BPM for dummies

Editor's Notes

• #13: BPO - Module 4 BP -> BPM - > BPO HAving an optimized process is 1 thing, have the correct is another!
• #15: BPO - Module 4 BP -> BPM - > BPO HAving an optimized process is 1 thing, have the correct is another!
• #16: Success depends on being in the right industry But success also depends on the ability to achieve a competitive advantage
• #19: Whom do we serve ? People who need to pay for their ticket themself - NOT the business men What do we provide ? Short term flights - Europe Destinations How do we realize this ? Operational excellence - What is our value proposition ? Low prices - Baasics
• #20: Whom do we serve ? People who need to pay for their ticket themself - NOT the business men What do we provide ? Short term flights - Europe Destinations How do we realize this ? Operational excellence - What is our value proposition ? Low prices - Baasics
• #21: Whom do we serve ? People who need to pay for their ticket themself - NOT the business men What do we provide ? Short term flights - Europe Destinations How do we realize this ? Operational excellence - What is our value proposition ? Low prices - Baasics Operational Excellence
• #22: Zaterdag voor 23.59 uur besteld, zondag gratis bezorgd 'Daarom' accepteren we ook als reden. Gratis je pakketje retour sturen. 14 dagen bedenktermijn op al onze producten. Minimaal 2 jaar garantie op al onze producten. Bij ruilen: je nieuwe product vaak morgen al in huis. Bij retour: je geld binnen vijf werkdagen terug. Bij defect: in 90% van de gevallen heb je binnen 14 dagen weer een werkend product in huis. What do we provide ? Best Service Ever
• #23: Zaterdag voor 23.59 uur besteld, zondag gratis bezorgd 'Daarom' accepteren we ook als reden. Gratis je pakketje retour sturen. 14 dagen bedenktermijn op al onze producten. Minimaal 2 jaar garantie op al onze producten. Bij ruilen: je nieuwe product vaak morgen al in huis. Bij retour: je geld binnen vijf werkdagen terug. Bij defect: in 90% van de gevallen heb je binnen 14 dagen weer een werkend product in huis. What do we provide ? Best Service Ever
• #24: How do we realize this ? Operational excellence - What is our value proposition ? Low prices - Basics
• #25: How do we realize this ? Operational excellence - What is our value proposition ? Low prices - Basics Geen begeleiding / geen frisdrank
• #26: Whom do we serve ? People who need to pay for their ticket themself - NOT the business men What do we provide ? Short term flights - Europe Destinations How do we realize this ? Operational excellence - What is our value proposition ? Low prices - Baasics
• #27: Whom do we serve ? People who need to pay for their ticket themself - NOT the business men What do we provide ? Short term flights - Europe Destinations How do we realize this ? Operational excellence - What is our value proposition ? Low prices - Baasics
• #28: Success depends on being in the right industry But success also depends on the ability to achieve a competitive advantage
• #29: Coolblue -> Customer Intimacy Imagine that 1 employee would not obey the corporate strategy? 1 happy person -> 10 people 1 unhappy person -> 1000 people (twitter /facebookj / )
• #31: BPO - Module 4 BP -> BPM - > BPO HAving an optimized process is 1 thing, have the correct is another!
• #33: Module 1 - Introduction to BPM Business process consists out of 3 subprocesses / activities Primary Management Support
• #34: Represent the essential, value adding activities an organization performs to fulfil its mission Make up the value chain where each step adds value to the preceding step Measured by its contribution to the creation or delivery of a product or service, ultimately delivering value Can move across functional organizations, across departments or even between enterprises and provide a complete end-to- end view of value creation Examples; Supply raw material Develop product Sell product
• #35: Represent the essential, value adding activities an organization performs to fulfil its mission Make up the value chain where each step adds value to the preceding step Measured by its contribution to the creation or delivery of a product or service, ultimately delivering value Can move across functional organizations, across departments or even between enterprises and provide a complete end-to- end view of value creation Examples; Supply raw material Develop product Sell product
• #36: Represent the essential, value adding activities an organization performs to fulfil its mission Make up the value chain where each step adds value to the preceding step Measured by its contribution to the creation or delivery of a product or service, ultimately delivering value Can move across functional organizations, across departments or even between enterprises and provide a complete end-to- end view of value creation Examples; Supply raw material Develop product Sell product
• #37: BPO - Module 4 BP -> BPM - > BPO HAving an optimized process is 1 thing, have the correct is another!
• #38: BPI Focuses on increasing customer value through improving quality, enhancing service, reducing costs, and/or increasing productivity of an activity or business process. BPI initiatives often leverage well-known techniques such as Lean, Six Sigma, Global 8-D, Theory of Constraints, and/or Rummler Bache. These efforts can seek “incremental” improvement over time or “breakthrough” improvement all at once (i.e. a new way to manage the business).
