessDays July26th 2010 Leandro Jesus Managing Partner, ELO Group

2 About the speaker Leandro Jesus, MSc. Managing Partner ELO Group consulting Auxiliary Professor Federal University of Rio de Janeiro Vice President Association of Business Process Management Professionals (ABPMP) Chapter Brazil; Curriculum vitae: /i /l d E mail: leandro.jesus@elogroup.com.br 2

3 About ELO Group ELO Group is a Brazilian consulting enterprise focused in Business Process Management and Governance, Risk and Compliance solutions. Founded in COPPE s Technological and Industrial Cluster, at Federal University of Rio de Janeiro, one of the most advanced Research and Development Centers in Latin America. Counts on a group of professionals with solid Academic Formation and experiences through relevant Academic Institutions in Brazil, USA and Europe International Cooperation with BPTrends, Queensland University of Technology and Leonardo Consulting Organizer of the Brazilian International BPM Seminar 3

4 Our Clients Portfolio Conselho da Justiça Federal 4

5 Our Values Strong academic links, allowing ELO Group to bring to the market the state of the art in management solutions and best practices; Focus on collaborative development of customized organizational solutions; Always strive for solutions that are innovative, long lasting and that leverage organization performance; Constant know how transfer to our clients; Internal work logic focused on dynamic specialization among professionals with high specialization in different knowledge areas; Ethics, agility and adaptability throughout the service provisioning cycle; Learning and continuous improvement. 5

6 Food for thought What people usually ask us about BPM CoEs: Where should a Center of Excellence be placed within the organization? Whom it should report to? Which are the responsibilities that should be centralized into a BPM CoE and which responsibilities can remain decentralized? How do these responsibilities change over time? How to evaluate a a BPM CoE s effectiveness? 6

7 INTRODUCTION: CHALLENGES FACING MODERN ORGANIZATIONS BPM GOVERNANCE AND THE NEED FOR A CENTER OF EXCELLENCE BPM CENTER OF EXCELLENCE MAIN CHARACTERISTICS BPM CoE FRAMEWORK HISTORY AND GENERAL VIEW BEYOND BPM CoE OTHER ROLES AND RESPONSIBILITIES

8 The old way to manage Organizations are facing the 21st century environment but still adopt management practices that were built considering the 20 th century. Previous organizational focus: Scale Efficiency Hierarchy and control ELO Group all rights reserved 8

9 ... and some implications 9 Source: Compliance Week, December, 2006

10 Rules are changing... Most demanding customers Global competition Focus on individuals, knowledge and innovation Greater complexity and uncertainty (risk) in operations Need for more flexibility and agility Intensive use of IT in business 10

11 New Paradigm for the 21 st Century Old organization s paradigm Emergent organization s paradigm STABILITY DYNAMISM FLEXIBILITY CENTRALIZATION COOPERATION CONTROL AUTONOMY COMMODITIES AND PROPERTY SERVICES AND EXPERIENCES 11

12 New Paradigm for the 21 st Century Source:

13 Be prepared to changes 13

14 ... And treat them appropriately According to McMinsey s survey, only a third of respondents said their organizations have had success in making changes with greater impact! (McKinsey, 2008); Researches shows that 82% of organizations are developing some form of change initiative, that 70% of these initiatives fail and 68% of these organizations don t evaluate the success of these initiatives (Kottler, Harvard Business Review ); Most of strategies haven t failed because they were poorly conceived, but because they were poorly implemented (Norton & Kaplan). 14

15 How do you transform an organization?... BETTER ATITUDES & COMPETENCES BETTER INTERFACES, ALIGNMENTS ACCOUNTABILITIES BETTER SYSTEMS SIMPLER & INNOVATIVE SERVICES BETTER CONTRACTS & PARTNERS BETTER CONTROL & VISIBILITY BETTER POLICIES, BUSINESS RULES & STANDARDS BETTER EQUIPMENTS & INFRA-STRUCTURE ELO Group all rights reserved 15

