The MSS Approach to BPM

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "The MSS Approach to BPM"

Transcription

1 The MSS Approach to BPM Ryan McMahon, PMP MSS Management Consulting

2 Agenda BPM defined MSS BPM Offerings and Approach Key BPM Benefits Q&A - Improve the Big Picture - Identify Problem Areas and Bottlenecks - Capture Promised Benefits of System Implementation - Break Down Siloes Across Teams

3 What is BPM? Business Process Management is a management principle that leads organizations to manage their work efforts via business processes. This principle is enabled through governance, tools/technology, and commitment from the organization. BPM ultimately supports improved performance through operational excellence and business agility. BPM can provide the foundation for cultural shifts in how organizations are managed.

4 Burning Platforms for BPM Organizational Transformation Break down silos and document touch points from processes to business units and teams Support strategic shifts through prioritization and documentation of business processes Identify key activities, employee utilization, and value-add within processes Technology Investment Understand requirements and improvement opportunities through current state modeling Engage business users in process design and prepare for testing by capturing future state processes Ensure promised efficiencies are reached through effective, decentralized governance Mergers & Acquisitions Align process metrics from an acquired company with Parent Strategy Analyze key differences between common processes and adopt best practices Align business processes to common standard industry process framework ROI Realization Recover from missteps from challenging IT deployments Deploy governance to minimize variation within processes Identify key activities, employee utilization, and value-add within processes

5 BPM Offerings The BPM Governance offering focuses on longterm sustainability by building a structure to manage ongoing process improvements through review, metric establishment, and monitoring support. The Process Analysis offering focuses on reviewing existing processes to identify gaps, opportunities, and risks which will support future process improvements. The BPM Assessment offering supports building a BPM strategy through benchmarking, alignment to overall strategy, and creation of a BPM roadmap. The Process Improvement offering is centered on individual process optimization and/or re-engineering. It leverages key methodologies such as Lean, Six Sigma, and Total Quality. The BPM Advisory Services offering is utilized for BPM tool selection as well as advising on BPM efforts already in-flight at our potential clients.

6 MSS Approach To obtain maximum benefits of BPM, all offerings should be considered as part of an engagement but these can also stand alone for specific projects. Assessment of business process needs to determine scope and strategy leads to Analysis of current state processes for gap identification and a roadmap for Improvement of processes through future state design, deployment, and control. Governance establishes an overall structure & perspective to ensure processes are managed strategically while maintaining accountability & ownership All of these offerings together serve as the basis for an organization s BPM Strategy

7 BPM Maturity Assessment Most organizations are here Level 2 Level 3 Level 1 16% of organizations are classified at the highest level of BPM maturity APQC study 2010 (281 respondents from a multiple industries)

8 Improving the Big Picture Improved View of The Big Picture by aligning daily efforts to business strategy and prioritizing future process changes - Scope must be understood first - Processes can then be aligned to strategy - Roadmap can be built to direct process efforts - Also provides clear view to IT on how enterprise architecture will need to evolve to support operations - Ultimately gets leadership on same page

9 Strategy Map A tool to ensure alignment between the corporate strategy and BPM initiatives Not a strategy redefinition A starting point to map how metrics cascade throughout the organization A proven methodology developed by Kaplan and Norton, pioneers of balanced scorecards and corporate performance management Strategy Map Example

10 Assessment Offering Key Steps BPM Scope Strategic Alignment Client Scenarios BPM Starting Point: No internal knowledge of how to implement BPM in an organization. Organizational Transformation: Break down silos and document touch points from processes to business units and teams. Mergers & Acquisitions: Align processes and metrics from an acquired company with Parent Strategy. Technology Upgrade/Purchase: Introduction of a new technology requires that processes be completely revamped and/or improved. Greater Rate of Return: Need to deliver higher yield in the process while holding existing resources constant. Benchmarking Business Case BPM Strategy Benefits Improved View of The Big Picture : Align daily efforts to business strategy and prioritize future process changes. Ability to Automate Processes via Technology: Identify problem areas and bottlenecks for process improvement. Implementation ROI: Capture promised benefits of system implementations by understanding impacts. Effective Metrics: Measure success of realigned processes. 10

11 Identify Problem Areas and Bottlenecks Identify Problem Areas and Bottlenecks for Process Improvement - Create process inventory - Ask probing questions to get to gaps in current processes - Understand how processes are measured and managed today - By skipping this step, future-state process design becomes less effective as opportunities may be missed - Most important gaps are tackled in first iteration and a list of all gaps is maintained for future iterations - Bad Processes are Bad Processes - do not try to optimize defective processes. They must be re-engineered.

