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Introduction to the BPM Life Cycle
Maturing BPM Efforts
Dr. Michael zur Muehlen
Stevens Institute of Technology
Center for Business Process Innovation
April 16, 2011
“If it doesn’t make
    three people angry,
    it is not a process”
    Beyond Reengineering (Michael Hammer, 1996)

2
Key Takeaways	



    §    Analysis Frameworks provide context
    §    Transactions perform work, Analytics manage work
    §    The diagram isn’t everything
    §    Improve your capabilities in 3 areas:
          §  Process Maturity
          §  Process Management Maturity
          §  Organizational Maturity




3
Analyze
“Most businesses have just
3 core processes:
1.  sell stuff
2.  deliver stuff, and
3.  making sure you have stuff to sell and deliver”
                                     Geary Rummler

                                                  5

5
Enterprise As A System	


                                             Enterprise
                                        Management System


                                                                 Management
                      Planning and            Mgt. Information    Information
                     Control System
                                                                    System


                                                                                  Custo-




                                                                      Reporting
Suppliers
                           Directive




                                                                                   mers
                                        Operational System
                               Operational Information System

                                       Goods and Services


                                              Money
Organizing Content: Framework	



                       Strategy & Governance


             Contracting                    Marketing


             Purchasing                        Sales


              Receiving    Warehousing       Shipping


              Invoice
                                               Billing
              Auditing

              Accounts                      Accounts
               Payable                      Receivable


             Support Processes (Accounting, HR, IT etc.)

7
Design
The Process Problem	





Source: 9
        WW Grainger
Process Abstraction Levels	


                   Level A
                   Business Activities             Business
                                                                      Objectives           Scorecard
                                                   Activities

                   Level B
                   Process Groupings


                   Level C
                                               Process Groupings
                                                                What  Ownership           Services


                   Core Processes
                                                 Core processes      Delivery Units        Products

                   Level DProcess
                   Business
                   Flows                                                                  System
                                                   Processes        Delivery Teams
                                                                                            s



                                                                How
                   Level E
                   Operational Process Flows
                                               Sub Processes            Roles         System Functions

                   Level F
                   Detailed Process
                   Flows
                                               Detailed Processes   Detailed Roles      Transactions




Source: British Telecommunications plc 2006
Implement
“Vision without execution is hallucination”
                                     Thomas Alva Edison




                                                     12

12
The Developer’s Perspective	





13
The Architect’s Perspective	





14
What the Customer Wants	





15
Manage
“All models are wrong,
       some are useful”George P.E. Box
17
Process Analytics	


                                   Business Process Analytics

                                            Process             Business           Process
                                           Controlling     Activity Monitoring   Intelligence

  Processing of     Event Detection &                         Dashboards         Simulation
 Context Events        Correlation          Historical
                                            Analytics          Rule-based        Data Mining
                                                               Notification
                                                                                 Optimization




                                               Event Bus




External Event              EAI
                                                ERP                ECM               BPM
   Sources
                   Legacy         Custom


                                           Enterprise IT Infrastructure
Improve
Targets	




•  Improve your Process Performance
•  Improve your Process Management Performance
•  Improve your Organizational Performance
Theory of Constraints	




1.  Define the goal - performance or compliance?
2.  Define key metrics – cycle time, wait time, resource utilization
3.  Identify the constraint – find the bottleneck activity/resource
4.  Exploit the constraint – maximize use of the bottleneck
5.  Subordinate to the constraint – limit upstream throughput
6.  Elevate the constraint – invest and improve
7.  Avoid inertia – start the process again
Process Management Maturity	

                                                       Business Process Management
                                                                 Maturity



     Strategic
                                   Governance             Method                  IT               People              Culture
     Alignment


      Process                  Process Roles and       Process Design &    Process Design &     Process Skills &   Process Values &
  Improvement Plan              Responsibilities           Modeling            Modeling            Expertise            Beliefs


                                                           Process             Process
  Strategy & Process               Decision Making                                             Process Education   Process Attitudes &
                                                       Implementation &    Implementation &
  Capability Linkage                 Processes                                                    & Learning           Behaviors
                                                          Executions          Executions