16 Which areas provide these transformations? Human Resources & Communication BETTER ATITUDES & COMPETENCES BETTER INTERFACES, ALIGNMENTS ACCOUNTABILITIES Strategy Information Technology BETTER SYSTEMS SIMPLER & INNOVATIVE SERVICES Customer & Product Management Contract Management BETTER CONTRACTS & PARTNERS BETTER CONTROL & VISIBILITY IT & Risk Management Compliance & Standards BETTER POLICIES, BUSINESS RULES & STANDARDS BETTER EQUIPMENTS & INFRA-STRUCTURE Assets Management ELO Group all rights reserved 16

17 So... why do you need business process management? If business process management: Doesn t t develop systems (except for BPMSs) Doesn t manage competences Doesn t review contracts Doesn t design new products Doesn t create dashboards Doesn t project layout If we have mature HR, IT, Risk Management, process do we really need Business Process Management?? ELO Group all rights reserved 17

18 Think again... What s the big issue? 1) Provide education or 2) Identify key competences That enhace the impact Of business results BETTER ATITUDES & COMPETENCES BETTER INTERFACES, ALIGMENTS ACCOUNTABILITIES 1) Develop system or 2) Understand Business requirements 1) Institutionalize and Formalize business Guidelines, or 2) Debate and reach agreement with business areas about rules BETTER SYSTEMS BETTER CONTRACTS & PARTNERS BETTER POLICIES, BUSINESS RULES & STANDARDS SIMPLER & INNOVATIVE SERVICES BETTER EQUIPMENTS & INFRA-STRUCTURE BETTER CONTROL & VISIBILITY 1) Create dashboard or 2) Design Metrics and controls to effective Support decision making ELO Group all rights reserved 18

19 Organizations need better Transformation Capability to convert good ideas into process redesign and implementation 1) Provide education or 2) Identify key competences That enhace the impact Of business results 1) Develop system or 2) Understand Business requirements 1) Institutionalize and Formalize business Guidelines, or 2) Debate and reach agreement with business areas about rules 1) Create dashboard or 2) Design Metrics and controls to effective Support decision making ELO Group all rights reserved 19

20 What about your BPM approach? Is it Transformation Oriented? ELO Group all rights reserved

21 A traditional BPM approach Several BPM techniques used today were designed for the old paradigm ELO Group all rights reserved 21

22 Objective of traditional BPM approaches Reduce variability and increase reability Aumento da confiabilidade d organizacional Foco Comum Avanço no desempenho organizacional Mudança da Expectativa do Consumidor Improve performance around the current paradigm! Desempenho ELO Group all rightsesperado reserved Desempenho Atual 22

23 What we currently see Organizations are investing in many BPM initiatives but many of them lack a clear focus Many times results are not reached. When they are, they are not clearly communicated BPM initiatives with different purposes are conducted in an isolated way inside an organization Sometimes BPM as a discipline i still lacks a natural home and official identity 23

24 The focus of BPM application should move towards the transformation of the organization through the implementation of significant improvements and sustainable changes ELO Group all rights reserved 24

25 Some challenges for an effective transformation based on BPM Understand processes as relevant assets to be managed Create a BPM identity and disseminate its benefits Gain sponsorship on BPM initiatives Create alignment among transformation efforts Demonstrate results with BPM initiatives! ELO Group all rights reserved 25

26 INTRODUCTION: CHALLENGES FACING MODERN ORGANIZATIONS BPM GOVERNANCE AND THE NEED FOR A CENTER OF EXCELLENCE BPM CENTER OF EXCELLENCE MAIN CHARACTERISTICS BPM CoE FRAMEWORK HISTORY AND GENERAL VIEW BEYOND BPM CoE OTHER ROLES AND RESPONSIBILITIES

27 BPM Governance BPM Governance relates to the definition and enforcement of guidelines and rules that drive activities and decisions along the process lifecycle, as well as the consequent definition of responsibilities and accountabilities for BPM actions on project and program management level l Effective BPM Governance has to reinforce the strategic alignment among process management activities and business priorities, clearly define and enforce the accountabilities of each involved stakeholder and avoid redundancies related to BPM initiatives. ELO Group all rights reserved 27