12 Process Analysis Offering Key Steps Process Measurements BPM Scope Client Scenarios Need for More Efficiency: Want to deliver higher yield from process & operations. Need for End-to-End Perspective: Lack of end-to-end holistic process view. Organization is grouped by silos/function. Organizational Transformation: Break down silos and document touch points from processes to business units and teams. Technology Upgrade/Purchase: Introduction of a new technology requires that processes be revamped and/or improved. Current State Analysis Identify Gaps Roadmap for Future State Design Benefits Identify Opportunities for Improvement: Uncover problem areas, pain points, and bottlenecks for improvement. Current State Analysis forms the basis for success in Future State Design. Understanding of Performance Against Peers: Benchmark process metrics to assess strengths, competitive advantages, and areas for improvement End to End View of Organizational Processes: Clear understanding of business processes to optimize organizational design 12

13 Capture Promised Benefits of System Implementation Capture Promised Benefits of System Implementation - Improve processes first, then fit to system - Need for change management - Define new, improved metrics Finding the True ROI - Improves agility in making future process changes as strategy needs arise - Knowledge loaded into system versus being kept as tribal knowledge with employees - Process way of thinking

14 Key Steps Gap to Resolution Analysis Future State Design Process Improvement Offering Client Scenarios Greater Rate of Return: Need to deliver higher yield in the process while holding existing resources constant; identify ways to optimize a process through waste reduction or other process improvement methods Technology Upgrade/Purchase: Introduction of a new technology requires that particular processes need to be completely revamped and/or improved Predictive Operations: Customer satisfaction depends on the company s ability to create predictable outcomes. Optimize processes to minimize the variance and create a consistent outcome. Deployment Process Control Process Automation Benefits Increased Efficiency in day-to-day operations Greater Productivity from employees Eliminate Bottlenecks and Problem Areas through use of technology to automate Siloed Processes Removed which allows for managing processes more holistically Plan for Continuous Process Improvement and Measurement to ensure processes remain relevant & effective Tools & Methodologies Supported Lean, Six Sigma, TQM, CMMI, 14 ITIL, BPMN, APQC

15 Break Down Siloes Across Teams Break Down Siloes and Document Touch Points from Processes to Business Unit and Teams - Determine value chains - Define handoff protocols - Creates need for process governance

16 Value Chain Example Viewing & treating processes as end-to-end instead of siloed by functional areas is a key step to reaching a higher level of BPM Maturity R&D Procurement Distribution Marketing Finance R&D Procurement Distribution Marketing Finance Develop new product idea Source materials/supplier Plan Inventory & Distribution Create Marketing Materials Set Price New Product Development BPM Governance Ongoing monitoring & improvement Siloed processes usually present communication challenges and the inability to identify areas for improvement that can impact all parties Integrated processes allow for the monitoring, reporting, and governance structure needed to become a processmanaged organization

17 Governance Offering Key Steps Define Scope Review & Classify Processes Client Scenarios Siloed Processes: Processes are siloed and not managed holistically Process Development and/or Documentation Inconsistent: Processes have been documented through previous projects but never utilized or kept up to date Need for a BPM CoE: No focal point for process initiatives, training, and ownership exists Knowledge Management: Intellectual capital (tribal knowledge) is not captured, managed with ongoing updates, and lost with attrition. Establish Metrics Launch Change Review Board Provide Monitoring Support Benefits Implementation ROI: Capture promised benefits of system implementations by driving process adherence Preparation: Understand business processes to optimize strategic decisions and organizational design Continuous Improvement: Drive a process managed culture with sustainable success Knowledge Management: Provide holistic training encompassing system and functional touch points 17

18 Q&A Questions?

19 Additional Questions? (877)

Process-Based Business Transformation. Todd Lohr, Practice Director

Process-Based Business Transformation. Todd Lohr, Practice Director Process-Based Business Transformation Todd Lohr, Practice Director Process-Based Business Transformation Business Process Management Process-Based Business Transformation Service Oriented Architecture

More information

Visual Enterprise Architecture

Visual Enterprise Architecture Business Process Management & Enterprise Architecture Services and Solutions October 2012 VEA: Click About to edit Us Master title style Global Presence Service and Solution Delivery in 22 Countries and

More information

OPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE.

OPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. OPTIMUS SBR CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. Optimizing Results with Business Intelligence Governance This paper investigates the importance of establishing a robust Business Intelligence (BI)

More information

The Role of ITIL in IT Governance

The Role of ITIL in IT Governance The Role of ITIL in IT Governance Leveraging IT Governance around IT Service Management Presented By: Rick Leopoldi RL Information Consulting LLC Q2 2005 People Process Technology Why Focus on IT Governance

More information

Introduction to Business Process Management

Introduction to Business Process Management Introduction to Business Process Management Improving business processes is on top of the agenda for chief and senior executives. This requires a solid understanding of current and future business processes

More information

Maximize the synergies between ITIL and DevOps

Maximize the synergies between ITIL and DevOps BEST PRACTICES WHITE PAPER Maximize the synergies between ITIL and DevOps By Anthony Orr, Director of Service Management, Office of the CTO, BMC Software TABLE OF CONTENTS EXECUTIVE SUMMARY...............................................