                                   Process Metrics &                                                Process
        Process                                        Process Control &   Process Control &                       Responsiveness to
                                     Performance                                                Collaboration &
      Architecture                                       Measurement         Measurement                            Process Change
                                       Linkage                                                  Communication


                                       Process             Process             Process                                Leadership
    Process Output
                                     Management         Improvement &       Improvement &      Process Knowledge      Attention to
     Measurement
                                      Standards           Innovation          Innovation                               Process


                                       Process         Process Project &   Process Project &       Process
  Process Customers                                                                                                  Process Social
                                     Management            Program             Program           Management
    & Stakeholders                                                                                                     Networks
                                      Controls           Management          Management            Leaders



Source: Rosemann & De Bruin 2008
Organizational Performance	


  Value Generates   FINANCIAL
     Cash Flow                        Primary Objectives



                    CUSTOMER
 Processes Enable
      Value                           Value Proposition



                    PROCESS
 BPM Coordinates
   Processes                                                    Regulatory
                     Operations     Customer    Innovation
                                                                 / Social


BPM shapes and is       Strategic
   shaped by                               Strategic            Change
                           Job
  organizational                               IT               Agenda
                        Families
     maturity

                    LEARNING & GROWTH
    Maturity is
  determined by          Human           Information         Organization
   People and            Capital            Capital            Capital
   Technology
Organizational Performance	

                      MISSION
   Organizational
     Mission is                       Mandated Objectives
    Paramount

                      FINANCIAL                                       CUSTOMER
 Value and Fiscal
 Responsibility are      Fiscal Constraints                 Value Proposition
    in balance


                      PROCESS
 BPM Coordinates
   Processes                                                         Regulatory
                       Operations     Customer       Innovation
                                                                      / Social


BPM shapes and is         Strategic
   shaped by                                    Strategic            Change
                             Job
  organizational                                    IT               Agenda
                          Families
     maturity

                      LEARNING & GROWTH
    Maturity is
  determined by            Human              Information         Organization
   People and              Capital               Capital            Capital
   Technology
Goal Specification,
                                                   Strategy Definition

BPM Life Cycle	

                                    Organizational
                                                        Analysis




                          Strategy
                          Revision
                                                        Process
                                                        Design
                                                                           Process
                                                     Modeling and          Models
                                                     Specification




                          Improvement
                          Measures for
                        Process                                                 Process
                       Evaluation                                           Implementation




                                                          Target Metrics
                    Process Mining /                                           Build Time /
                     Warehousing                                               Integration




                                                                                     Implemented
                                                                                       Processes
                                                        Process
                                                       Enactment
           Export for other              Process
          reporting purpose              Metrics    Run Time / Task
                                                     and Resource
                                                      Allocation
                                                         Measure-
                                                          ments




                                                       Process
                                                      Monitoring
                                         Process
                                         Metrics
                                                    Business Activity
                                                      Monitoring
Key Takeaways	



§    Analysis Frameworks provide context
§    Transactions perform work, Analytics manage work
§    The diagram isn’t everything
§    Improve your capabilities in 3 areas:
      §  Process Maturity
      §  Process Management Maturity
      §  Organizational Maturity
Thank You!

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Introduction to the BPM Lifecycle