28 Many focus for BPM initiatives and lack of convergence ELO Group all rights reserved Source: BPTrends, 2010

29 Need for BPM Governance New Organizational Context BPM initiatives evolution Organizations BPM Problems BPM Problems BPM Governance 29 Source: Barros, 2009

30 Elements related to BPM Governance 1. Roles and Responsibilities 2. Standards 3. Structure 4. Services GOVERNANCE MODEL 5. Control Mechanisms 6. Objectives 7. Evaluation and Reward Mechanisms 30 Source: Barros, 2009

31 INTRODUCTION: CHALLENGES FACING MODERN ORGANIZATIONS BPM GOVERNANCE AND THE NEED FOR A CENTER OF EXCELLENCE BPM CENTER OF EXCELLENCE MAIN CHARACTERISTICS BPM CoE FRAMEWORK HISTORY AND GENERAL VIEW BEYOND BPM CoE OTHER ROLES AND RESPONSIBILITIES

32 Need for a BPM CoE A BPM Center of Excellence is an important organizational mechanism that has been widely adopted by enterprises aiming at institutionalizing BPM initiatives and perpetuating its benefits throughout the organization in a more centralized approach. 32

33 Need for a BPM CoE Research with 91 national organizations found that many (49%) do not have yet a formal as the owner of the BPM initiatives, for example a Process Office Source: ELO Group & iprocess, 2009 Similar research shows that only 20% among the largest global l companies do not possess such BPM Group. This shows the establishment of BPM Groups as a global trend. Source: BPTrends, 2008

34 Some Nomenclatures Process Office BPM Center of Excellence Process Team BPM Group BPM Support Office Etc. 34

35 Location of a BPM CoE 35 Source: BPTrends, 2010

36 Typical roles 1. Internal Consulting: Performs (or provides support to) BPM services within the organization 2. Knowledge Provider: Assures process knowledge dissemination and reinforces a process oriented culture within the organization 3. Standards Guardian: Assures process management standards are being followed throughout the organization 36

37 Detailing some typical roles Guardian of the process management methodologies (standards, rules, performance measures, etc ); Management of BPM projects activities (modeling, analysis, improvements implementation, evaluation of results); Training on business process management best practices; Consolidation of records &documentation, evaluation and dissemination of best practice and lessons learned; Support process owners to monitor and evaluate processes; Delivering on the dialogue process between process owners and senior management. 37

38 Previous list of BPM services 38 Source: Rosemann, 2008

39 Results Evidence 39

40 INTRODUCTION: CHALLENGES FACING MODERN ORGANIZATIONS BPM GOVERNANCE AND THE NEED FOR A CENTER OF EXCELLENCE BPM CENTER OF EXCELLENCE MAIN CHARACTERISTICS BPM CoE FRAMEWORK HISTORY AND GENERAL VIEW BEYOND BPM CoE OTHER ROLES AND RESPONSIBILITIES

41 Introduction With the objective of bringing a structured and detailed reference, ELO Group has developed a Framework for the Operation of a BPM CoE. This reference framework is based in a wide theoretical e practical research. Best practices from several references and case studies were combined, generating this rich instrument in order to support organizations in implementing and operating a BPM CoE. ELO Group all rights reserved 41 41

42 BPM Services and Internal Processes Management Process Main Services Complementary Services BPM technologies Support processes 42

43 Internal Processes Management Processes: The set of processes related to the management of a BPM Center of Excellence internal activities. It includes the translation of strategic and operational demands into BPM services, the analysis, configuration and monitoring of BPM services; the evaluation of results generated by BPM services and the communication and dissemination of BPM culture throughout the organization. Support Processes: The set of processes that supports the operation of the Center of Excellence. It includes the creation and maintenance of methods for all activities within the process lifecycle, establishment of BPM related roles and responsibilities, administration of the BPM services portfolio, administration of BPM human resources, charging and funding. 43