More information

Measurable Results: Establish service excellence. Reduce errors by 50% The choice for progressive medical centers.

Measurable Results: Establish service excellence. Reduce errors by 50% The choice for progressive medical centers. The choice for progressive medical centers Delivering tailored solutions to modern healthcare organization complexities by integrating a unique blend of strategies with wide-ranging industry experience.

More information

From the White Board to the Bottom Line

From the White Board to the Bottom Line Thought Leadership Institute From the White Board to the Bottom Line The case for pursuing process maturity through business process management. 1 From the White Board to the Bottom Line Table of contents

More information

APQC CORPORATE EDUCATION CATALOG

APQC CORPORATE EDUCATION CATALOG APQC CORPORATE EDUCATION CATALOG APQC CORPORATE EDUCATION OFFERINGS Learn key improvement tools quickly with training courses that address your most pressing organizational issues. We focus every APQC

More information

Business Transformation Services Transform your processes. Transform your business.

Business Transformation Services Transform your processes. Transform your business. Business Transformation Services Transform your processes. Transform your business. Do your processes help you achieve your business goals? Or are your processes actually starting to limit these goals?

More information

Business Process Management Competency Model

Business Process Management Competency Model Primary Responsibilities Applies Business Process Principals in the analysis of As Is business operations and the creation of To Be business operating models Creates Business Process Artifacts Leads Process

More information

KPMG s Financial Management Practice. kpmg.com

KPMG s Financial Management Practice. kpmg.com KPMG s Financial Management Practice kpmg.com 1 KPMG s Financial Management Practice KPMG s Financial Management (FM) practice, within Advisory Management Consulting, supports the growing agenda and increased

More information

Aligning IT to the Strategic Plan

Aligning IT to the Strategic Plan RG Perspective Aligning IT to the Strategic Plan Why it s permanently number one on your to-do list 11 Canal Center Plaza Alexandria, VA 22314 HQ 703-548-7006 Fax 703-684-5189 www.robbinsgioia.com 2013

More information

Driving PPM Adoption Through Effective Change Management

Driving PPM Adoption Through Effective Change Management Driving PPM Adoption Through Effective Change Management Presenters: David Boghossian, Founder, PowerSteering Software Jay Hoskins, PowerSteering Business PPM Consultant Welcome! Thank you for joining

More information

Business Architecture Guild Body of Knowledge Handbook 2.0

Business Architecture Guild Body of Knowledge Handbook 2.0 Guild Body of Knowledge Handbook 2.0 ------------------------ Section 1: Introduction The Guild has made this Introduction section of its Body of Knowledge Handbook 2.0 ( Handbook ) publicly available

More information

Implement Business Process Management to realize Cost Savings and High Return on Investments

Implement Business Process Management to realize Cost Savings and High Return on Investments Implement Business Process Management to realize Cost Savings and High Return on Investments Business Process Management (BPM) was unheard of just a few years ago, but it has burst onto the global scene

More information

Applying Business Architecture to the Cloud

Applying Business Architecture to the Cloud Applying Business Architecture to the Cloud Mike Rosen, Chief Scientist Mike.Rosen@ WiltonConsultingGroup.com Michael Rosen Agenda n What do we mean by the cloud? n Sample architecture and cloud support

More information

Transforming life sciences contract management operations into sustainable profit centers

Transforming life sciences contract management operations into sustainable profit centers Point of View Generating life sciences Impact Transforming life sciences contract management operations into sustainable profit centers Globally, life sciences companies spend anywhere from $700 million

More information

Customer Experience Strategy and Implementation

Customer Experience Strategy and Implementation Customer Experience Strategy and Implementation Enterprise Customer Experience Transformation 2014 Andrew Reise, LLC. All Rights Reserved. Enterprise Customer Experience Transformation Executive Summary

More information

Business Intelligence and Analytics: Leveraging Information for Value Creation and Competitive Advantage

Business Intelligence and Analytics: Leveraging Information for Value Creation and Competitive Advantage PRACTICES REPORT BEST PRACTICES SURVEY: AGGREGATE FINDINGS REPORT Business Intelligence and Analytics: Leveraging Information for Value Creation and Competitive Advantage April 2007 Table of Contents Program

More information

The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into

The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material,

More information

Technical Management Strategic Capabilities Statement. Business Solutions for the Future

Technical Management Strategic Capabilities Statement. Business Solutions for the Future Technical Management Strategic Capabilities Statement Business Solutions for the Future When your business survival is at stake, you can t afford chances. So Don t. Think partnership think MTT Associates.

