Learning to implement BPM in your organization: how deep you should go?
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The document provides information about the CertiBPM project, which aims to establish a Certified Business Process Manager job role that is valid across Europe. The project involves adapting an existing BPM course for ECQA certification and university-level education. Partners include universities and private companies from Slovenia, Ireland, and Romania. The goal is to train over 100 students and educators in BPM knowledge and establish a distance learning program to reach more learners across locations. Funding was provided by the European Commission under the Leonardo da Vinci program.
Learning to implement BPM in your organization: how deep you should go?
- 1. ECQA Certified Business Process Manager Learning to implement BPM in your organization: how deep you should go? dr. Tomislav Rozman EUROSPI 2012 - Networked Workshop 2012: Business Process Management 25. – 27. 6. 2012 Vienna - Austria
- 2. Agenda • Motivation for BPM • How much BPM is enough (process maturity) • CertiBPM course content presention • CertiBPM project, info
- 3. Topic: Introduction BUSINESS PROCESS MANAGEMENT (BPM) – WHY ?
- 4. Let us build common terminology • BPM is the discipline, which covers: – identification, – modeling, – analysis, – documentation, – automatization, – maintenance and – optimization of business processes
- 5. Why should we care about BPM? •major drivers of introducing BPM to a company*: – need to save money – reduce cost – improve productivity – improve management coordination – improve organizational responsiveness – improve customer satisfaction – improve products *according to research -P. Harmon & C. Smith, 2010
- 6. What is a business process? P01 P02 P03 ECQA training and Training and learning Examination Certification certification example Process group - CertiBPM P01 Training and learning P01-03 Attend live training Choose any combination P01-04 P01-00 P01-01 P01-02 Attend e-learning P01-07 Register on Self-assess Register for based training Provide feedback ECQA portal knowledge training P01-05 Attend live webinars Self assesment = good based training P01-06 Attend self-study based training no training (enough experiences) yes GOTO P02 Examination
- 7. What is a business process? P01 P02 P03 ECQA training and Training and learning Examination Certification certification example Less than minimum elements passed P02-01 P02-02 P02-03 No Prepare Register for Attend the case study exam exam m P01 Training Case study = passed? Choose Exam = passed Self assessment? yes Yes P01-01 Self-assess knowledge yes GOTO P03 Certification
- 8. What is a business process? P01 P02 P03 ECQA training and Training and learning Examination Certification certification example P03-01 P03-02 Receive the P03-03 Register as a certificate certificate Exploit your knowledge No holder and join the and gather evidences From community P02 Examination No Want to pass Want to become a trainer? additional elements? Yes Yes GOTO P02 Certification GOTO P1 Become a trainer
- 9. What is a business process?
- 10. Topic: BPM BPM – HOW MUCH DETAILS DO WE NEED?
- 11. DETAILS == MATURITY ? • Process documenting & modelling – a burden? • Who reads process documentation anyway? • Why bother drawing nice pictures (of processes)? • Does business changes too frequently and the process documentation can not follow with the same pace? • Do detailed process descriptions imply maturity?
- 12. Maturity models... • CMMI (Capability Maturity Models) • SW, Acquisition,... • IT Management Process Maturity Model • SPICE (ISO 15504 • .... • BPMM (Business Process Maturity Model) • Are you familiar with any other maturity models? •?
- 13. BPMM • Business Process Maturity Model (OMG) • Summary: a framework for evaluation of processes' maturity o based on CMMI (Capability Maturity Model Integrated) o maturity levels: 1. Initial - ad-hoc processes, 2. Managed - repeatable processes 3. Standardized - uniform work descriptions 4. Predictable - process results are statistically analysed and used for optimizations 5. Innovating - the processes are pro-actively improved o 30 process areas • For process managers, quality managers • More info: o http://www.omg.org/spec/BPMM/1.0/PDF/ BP Maturity Model = an agreed measure for processes
- 14. BPMM framework Source: http://www.primepmg.com/bpmm.html
- 15. Process maturity level 1 (initial) • Chaotic processes • Firefighting • No central process responsibility (process manager) • Successfull process performance = more by luck than by analysis • Just get the job done • Everybody has his/her own idea of the workflow • WHAT‘S YOUR EXPERIENCES ? (for your business!)
- 16. Process maturity level 2 (managed) • Processes are repeatable, – but not documented • Processes are in ‚employee‘s heads‘ • Hard time planning process performance • Planning – to some extent • Process support tools not integrated (‚islands‘) • WHAT‘S YOUR EXPERIENCES ? (for your business!)
- 17. Process maturity level 3 (standardised) • standard processes are synthesized from best practices • A basis for ‚economy of scale‘ • No more questions like ‚What‘s the next step? Or ‚What should I do next?‘ • Documented processes – Process description documents, Manuals – Graphical process models • WHAT‘S YOUR EXPERIENCES ? (for your business!)