44 BPM Services Main Services: These services are central to the implementation of the BPM approach and are the usual responsibilities of a BPM Center of Excellence. This set includes services like process modeling, process improvement and design, process change management, process performance management and process management education/training. Complementary Services: Services that may not be the direct responsibilities of a BPM Center of Excellence, but are still related to the BPM discipline and its methods and tools. This set of services includes for example process auditing, risk and internal control management, process forensics, systems design, etc. 44

45 BPM CoE s Capabilities Evolution 3. Strategic Alignment and BPM culture 2. Creation of convergence among BPM initiatives 1. Difusion of BPM concepts and benefits 45

46 BPM CoE s Capabilities Evolution The definition of processes and services associated with each stage was built from two surveys of BPM initiatives undertaken by ELO Group with over 150 organizations, and revised with Prof. Michael Rosemann; It is recommended the adoption of this Framework and customization for each organization. The specificity of each organization as well as its history of initiatives is crucial to define the optimal portfolio of processes and services to be offered by the Office over time. 46

47 Capabilities for a BPM CoE (1/3) 47

48 MANAGEMENT PROCESSES MP07 BPM Culture Dissemination COMPLEMENTARY SERVICES CS01 Lean & Six Sigma Oriented Improvement MS01 Process Architecture Maintenance MAIN SERVICES MS02 Process Modeling (As-is) MS03 Process Improvement (To-be) MS04 Process Documentation MS05 Process Change Management SUPPORTING PROCESSES SP01 Administration of Models Repository SP02 Administration of BPM Roles and Responsibilities 48

49 Stage 1 Processes and Services Code Name Type Description MS01 Process Architecture Maintenance Main Service Definition and/or updating of the organization's value chain and business process architecture that illustrate its mission, vision and main attributions. Dissemination of process-based vision throughout t the organization ation MS02 Process Modeling (AS IS) MS03 Process Improvement (TO BE) MS04 Process Documentation Main Service Main Service Main Service Modeling and/or updating of the way work is performed. Models usually include activities and events, responsibilities, related systems and documents and are displayed in notations like BPMN, EPC, IDEF. It can also include identification of improvement opportunities. Redesign of existing processes based on the analysis of improvement opportunities and prioritization of identified solutions. It can also refer to the design of a new process. Creation and/or updating of procedures and manuals that detail processes models and can serve as a basis for work execution. MS05 Process Change Main Definition of an action plan to incorporate improvements in Management Service existing processes. Tracking of action plan's status, intermediate results and difficulties. CS01 SP01 Lean & Six Sigma Oriented Improvement Models Repository Administration Complem. Service Support Process Improvement initiative focused on process efficiency and productivity increases, mainly based on Lean & Six Sigma techniques. Creation and/or maintenance of BPM methodologies e modeling notation. Administration of models repository (backups, acess control etc.) SP02 Administration Support Definition and/or updating of information related to each of the of BPM Roles Process BPM roles and responsibilities (process owners, analysts, and specialists, sponsors etc.), according to the organization's Responsibilities process management model.

50 Capabilities for a BPM CoE (2/3) 50

51 MANAGEMENT PROCESSES MP04 BPM Services Programming MP05 BPM Services Monitoring MP07 BPM Culture Dissemination COMPLEMENTARY SERVICES CS01 Lean & Six Sigma Oriented Improvement MS01 Process Architecture Maintenance MAIN SERVICES MS06 Process Performance Measurement CS06 Process Auditing CS02 Reference Models Implementation MS02 Process Modeling (As-is) MS07 Process Management Training and Education CS07 Risk and Internal Control Management CS03 Systems Specification MS03 Process Improvement (To-be) MS08 Process Compliance CS08 Competencies Management CS04 Process Automation MS04 Process Documentation CS09 Management of improvement projects MS05 Process Change Management SUPPORTING PROCESSES SP01 Administration of Models Repository SP02 Administration of BPM Roles and Responsibilities SP03 Administration of BPM Services Portfolio SP04 Administration of BPM Human Resources 51