More information

Case Studies of Excellence through Management by Process

Case Studies of Excellence through Management by Process Case Studies of Excellence through Management by Process High Performance is achieved through managing business processes and having inspiring leadership, as outlined in our previous BP Trends column (

More information

PMO Starter Kit. White Paper

PMO Starter Kit. White Paper PMO Starter Kit White Paper January 2011 TABLE OF CONTENTS 1. ABOUT THE PMO STARTER KIT...3 2. INTRODUCTION TO THE PMO STARTER KIT WHITE PAPER...3 3. PMO DEVELOPMENT ROADMAP...4 4. PLAN PHASE...5 4.1 CREATE

More information

SAP Benchmarking for Capital Project and Portfolio Management. Horst Hönig March 2012

SAP Benchmarking for Capital Project and Portfolio Management. Horst Hönig March 2012 SAP Benchmarking for Capital Project and Portfolio Management Horst Hönig March 2012 SAP Benchmarking for Capital Project & Portfolio Mgmt Overview SAP Benchmarking for Capital Project & Portfolio Management

More information

NEW YORK STATE-WIDE PAYROLL CONFERENCE. Presented to:

NEW YORK STATE-WIDE PAYROLL CONFERENCE. Presented to: NEW YORK STATE-WIDE PAYROLL CONFERENCE Presented to: Felicia Cheek, Practice Leader Global Time to Pay Advisory 15 September 2014 Statement of Confidentiality and Usage Restrictions This document contains

More information

An RCG White Paper The Data Governance Maturity Model

An RCG White Paper The Data Governance Maturity Model The Dataa Governance Maturity Model This document is the copyrighted and intellectual property of RCG Global Services (RCG). All rights of use and reproduction are reserved by RCG and any use in full requires

More information

San Francisco Chapter. Cassius Downs Network Edge LLC

San Francisco Chapter. Cassius Downs Network Edge LLC Cassius Downs Network Edge LLC ITIL History ITIL Books V3 Objectives Business Benefits of V3 V3 Changes Training & Certification V2 or V3? Summary 2 The 12 Rules 1. EXERCISE Rule #1: Exercise boosts brain

More information

IDC Abordagem à Implementação de Soluções BPM

IDC Abordagem à Implementação de Soluções BPM IDC Abordagem à Implementação de Soluções BPM 30 de Setembro de 2008 HP Portugal Consulting & Integration 2008 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change

More information

The Power of Two: Combining Lean Six Sigma and BPM

The Power of Two: Combining Lean Six Sigma and BPM : Combining Lean Six Sigma and BPM Lance Gibbs and Tom Shea Lean Six Sigma (LSS) and Business Process Management (BPM) have much to contribute to each other. Unfortunately, most companies have not integrated

More information

Talent Management: Benchmarks, Trends, & Best Practices

Talent Management: Benchmarks, Trends, & Best Practices Talent Management: Benchmarks, Trends, & Best Practices Karen O Leonard Principal Analyst June, 2010 Copyright 2010 Bersin & Associates. All rights reserved. About Us Who We Are Premier research and advisory

More information

Sustainable Software Development in Agile and CMMI: Apply Lessons Learned today

Sustainable Software Development in Agile and CMMI: Apply Lessons Learned today Sustainable Software Development in Agile and CMMI: Apply Lessons Learned today 2009 What is the CMMI Level 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed 1 Initial Focus Continuous Process

More information

BPM Methodologies: Turning the Land of Confusion into Solutions for your BPM Initiatives. Alan Ramias Partner PERFORMANCE DESIGN LAB

BPM Methodologies: Turning the Land of Confusion into Solutions for your BPM Initiatives. Alan Ramias Partner PERFORMANCE DESIGN LAB BPM Methodologies: Turning the Land of Confusion into Solutions for your BPM Initiatives Alan Ramias Partner PERFORMANCE DESIGN LAB The Uses of BPM Methodology To define/describe processes To improve processes

More information

Agile Master Data Management A Better Approach than Trial and Error

Agile Master Data Management A Better Approach than Trial and Error Agile Master Data Management A Better Approach than Trial and Error A whitepaper by First San Francisco Partners First San Francisco Partners Whitepaper Executive Summary Market leading corporations are

More information

Based on 2008 Survey of 255 Non-IT CEOs/Executives

Based on 2008 Survey of 255 Non-IT CEOs/Executives Based on 2008 Survey of 255 Non-IT CEOs/Executives > 50% Ranked ITG as very important > 75% of businesses consider ITG to be an integral part of enterprise governance, but the overall maturity level is

More information

SITA Service Management Strategy Implementation. Presented by: SITA Service Management Centre

SITA Service Management Strategy Implementation. Presented by: SITA Service Management Centre SITA Service Management Strategy Implementation Presented by: SITA Service Management Centre Contents What is a Service? What is Service Management? SITA Service Management Strategy Methodology Service

More information

Technology and Analytics Roadmap Positioning for the Future

Technology and Analytics Roadmap Positioning for the Future Technology and Analytics Roadmap Positioning for the Future ASU Summer Institute July 15, 2015 Suzanne Rabideau, Rabideau Consulting Brian Jung, MSS Technologies www.msstech.com Introductions Background

More information

Global Consulting Services Overview. Peter Fischer Manager, Global Consulting May 5, 2011