  • 1. Introduction to the BPM Life Cycle Maturing BPM Efforts Dr. Michael zur Muehlen Stevens Institute of Technology Center for Business Process Innovation April 16, 2011
  • 2. “If it doesn’t make three people angry, it is not a process” Beyond Reengineering (Michael Hammer, 1996) 2
  • 3. Key Takeaways §  Analysis Frameworks provide context §  Transactions perform work, Analytics manage work §  The diagram isn’t everything §  Improve your capabilities in 3 areas: §  Process Maturity §  Process Management Maturity §  Organizational Maturity 3
  • 5. “Most businesses have just 3 core processes: 1.  sell stuff 2.  deliver stuff, and 3.  making sure you have stuff to sell and deliver” Geary Rummler 5 5
  • 6. Enterprise As A System Enterprise Management System Management Planning and Mgt. Information Information Control System System Custo- Reporting Suppliers Directive mers Operational System Operational Information System Goods and Services Money
  • 7. Organizing Content: Framework Strategy & Governance Contracting Marketing Purchasing Sales Receiving Warehousing Shipping Invoice Billing Auditing Accounts Accounts Payable Receivable Support Processes (Accounting, HR, IT etc.) 7
  • 10. Process Abstraction Levels Level A Business Activities Business Objectives Scorecard Activities Level B Process Groupings Level C Process Groupings What Ownership Services Core Processes Core processes Delivery Units Products Level DProcess Business Flows System Processes Delivery Teams s How Level E Operational Process Flows Sub Processes Roles System Functions Level F Detailed Process Flows Detailed Processes Detailed Roles Transactions Source: British Telecommunications plc 2006
  • 12. “Vision without execution is hallucination” Thomas Alva Edison 12 12
  • 15. What the Customer Wants 15
  • 17. “All models are wrong, some are useful”George P.E. Box 17
  • 18. Process Analytics Business Process Analytics Process Business Process Controlling Activity Monitoring Intelligence Processing of Event Detection & Dashboards Simulation Context Events Correlation Historical Analytics Rule-based Data Mining Notification Optimization Event Bus External Event EAI ERP ECM BPM Sources Legacy Custom Enterprise IT Infrastructure
  • 20. Targets •  Improve your Process Performance •  Improve your Process Management Performance •  Improve your Organizational Performance
  • 21. Theory of Constraints 1.  Define the goal - performance or compliance? 2.  Define key metrics – cycle time, wait time, resource utilization 3.  Identify the constraint – find the bottleneck activity/resource 4.  Exploit the constraint – maximize use of the bottleneck 5.  Subordinate to the constraint – limit upstream throughput 6.  Elevate the constraint – invest and improve 7.  Avoid inertia – start the process again
  • 22. Process Management Maturity Business Process Management Maturity Strategic Governance Method IT People Culture Alignment Process Process Roles and Process Design & Process Design & Process Skills & Process Values & Improvement Plan Responsibilities Modeling Modeling Expertise Beliefs Process Process Strategy & Process Decision Making Process Education Process Attitudes & Implementation & Implementation & Capability Linkage Processes & Learning Behaviors Executions Executions Process Metrics & Process Process Process Control & Process Control & Responsiveness to Performance Collaboration & Architecture Measurement Measurement Process Change Linkage Communication Process Process Process Leadership Process Output Management Improvement & Improvement & Process Knowledge Attention to Measurement Standards Innovation Innovation Process Process Process Project & Process Project & Process Process Customers Process Social Management Program Program Management & Stakeholders Networks Controls Management Management Leaders Source: Rosemann & De Bruin 2008
  • 23. Organizational Performance Value Generates FINANCIAL Cash Flow Primary Objectives CUSTOMER Processes Enable Value Value Proposition PROCESS BPM Coordinates Processes Regulatory Operations Customer Innovation / Social BPM shapes and is Strategic shaped by Strategic Change Job organizational IT Agenda Families maturity LEARNING & GROWTH Maturity is determined by Human Information Organization People and Capital Capital Capital Technology
  • 24. Organizational Performance MISSION Organizational Mission is Mandated Objectives Paramount FINANCIAL CUSTOMER Value and Fiscal Responsibility are Fiscal Constraints Value Proposition in balance PROCESS BPM Coordinates Processes Regulatory Operations Customer Innovation / Social BPM shapes and is Strategic shaped by Strategic Change Job organizational IT Agenda Families maturity LEARNING & GROWTH Maturity is determined by Human Information Organization People and Capital Capital Capital Technology
  • 25. Goal Specification, Strategy Definition BPM Life Cycle Organizational Analysis Strategy Revision Process Design Process Modeling and Models Specification Improvement Measures for Process Process Evaluation Implementation Target Metrics Process Mining / Build Time / Warehousing Integration Implemented Processes Process Enactment Export for other Process reporting purpose Metrics Run Time / Task and Resource Allocation Measure- ments Process Monitoring Process Metrics Business Activity Monitoring
  • 26. Key Takeaways §  Analysis Frameworks provide context §  Transactions perform work, Analytics manage work §  The diagram isn’t everything §  Improve your capabilities in 3 areas: §  Process Maturity §  Process Management Maturity §  Organizational Maturity