52 Stage 2 Processes and Services Code Name Type Description MP04 BPM Services Programming Mgmt. Process Prioritization and programming of all BPM services being offered according to availability of personnel in Center of Excellence. Definition of responsibilities and targets of each initiative. MP05 BPM Services Monitoring Mgmt. Process Monitoring of all BPM services that are being performed and related controls (time, scope, quality, resources etc.) MS06 Process Main Definition iti of a structure t of business process measures. Performance Service Measurement, monitoring and reporting of process performance. Measurement Establishment and tracking of actions to improve performance. MS07 Process Main Employees' training and education on BPM concepts, methods Management Service and tools. Education and Training MS08 Process Main Periodic process checking. Verification of the adherence of the Compliance Service process models to reality. CS02 Reference Models Implementation Complem. Service Planning, adoption and maintenance of reference models like ISO9001, SCOR, ITIL, VRM etc., focused on performance impromevents and/or achieving certifications. CS03 Systems Specification CS04 Process Automation Complem. Service Definition of requirements to support software development that can optimize process execution Complem. Implementation of systems that could automate work. Service 52

53 Stage 2 Processes and Services CS03 Systems Specification Complem. Service CS04 Process Complem. Automation Service CS06 Process Auditing Complem. Service CS07 Risk and Internal Control Management Complem. Service Definition of requirements to support software development that can optimize process execution Implementation of systems that could automate work. Definition and execution of internal auditing tests to evaluate adherence of business processes. Analysis of operational risks in processes and defintion of internal controls to mitigate risks. CS08 Competencies Complem. Definition i i and evaluation of required competencies for process Management Service execution. Establishment of training plans, HR selection and relocation. CS09 Management of Complem. Management of major organizational projects that involve improvement projects Service process improvement efforts (linkage between a PMO and a BPM Center of Excellence) SP03 Administration of BPM Service Portfolio Support Process Updating of informations related to BPM services like: responsibilities, methods and tools involved, periodicity of execution etc. SP04 Administration of BPM Human Resources Support Process Definition and updating of profiles, roles, competencies and division of labor of the BPM Center of Excellence team. 53

54 Capabilities for a BPM CoE (3/3) 54

55 MANAGEMENT PROCESSES MP01 Strategy Translation into Processes MP02 BPM Demands Identification and Analysis MP03 BPM Services Development Plannig MP04 BPM Services Programming MP05 BPM Services Monitoring MP06 BPM Results Evaluation MP07 BPM Culture Dissemination COMPLEMENTARY SERVICES CS01 Lean & Six Sigma Oriented Improvement MS01 Process Architecture Maintenance MAIN SERVICES MS06 Process Performance Measurement CS06 Process Auditing CS02 Reference Models Implementation MS02 Process Modeling (As-is) MS07 Process Management Training and Education CS07 Risk and Internal Control Management CS03 Systems Specification MS03 Process Improvement (To-be) MS08 Process Compliance CS08 Competencies Management CS04 Process Automation MS04 Process Documentation MS09 Process Maturity Management CS09 Management of improvement projects CS05 Business Rules Management MS05 Process Change Management MS10 Process Benchmarking &Innovation CS10 Process Cost Management SUPPORTING PROCESSES SP01 Administration of Models Repository SP02 Administration of BPM Roles and Responsibilities SP03 Administration of BPM Services Portfolio SP04 Administration of BPM Human Resources SP05 Administration of BPM Budget 55