Global Consulting Services Overview. Peter Fischer Manager, Global Consulting May 5, 2011 Global Consulting Services Overview Peter Fischer Manager, Global Consulting May 5, 2011 Overview Global Consulting Services at-a-glance Why Global Consulting Services Brief overview of current engagements

More information

About Fruition Management Consulting

About Fruition Management Consulting About Fruition Management Consulting Fruition Management Consulting is the global consulting company started with the intention to help mid to large organizations in solving complex problems in strategy

More information

Enhancing IT Governance, Risk and Compliance Management (IT GRC)

Enhancing IT Governance, Risk and Compliance Management (IT GRC) Enhancing IT Governance, Risk and Compliance Management (IT GRC) Enabling Reliable eservices Tawfiq F. Alrushaid Saudi Aramco Agenda GRC Overview IT GRC Introduction IT Governance IT Risk Management IT

More information

The expression better, faster, cheaper THE BUSINESS CASE FOR PROJECT PORTFOLIO MANAGEMENT

The expression better, faster, cheaper THE BUSINESS CASE FOR PROJECT PORTFOLIO MANAGEMENT Cloud Solutions for IT Management WHITE PAPER THE BUSINESS CASE FOR PROJECT PORTFOLIO MANAGEMENT How Progressive IT Organizations Are Using Hosted Solutions To Deliver On Time, On Budget, On Quota and

More information

Developing and Implementing a Balanced Scorecard: A Practical Approach

Developing and Implementing a Balanced Scorecard: A Practical Approach RL Consulting Developing and Implementing a Balanced Scorecard: A Practical Approach White Paper Prepared by: Rick Leopoldi March 31, 2004 Copyright 2004. All rights reserved. Duplication of this document

More information

Date: Wednesday, June 24, 2009

Date: Wednesday, June 24, 2009 Date: Wednesday, June 24, 2009 Written By: John M. Clark President/Managing Director ICCM Solutions US, LLC http://www.iccmco.com (513) 673-2012 jclark@iccmco.com Executive Summary It is not the strongest

More information

Making the Case for BPM: A Benefits Checklist

Making the Case for BPM: A Benefits Checklist : A Benefits Checklist Jim Rudden Business Process Management (BPM) has become a top priority for companies in 2006 and 2007. A recent survey of more than 1,400 CIOs revealed that the top business priority

More information

ICP International. Corporate Briefing. www.icpinternational.net

ICP International. Corporate Briefing. www.icpinternational.net ICP International Corporate Briefing www.icpinternational.net Contents Company Overview Solutions Strategy Development & Deployment Lean Six Sigma (LSS) Systems Requirements Design & Application Development

More information

Best of Everything ITIL, CMMI & Lean Six Sigma

Best of Everything ITIL, CMMI & Lean Six Sigma Best of Everything ITIL, CMMI & Lean Six Sigma SEPG 2008, Tampa FL March 2008 What will be covered? Key Issues / Problem Statement Understanding individual frameworks / methodologies Comparison of approaches

More information

WHY COMPANIES STRUGGLE WITH IT STRATEGIC PLANNING

WHY COMPANIES STRUGGLE WITH IT STRATEGIC PLANNING WHY COMPANIES STRUGGLE WITH IT STRATEGIC PLANNING AND HOW TO FIX IT B L A K E A B D E L L A 2 0 1 3 M I N N E S O T A I T S Y M P O S I U M O C T O B E R 2 3, 2 0 1 3 Sponsored by: KEY OBJECTIVES IT Strategic

More information

WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)?

WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? Due to the often complex and risky nature of projects, many organizations experience pressure for consistency in strategy, communication,

More information

APQC CORPORATE EDUCATION CATALOG

APQC CORPORATE EDUCATION CATALOG APQC CORPORATE EDUCATION CATALOG 1 CORPORATE EDUCATION OFFERINGS Learn key improvement tools quickly with training courses that address your most pressing organizational issues. We focus every APQC training

More information

Building an Agile Organization. Applying Lean Change A design framework for building high speed adaptive organizations

Building an Agile Organization. Applying Lean Change A design framework for building high speed adaptive organizations Building an Agile Organization Applying Lean Change A design framework for building high speed adaptive organizations Jeff Anderson Twitter: @thomasjeffrey Email: jeffanderson@deloitte.ca Blog: www.agileconsulting.blogspot.com

More information

SESSION 709 Wednesday, November 4, 9:00am - 10:00am Track: Strategic View

SESSION 709 Wednesday, November 4, 9:00am - 10:00am Track: Strategic View SESSION 709 Wednesday, November 4, 9:00am - 10:00am Track: Strategic View The Business of IT Provisioning Bill Irvine Transformation Strategist, Accelerate Innovation, VMware billirvine@comcast.net Session

More information

TRAINING SESSION SUMMARIES FOR SERVICE

TRAINING SESSION SUMMARIES FOR SERVICE TRAINING SESSION SUMMARIES FOR SERVICE Central to the lean philosophy is the mandate to educate everyone in an organization. Productivity s lean training has been called the best in the business, and for