• #39: Step 4: Acquire Resources You now need to secure the resources you need to implement the new process. List everything that you'll need to do this. This could include guidance from senior managers or from colleagues in other departments, such as IT or HR. Communicate with each of these groups, and make sure that they understand how this new process will benefit the organization as a whole. You may need to prepare a business case to demonstrate this. Step 5: Implement and Communicate Change It's likely that improving your business process will involve changing existing systems, teams, or processes. For example, you may need to acquire new software, hire a new team member, or organize training for colleagues. Rolling out your new process could be a project in itself, so plan and manage this carefully. Allocate time for dealing with teething troubles, and consider running a pilot first, to check for potential problems. Keep in mind that change is not always easy. People can be resistant to it, especially when it involves a process that they've been using for some time. You can use tools such as the Change Curve and Kotter's 8-Step Change Model to help overcome resistance to change. Step 6: Review the Process Few things work perfectly, right from the start. So, after you roll out the new process, closely monitor how things are going in the weeks and months that follow, to ensure that the process is performing to expectations. This monitoring will also allow you to fix problems as they occur. Make it a priority to ask the people involved with the new process how it's working, and what – if any – frustrations they're experiencing. Adopt continuous improvement strategies such as Kaizen . Small improvements made regularly will ensure that the process stays relevant and efficient.
• #40: Once you've decided which process you want to improve, document each step using aFlowchart or a Swim Lane Diagram . These tools show the steps in the process visually. (Swim lane diagrams are slightly more complex than flowcharts, but they're great for processes that involve several people or groups.) It's important to explore each phase in detail, as some processes may contain sub-steps that you're not aware of. Consult people who use the process regularly to ensure that you don't overlook anything important.
• #41: Use your flow chart or swim lane diagram to investigate the problems within the process. Consider the following questions: Where do team members or customers get frustrated? Which of these steps creates a bottleneck ? Where do costs go up and/or quality go down? Which of these steps requires the most time, or causes the most delays? First use Root Cause Analysis , Cause and Effect Analysis , or The 5 Whys to trace the problem to its origins. After all, if you only fix the symptoms, the problems will continue. Speak to the people who are affected by the process. What do they think is wrong with it? And what suggestions do they have for improving it? Then look at other teams in your organization. What tactics have they developed to deal with similar situations?
• #42: You're now going to redesign the process to eliminate the problems you have identified. It's best to work with the people who are directly involved in the process. Their ideas may reveal new approaches, and, also, they're more likely to buy into change if they've been involved at an early stage. First, make sure that everyone understands what the process is meant to do. Then, explore how you can address the problems you identified in step 2 (Brainstorming can help here). Note down everyone's ideas for change, regardless of the costs involved. Then, narrow your list of possible solutions by considering how your team's ideas would translate to a real-life context. Start by conducting an Impact Analysis to understand the full effects of your team's ideas. Then, carry out a Risk Analysis and a Failure Mode and Effects Analysis to spot possible risks and points of failure within your redesigned process. Depending on your organization's focus, you may also want to consider Customer Experience Mapping at this stage. These tests will help you to understand the full consequences of each proposed idea, and allow you to make the right decision for everyone. Once you and your team agree on a process, create new diagrams to document each step.
• #43: You're now going to redesign the process to eliminate the problems you have identified. It's best to work with the people who are directly involved in the process. Their ideas may reveal new approaches, and, also, they're more likely to buy into change if they've been involved at an early stage. First, make sure that everyone understands what the process is meant to do. Then, explore how you can address the problems you identified in step 2 (Brainstorming can help here). Note down everyone's ideas for change, regardless of the costs involved. Then, narrow your list of possible solutions by considering how your team's ideas would translate to a real-life context. Start by conducting an Impact Analysis to understand the full effects of your team's ideas. Then, carry out a Risk Analysis and a Failure Mode and Effects Analysis to spot possible risks and points of failure within your redesigned process. Depending on your organization's focus, you may also want to consider Customer Experience Mapping at this stage. These tests will help you to understand the full consequences of each proposed idea, and allow you to make the right decision for everyone. Once you and your team agree on a process, create new diagrams to document each step.
• #44: Step 4: Acquire Resources You now need to secure the resources you need to implement the new process. List everything that you'll need to do this. This could include guidance from senior managers or from colleagues in other departments, such as IT or HR. Communicate with each of these groups, and make sure that they understand how this new process will benefit the organization as a whole. You may need to prepare a business case to demonstrate this.