56 Stage 3 Processes and Services Code Name Type Description MP01 Strategy Translation into Processes MP02 BPM Demands Identification and Analysis Mgmt. Process Mgmt. Process Organizational strategy analysis. Definition of how business process could be improved to support achievement of strategic objectives. Identification of new BPM services needed. Identification, analysis and priorization of day-by-day operational demands for BPM services. MP03 BPM Services Mgmt. Planning of the evolution of BPM Services Porfolio, matching new Evolution Process organizational needs (demand) and BPM CoE s readiness to Planning provide new services (capability). MP06 BPM Results Evaluation MP07 BPM Culture Dissemination Mgmt. Process Mgmt. Process Evaluation of tangible and intangible results related to BPM services. Determination of ROI. Dissemination of actions in course, results obtained and success cases. It can include presentations to areas, BPM events, intranet informations and management reports. MS09 Process Main Process maturity evaluation, based on existing maturity models. Maturity Service Management MS10 Process Benchmarking Main Service Benchmarking and dissemination of internal and external best practices related to process execution. and Innovation CS05 Business Rules Complem. Definition and/or updating of business rules of an existing Management Service process, detailing their characteristics and specific conditions. CS10 Process Cost Complem. Analysis and optimization of cost structure of an existing Management Service process, mainly using ABC techniques. Identification of cost reduction opportunities. SP05 Administration of BPM Budget Support Process Budgeting and charging for the cost structure of the BPM Center of Excellence. Pricing of BPM services.

57 Reference Framework for a BPM CoE v1.0 MANAGEMENT PROCESSES MP01 Strategy Translation into Processes MP02 BPM Demands Identification and Analysis MP03 BPM Services Development Plannig MP04 BPM Services Programming MP05 BPM Services Monitoring MP06 BPM Results Evaluation MP07 BPM Culture Dissemination COMPLEMENTARY SERVICES CS01 Lean & Six Sigma Oriented Improvement MS01 Process Architecture Maintenance MAIN SERVICES MS06 Process Performance Measurement CS06 Process Auditing CS02 Reference Models Implementation MS02 Process Modeling (As-is) MS07 Process Management Training and Education CS07 Risk and Internal Control Management CS03 Systems Specification MS03 Process Improvement (To-be) MS08 Process Compliance CS08 Competencies Management CS04 Process Automation MS04 Process Documentation MS09 Process Maturity Management CS09 Management of improvement projects CS05 Business Rules Management MS05 Process Change MS10 Process Management Benchmarking &Innovation CS10 Process Cost Management SUPPORTING PROCESSES SP02 SP03 SP04 SP01 SP05 Administration of Administration of Administration of Administration of Administration of BPM Roles and BPM Services BPM Human Models Repository BPM Budget Responsibilities Portfolio Resources 57

58 Some questions to be answered 1. How to determine responsibilities and accountabilities for BPM actions? 2. Where should the BPM Center of Excellence be located? 3. How to determine tasks, profiles and competences for BPM CoE s internal team? 4. How to assure alignment between Process Office and Project Office? 58

59 RACI Chart 59

60 Some typical profiles CoE CoE Global and Centralized Local and Centralized CoE CoE Proess Leader Process Leader Proces Leader CoE Global and Decentralized Multiple CoE s

61 Example of a BPM Internal Structure Process Office Support and Maintenance BPM Projects BPM Consultant Process Architect Quality Assurance Project Manager Process Analyst Instructor DB Administrator Business Improvement Advisor 61 Source: based on Jeston & Nelis, 2008

62 Roles and responsibilities Support and Maintenance Dedicated Resources: Should not be involved on organizational i projects. They can offer consulting, coaching, training and quality assurance services to Project Teams. They also monitor and document lessons learned, BPM projects performance and process governance. Projects Pool of Shared Resources: Pool of resources that can be used into BPM projects. Chief Process Officer should allocate those resources appropriately 62

63 Roles and responsibilities Support and Maintenance 1. BPM Consultant Specialist that discuss with business areas opportunities for improvements. 2. Process Architect: Assures process architecture is updated and being followed. 3. Coach/Quality Assurance: Provides coaching to BPM project teams. Do not perfom the work, only provides guidelines. Also responsible for projects quality control. 4. Instructor: Provides BPM training to the whole organization. 5. DB Administrator: Revise process models, assuring modeling notation and patterns are being folowed. Administer process repository. 63