More information

Delivering Corporate Social Responsibility through Project Portfolio Management

Delivering Corporate Social Responsibility through Project Portfolio Management Delivering Corporate Social Responsibility through Project Portfolio Management Project portfolios are comprised of projects that widely differ in value; vary by their short- and longterm benefits, their

More information

How to Structure Your First BPM Project to Avoid Disaster

How to Structure Your First BPM Project to Avoid Disaster How to Structure Your First BPM Project to Avoid Disaster Table of Contents Table of Contents...2 Introduction...3 Pick The Right Process and Avoid the Wrong Ones...4 Field the Right Team and Include a

More information

The Benefits of PLM-based CAPA Software

The Benefits of PLM-based CAPA Software For manufacturers in industries that produce some of the world s most complex products, effective quality management continues to be a competitive advantage. Whether in automotive, aerospace and defense,

More information

IT Portfolio Management in State Government

IT Portfolio Management in State Government IT Portfolio Management in State Government Agenda 1 Challenges 2 Approach & Solutions 3 Questions and Discussion 2 Challenges along the way Alarming statistics from industry analysts 21% 33% of all projects

More information

In an ERP implementation how the entire organization works changes forever

In an ERP implementation how the entire organization works changes forever Whether you re upgrading from a legacy based system or automating from scratch, selecting and deploying the right ERP solution is something organizations must get right. An ERP pervades through the entire

More information

STAND THE. Data Center Optimization. Q&A with an Industry Leader

STAND THE. Data Center Optimization. Q&A with an Industry Leader Q&A with an Industry Leader Government is faced with exploding demand to provide services to end users, be they ordinary citizens or war fighters. The data center is a primary resource that overworked

More information

Contents. viii. 4 Service Design processes 57. List of figures. List of tables. OGC s foreword. Chief Architect s foreword. Preface.

Contents. viii. 4 Service Design processes 57. List of figures. List of tables. OGC s foreword. Chief Architect s foreword. Preface. iii Contents List of figures List of tables OGC s foreword Chief Architect s foreword Preface Acknowledgements v vii viii 1 Introduction 1 1.1 Overview 4 1.2 Context 4 1.3 Purpose 8 1.4 Usage 8 2 Management

More information

White Paper. Executive Guide to Business Process Management (BPM) and Integration with ERP

White Paper. Executive Guide to Business Process Management (BPM) and Integration with ERP Executive Guide to Business Process Management (BPM) Content 1. Introduction... 3 2. Changing Business and IT... 4 3. Introducing Business Process Management (BPM)... 4 4. What BPM does... 5 5. BPM Project

More information

HP Software. Services. Increase the value of IT with HP s end-to-end consulting. Brochure

HP Software. Services. Increase the value of IT with HP s end-to-end consulting. Brochure HP Software Professional Services Increase the value of IT with HP s end-to-end consulting Brochure Our IT Service Management project with HP has an 18-month payback and now has given us a better understanding

More information

Quality Assurance in an Agile Environment

Quality Assurance in an Agile Environment Quality Assurance in an Agile Environment 1 Discussion Topic The Agile Movement Transition of QA practice and methods to Agile from Traditional Scrum and QA Recap Open Discussion www.emids.com 2 What is

More information

ITIL Service Lifecycles and the Project Manager

ITIL Service Lifecycles and the Project Manager 1 ITIL Service Lifecycles and the Project Manager The intersection of IT Service and Project Delivery Presented to: Kansas City Mid-America PMI Chapter Mark Thomas January 17, 2011 1 Agenda 2 Introduction

More information

Symbios Overview Lean Supply Chain Quality Improvement Customer Satisfaction Productivity Speed Cost

Symbios Overview Lean Supply Chain Quality Improvement Customer Satisfaction Productivity Speed Cost Symbios Overview Lean Supply Chain Quality Improvement Customer Satisfaction Productivity Speed Cost 2 Company formed in the UK by people from Ford Motor Company and AlliedSignal Brief History of Symbios

More information

APQC s Levels of Knowledge Management Maturity

APQC s Levels of Knowledge Management Maturity APQC s Levels of Knowledge Management Maturity By Cindy Hubert and Darcy Lemons This article provides an overview of APQC s Levels of Knowledge Management Maturity, which are designed to be used in conjunction

More information

CONSULTING SERVICES Managed IT services

CONSULTING SERVICES Managed IT services CONSULTING SERVICES Managed IT services CONSULTING SERVICES Organizations around the globe face an array of critical issues in today s business environment. Economic conditions are requiring significant

More information

Leveraging Agile and CMMI for better Business Benefits Presented at HYDSPIN Mid-year Conference 2014 28-Jun-2014

Leveraging Agile and CMMI for better Business Benefits Presented at HYDSPIN Mid-year Conference 2014 28-Jun-2014 Leveraging Agile and CMMI for better Business Benefits Presented at HYDSPIN Mid-year Conference 2014 28-Jun-2014 Outline 2 Context Key Business Imperatives Agile Adoption and CMMI Roadmap CMMI+Agile Best