• #45: Step 5: Implement and Communicate Change It's likely that improving your business process will involve changing existing systems, teams, or processes. For example, you may need to acquire new software, hire a new team member, or organize training for colleagues. Rolling out your new process could be a project in itself, so plan and manage this carefully. Allocate time for dealing with teething troubles, and consider running a pilot first, to check for potential problems. Keep in mind that change is not always easy. People can be resistant to it, especially when it involves a process that they've been using for some time. You can use tools such as the Change Curve and Kotter's 8-Step Change Model to help overcome resistance to change. ppt : 1. Strategy Formulation ING Direct USA BECOMING PROCESS ORIENTED = CHANGE
• #46: Step 5: Implement and Communicate Change It's likely that improving your business process will involve changing existing systems, teams, or processes. For example, you may need to acquire new software, hire a new team member, or organize training for colleagues. Rolling out your new process could be a project in itself, so plan and manage this carefully. Allocate time for dealing with teething troubles, and consider running a pilot first, to check for potential problems. Keep in mind that change is not always easy. People can be resistant to it, especially when it involves a process that they've been using for some time. You can use tools such as the Change Curve and Kotter's 8-Step Change Model to help overcome resistance to change. ppt : 1. Strategy Formulation ING Direct USA BECOMING PROCESS ORIENTED = CHANGE
• #47: BPO - Module 4 BP -> BPM - > BPO HAving an optimized process is 1 thing, have the correct is another!
• #49: Gather and share information with key stakeholders to help them understand and align around the problem. This often occurs at a senior level, depending on the challenge.
• #50: Who is the Sponsor? Active, visible, builds support, manages resistance, communicates directly Who is the Change Agent? Visioning, Motivating, Empowering, Managing Who’s on the Change Team? Leadership, Position power, Expertise, Credibility, Management * Who are our key Stakeholders? Map stakeholder support to get a snapshot of the organization’s readiness to change
• #51: Develop a vision: “where you want to go” Tangible, Desireable, Feasible & Flexible, Focused & Simple Great visions are behavioral at their core and translate easily into action. What might we expect to see more of in the future? What might we expect to see less of? Develop a strategy: “how you’ll get there” Provides a framework / plan for operational decisions.
• #52: Establish clear roles, expectations and targets Address anxiety due to lack of certainty Methods Metaphors, Analogies, Stories symbolic farewell & welcome Face-to-face Make it involving Leadership by example, be involved! How much communication is enough? Say it, say it, say it again be consistent in formal and informal messages be responsive to comments & anxiety
• #53: In Step 5, senior leadership and the guiding coalition empower broad based action. They turn their attention to removing obstacles that do not support the change vision. VW Case -> Look further into it Put in place the structure for change, and continually check for barriers to it. Removing obstacles can empower the people you need to execute your vision, and it can help the change move forward. What you can do: Identify, or hire, change leaders whose main roles are to deliver the change. Look at your organizational structure, job descriptions, and performance and compensation systems to ensure they're in line with your vision. Recognize and reward people for making change happen. Identify people who are resisting the change, and help them see what's needed. Take action to quickly remove barriers (human or otherwise).
• #54: Quick Wins -> Jay -> Platform of “lets do it” Nothing motivates more than success. Give your company a taste of victory early in the change process. Within a short time frame (this could be a month or a year, depending on the type of change), you'll want to have some "quick wins " that your staff can see. Without this, critics and negative thinkers might hurt your progress. Create short-term targets – not just one long-term goal. You want each smaller target to be achievable, with little room for failure. Your change team may have to work very hard to come up with these targets, but each "win" that you produce can further motivate the entire staff. What you can do: Look for sure-fire projects that you can implement without help from any strong critics of the change. Don't choose early targets that are expensive. You want to be able to justify the investment in each project. Thoroughly analyze the potential pros and cons of your targets. If you don't succeed with an early goal, it can hurt your entire change initiative. Reward the people who help you meet the targets.
• #55: Build on the change Kotter argues that many change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change. Launching one new product using a new system is great. But if you can launch 10 products, that means the new system is working. To reach that 10th success, you need to keep looking for improvements. Each success provides an opportunity to build on what went right and identify what you can improve. What you can do: After every win, analyze what went right, and what needs improving. Set goals to continue building on the momentum you've achieved. Learn about kaizen , the idea of continuous improvement. Keep ideas fresh by bringing in new change agents and leaders for your change coalition.
• #57: Finally, to make any change stick, it should become part of the core of your organization. Your corporate culture often determines what gets done, so the values behind your vision must show in day-to-day work. Make continuous efforts to ensure that the change is seen in every aspect of your organization. This will help give that change a solid place in your organization's culture. It's also important that your company's leaders continue to support the change. This includes existing staff and new leaders who are brought in. If you lose the support of these people, you might end up back where you started. What you can do: Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear. Include the change ideals and values when hiring and training new staff. Publicly recognize key members of your original change coalition, and make sure the rest of the staff – new and old – remembers their contributions. Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.
• #59: BPM IS a disciplined management approach and methodology to provide end-to-end process understanding, visibility and control while ensuring effective communication across an organization. BPM combines BPI, performance management and organizational change management with technology to ensure the success and sustainability of process improvements, while enabling a process excellence culture.
• #60: PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.[1]
• #61: BPO - Module 4 BP -> BPM - > BPO HAving an optimized process is 1 thing, have the correct is another!
• #64: De-duplication Pooling expertise, experience and resources Catalyst for enterprise-wide adoption Visibility & Professionalization
• #67: Step 1 : Define strategy Step 2: Optimize Process within that strategy Step 3 : Roll out that Improvement - Change