64 Roles and responsibilities Projects 1. Project Managers Responsible for all routine management of BPM projects 2. Business Improvement Advisors: Identify opportunities for improvements Discuss and facilitate implementation of new ideas, decreasing resistance to change Develop business cases and business impact analysis 3. Process Analysts: Model and document the process (As Is & To Be) Define metrics and calculate process costs. Evaluate the skills of people involved in process Evaluate the process performance 64

65 Process Prioritization based on Strategic Drivers Analysis of Competitive Drivers 65

66 Linkage with Project Office types of projects Impact izational Orngan Action Plans (small and informal projects) Formalized organizational projects Regular improvements Action Plans (small and informal projects) 66 Time to implement

67 Linkage with Project Office types of projects Project Management Process Initiation Planning Execution Control Closure ects Proje Action Plans Regula ar improv v. 67 ELO Group all rights reserved. 67

68 Linkage with Project Office types of projects Involved areas Type of transformation Business Area BPM Office PMO Regular improv. Action Plans Formalized projects 68 ELO Group all rights reserved. 68

69 INTRODUCTION: CHALLENGES FACING MODERN ORGANIZATIONS BPM GOVERNANCE AND THE NEED FOR A CENTER OF EXCELLENCE BPM CENTER OF EXCELLENCE MAIN CHARACTERISTICS BPM CoE FRAMEWORK HISTORY AND GENERAL VIEW BEYOND BPM CoE OTHER ROLES AND RESPONSIBILITIES

70 But Setting up a BPM CoE is just the first step All managers need to participate in processes management somehow. This is not something restricted to the Process Office s role. 70

71 Example of a BPM Governance Structure Vision, Strategy, Budget, Resources Roadmaps, Project Plans Process Committee Collaborative Process Models, KPIs Roadmaps, Project Plans Process Office Guidelines, Standards, Best Practices, Training Technical Artifacts Process Owner Process Specification Process Implementation Project Manager 71 Source: based on Korhonen, 2007

72 Example of a BPM Governance Structure Process Office Process Council Chief Process Officer Process Owner 1 Process Owner 2 Process Owner 3 Process Process PRocess Manager 1 Manager 2 Manager N Maintenance and Support BPM Projects 72 Source: based on Jeston & Nelis, 2008

73 Management by Process evolution over time 73 Source: COPPE/UFRJ, 2007

74 Governance Evolution over time We acknowledge that Governance Structure evolutes over time, as BPM becomes more mature into the organization. BPM services varies from organization to organization, and therefore the BPM Center of Excellence may not always directly execute main services. Instead, the CoE may support a decentralized execution of services by process owners and other areas. Still, this category of services remains central for the implementation of a process oriented management approach 74

75 Decentralization Path Centralized Model Decentralized Model It s important to think about the desired dgovernance structure over time ( Blue Sky Vision ). It will certainly changes the Center of Excellence s scope and attributions 75 75

76 Governance Evolution over time example 76

77 Final Points - Some Statistics Publication of 10 papers about the frameworks Application of the framework at 15 organizations Courses for more than 150 people about the framework 77 77

78 Learning Points Emphasizing and splitting BPM CoE s main services at: 1. Process Improvement Projects 2. Day by day process management Reinforcing the idea of BPM Planning Processes linked to Corporate Strategy Representing the Managing Process process with a lifecycle approach, showing how to implement BPM CoE s services more effectively 78 78

79 Current Research Ideas on Improving the Framework

80 BUSINESS STRATEGY PROCESS EXECUTION

81 BUSINESS STRATEGY PROJECT BASED WELL DEFINED SCOPES STRONG INVOLVEMENT OF BPM OFFICE INVOLVES MULTIPLE AREAS SIGNFICANT COSTS TRANSFORMATION INTENSIVE PROCESS IMPROVEMENT PROJECT Performance Tempo Breakthrough Improvement PROCESS REDESIGNED IMPLEMENTED WITHIN NEWS SYSTEMS, COMPETENCES, CONTRACTS, ETC PROCESS EXECUTION