More information

Red Hat Cloud, HP Edition:

Red Hat Cloud, HP Edition: Red Hat Cloud, HP Edition: Private IaaS Clouds 2 Red Hat Cloud 2 Red Hat Enterprise Virtualization 3 Red Hat Enterprise Linux 3 Red Hat Network Satellite 3 HP CloudSystem Matrix and HP Converged Infrastructure

More information

Customer Service Analytics: A New Strategy for Customer-centric Enterprises. A Verint Systems White Paper

Customer Service Analytics: A New Strategy for Customer-centric Enterprises. A Verint Systems White Paper Customer Service Analytics: A New Strategy for Customer-centric Enterprises A Verint Systems White Paper Table of Contents The Quest for Affordable, Superior Customer Service.....................................

More information

Business Analysis Capability Assessment

Business Analysis Capability Assessment Overview The Business Analysis Capabilities Assessment is a framework for evaluating the current state of an organization s ability to execute a business automation effort from and end-to-end perspective..

More information

Adopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery

Adopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery Customer Success Stories TEKsystems Global Services Adopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery COMMUNICATIONS AGILE TRANSFORMATION SERVICES Executive Summary

More information

5 Steps to Choosing the Right BPM Suite

5 Steps to Choosing the Right BPM Suite 5 Steps to Choosing the Right BPM Suite BPM Suites can deliver significant business benefits and a fast ROI but only if you choose the right one By Laura Mooney, Metastorm Copyright 2009, Metastorm Inc.

More information

Enterprise PMO is a key enabler and foundation for effective enterprise portfolio management.

Enterprise PMO is a key enabler and foundation for effective enterprise portfolio management. Enterprise Program Management Office (EPMO): "Best Practices and PMOs" Stephen C. Hawald - CISM, PMP Our EPMO Ship Has Been Selected For Our Journey! Our PMO is shipworthy and ready to sail across complex

More information

Analytics Strategy Information Architecture Data Management Analytics Value and Governance Realization

Analytics Strategy Information Architecture Data Management Analytics Value and Governance Realization 1/22 As a part of Qlik Consulting, works with Customers to assist in shaping strategic elements related to analytics to ensure adoption and success throughout their analytics journey. Qlik Advisory 2/22

More information

Steel supply chain transformation challenges Key learnings

Steel supply chain transformation challenges Key learnings IBM Global Business Services White Paper Industrial Products Steel supply chain transformation challenges Key learnings 2 Steel supply chain transformation challenges Key learnings Introduction With rising

More information

Global Process Innovation Value Proposition

Global Process Innovation Value Proposition Global Process Innovation Value Proposition 1 Global Process Innovation will help your organization implement sustainable Business Process Management that delivers strategic value. With active support

More information

BUSINESS PROCESS MANAGEMENT and IT. Helping Align IT with Business

BUSINESS PROCESS MANAGEMENT and IT. Helping Align IT with Business BUSINESS PROCESS MANAGEMENT and IT Helping Align IT with Business Our Business Helping IT organizations streamline Infrastructure Operations Process Development or Re-Engineering Implementation of an ITSM

More information

Comprehensive Testing Services for Life Insurance Systems

Comprehensive Testing Services for Life Insurance Systems Insurance the way we do it Comprehensive Testing Services for Life Insurance Systems Capgemini s testing services provide the framework and tools to drive significant improvements in quality and efficiency

More information

User Process Improvement Assessment

User Process Improvement Assessment User Process Improvement Assessment What does User Process Improvement mean to you? User efficiency > Increased capacity >Higher revenue Better visibility > Less waste >Lower costs More control > Procedural

More information

Certified Software Quality Assurance Professional VS-1085

Certified Software Quality Assurance Professional VS-1085 Certified Software Quality Assurance Professional VS-1085 Certified Software Quality Assurance Professional Certified Software Quality Assurance Professional Certification Code VS-1085 Vskills certification

More information

BIG DATA KICK START. Troy Christensen December 2013

BIG DATA KICK START. Troy Christensen December 2013 BIG DATA KICK START Troy Christensen December 2013 Big Data Roadmap 1 Define the Target Operating Model 2 Develop Implementation Scope and Approach 3 Progress Key Data Management Capabilities 4 Transition

More information

IBM and the IT Infrastructure Library.

IBM and the IT Infrastructure Library. IBM Global Services September 2004 IBM and the IT Infrastructure Library. How IBM supports ITIL and provides ITIL-based capabilities and solutions Page No. 2 Contents ITIL Planning for Service 2 Executive

More information

Metrics Matter MKS Prescribes Five Essential IT Metrics for Success

Metrics Matter MKS Prescribes Five Essential IT Metrics for Success Metrics Matter MKS Prescribes Five Essential IT Metrics for Success An MKS White Paper Metrics Matter MKS Prescribes Five Essential IT Metrics for Success Page 1 of 5 What s Measured Ongoing application

More information

2011 NASCIO Nomination Business Improvement and Paperless Architecture Initiative. Improving State Operations: Kentucky

2011 NASCIO Nomination Business Improvement and Paperless Architecture Initiative. Improving State Operations: Kentucky 2011 NASCIO Nomination Business Improvement and Paperless Architecture Initiative Improving State Operations: Kentucky Kevin Moore 6/1/2011 Executive Summary: Accounts Payable was a time consuming, inefficient

More information

through an automated service catalog

through an automated service catalog TECHNOLOGY BRIEF Managing Service Level Private Management Cloud Services Through with an Cisco Automated UCS and Service CA Solutions Catalog May October 2010 2010 managing implementing private SLM: cloud

More information

Business Architecture Scenarios

Business Architecture Scenarios The OMG, Business Architecture Special Interest Group Business Architecture Scenarios Principal Authors William Ulrich, President, TSG, Inc. Co chair, OMG BASIG wmmulrich@baymoon.com Neal McWhorter, Principal,

More information

Extended Process Modeling: LEADing Practice Modeling with igrafx. Ed Maddock VP of Development and Process Management Solutions

Extended Process Modeling: LEADing Practice Modeling with igrafx. Ed Maddock VP of Development and Process Management Solutions Extended Process Modeling: LEADing Practice Modeling with igrafx Ed Maddock VP of Development and Process Management Solutions Copyright note on Intellectual Capital: ALL RIGHTS RESERVED LEADing Practice

More information

An ITIL Perspective for Storage Resource Management

An ITIL Perspective for Storage Resource Management An ITIL Perspective for Storage Resource Management BJ Klingenberg, IBM Greg Van Hise, IBM Abstract Providing an ITIL perspective to storage resource management supports the consistent integration of storage

More information

ITSM/A Design & Optimization Services: ProvidING the Roadmap for IT Transformation

ITSM/A Design & Optimization Services: ProvidING the Roadmap for IT Transformation ITSM/A Design & Optimization Services: ProvidING the Roadmap for IT Transformation How we work with our clients to optimize their IT Infrastructure for greater efficiencies and reduced costs Overview

More information

Best Practices for Planning and Budgeting. A white paper prepared by PROPHIX Software October 2006

Best Practices for Planning and Budgeting. A white paper prepared by PROPHIX Software October 2006 A white paper prepared by PROPHIX Software October 2006 Executive Summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However,

More information

Business Excellence and ROI based process maturity

Business Excellence and ROI based process maturity Business Excellence and ROI based process maturity SPEG North America 2014 KK Raman, KPMG 6th of May 2014 2014 KPMG, an Indian Partnership and a member firm of the KPMG network of independent member firms

More information

Agile project portfolio manageme nt

Agile project portfolio manageme nt Agile project portfolio manageme nt Agile project & portfolio summit at Harrisburg University May 9, 2016 Agile project portfolio management Agenda Portfolio management challenges Traditional portfolio

More information

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg. Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com June 2015 Companies which adopt CSR or sustainability 1

More information

MKS Integrity & CMMI. July, 2007

MKS Integrity & CMMI. July, 2007 & CMMI July, 2007 Why the drive for CMMI? Missed commitments Spiralling costs Late delivery to the market Last minute crunches Inadequate management visibility Too many surprises Quality problems Customer

More information

Making the Case for BPM. A Benefits Checklist

Making the Case for BPM. A Benefits Checklist Making the Case for BPM A Benefits Checklist Table of Contents The Strategic Value of BPM... 3 A Value Case Study: Logistics... 4 Identifying Your Potential Benefits... 5 Comparing the Alternatives...

More information

Enterprise Shared Services

Enterprise Shared Services Enterprise Shared Services Dave Kirk Manager, Enterprise Initiatives Management of Strategic Technologies Division Department of Information Services State of Washington DaveK@DIS.WA.GOV (360) 902-3561

More information

Enabling Data Quality

Enabling Data Quality Enabling Data Quality Establishing Master Data Management (MDM) using Business Architecture supported by Information Architecture & Application Architecture (SOA) to enable Data Quality. 1 Background &

More information

Wipro and Magyar Telekom Ink a Blueprint for an IT Factory October 2010

Wipro and Magyar Telekom Ink a Blueprint for an IT Factory October 2010 PROFESSIONAL SERVICES BUSINESS QUARTERLY SM CUSTOMER SUCCESS STORY Wipro and Magyar Telekom Ink a Blueprint for an IT Factory October 2010 Customer Profile: Magyar Telekom Group Magyar Telekom, a fully

More information

Achieving Business Analysis Excellence

Achieving Business Analysis Excellence RG Perspective Achieving Business Analysis Excellence Turning Business Analysts into Key Contributors by Building a Center of Excellence Susan Martin March 5, 2013 11 Canal Center Plaza Alexandria, VA

More information