- 18. Process modelling motivation (1/2) • Responsibilities can be easily seen (from the process model) • Interactions with information systems can be easily seen • Communication paths can be easily seen • Document flow can be easily seen • Bottlenecks can be identified • Starting phase for optimization • Great requirements for future process automation
- 19. Process modelling motivation (2/2) • We can design an overview of an organization’s processes • Quality management standards can be acquired quickly • The quality manual can be improved with graphical process representations • New employees can get insight into their work quicker (if learning from process model) • There are over 75 process modelling tools!
- 20. How to achieve level 3? • Document and model the processes! – How? • Example: – Process description document – Process model – live modelling • Group involvement: – Choose & Sketch your most valuable process! Relation to ECQA Certified Business Process Manager: U1E3 (Modelling) and U1E4 (Documenting)
- 21. Level 3 – modelling details • 1st level: process map or process landscape: P01 P02 P03 Training and Examination Certification learning
- 22. Level 3 – modelling details • 2nd level: Process group / rough process with major steps Process group - CertiBPM P01 Training and learning P01-03 Attend live training Choose any combination P01-04 P01-00 P01-01 P01-02 Attend e-learning P01-07 Register on Self-assess Register for based training Provide feedback ECQA portal knowledge training P01-05 Attend live webinars Self assesment = good based training P01-06 Attend self-study based training no training (enough experiences) yes GOTO P02 Examination
- 23. Level 3 – modelling details • 3rd level: process details (+ roles + message flows) Process - CertiBPM P01-01 Self-assesment Registration No Select "I am a new user Fill out the and I would like to create registrati an account." Choose registration Select and confirm Select the training to Learning portal profession body Already registered to the system before? n e T a r i Select "I have registered to Yes the system before and Log in with have a username and existing crede password." http://www.ecqa.org/index.php?id=23 o p a r t l m Q A n C e a E s t f - l
- 24. Level 3 – modelling details • 4th level: IT details – User interfaces – IT systems connectors – Scripts,.. • Purpose = automatization
- 25. Process maturity level 4 (predictable) • Quatitative management of processes – ... which meand MEASURING • ... Or, KPI‘s (Key performance indicators) • Usage of statistics and methods (e.g. Six Sigma) • „Predictable“ in reality means: – The product will be produced within X hours – Your case will be resolved within X hours – We‘ll need X of resources to perform the process – The length of the product will fall within the tolerance +- X%
- 26. Process maturity level 4 (predictable) • Examples of KPIs: • Where can you find ideas for KPIs? • VRM – Value reference model, SCORM for supply chains •WHAT‘S YOUR EXPERIENCES ? (for your business!) • What do you measure?
- 27. Process maturity level 5 (innovating) • Process change management – Means: modifying your processess according to KPI‘s or feedbacks – ... controlled roll-outs of improved processes – ... Everybody starts working according to new process at the planned time – Example: Actros • Planned innovations • Main process: Continuous process improvement • WHAT‘S YOUR EXPERIENCES ? (for your business!)
- 28. FOCUS GROUP Which processes in your org. are at: •Level 1 (initial/ad-hoc): – ? •Level 2 (managed): – ? •Level 3 (standardised): – ? •Level 4 (predictable): – ? •Level 5 (innovating): – ?
- 29. Topic: ECQA Certified Process Manager BPM COURSE CONTENT
- 30. Brief Description of the CertiBPM Training Program Content U0; U1.E1 – E5 BPM.U0.E0 – Introduction U2.E1 – E3 BPM.U0.E1 - ECQA and Certification Info BPM.U2.E1 - Choosing BPM.U0.E2 - Conclusions and References your BPM tool/platform BPM.U1.E1 - Process oriented BPM.U2.E2 - BPM tools/ management platform BPM.U1.E2 - Managing BPM projects BPM.U2.E3 - BPM and BPM.U1.E3 - BPM and Modeling Enterprise architecture BPM.U1.E4 - Documenting Business Processes BPM.U1.E5 - Process Simulation & Analysis basics, tools and techniques U3.E1 – E3 BPM.U3.E1 - Human factors in BPM BPM.U3.E2 - Motivating people for process change BPM.U3.E3 - BPM models, frameworks and standards
- 31. Structure of the CertiBPM Qualification and Certification Program: Learning Units and Elements Learning Units and Elements Title Code BPM.U0 Informative package BPM.U0.E0 Introduction ECQA and certification information (demonstration on www.ecqa.org BPM.U0.E1 and the Learning Portal) BPM.U0.E2 Conclusions and References data base BPM.U1 Process Oriented Management BPM.U1.E1 Management System (ISO 9001:2008) BPM.U1.E2 Managing BPM projects BPM.U1.E3 BPM and Modeling BPM.U1.E4 Documenting Business Process BPM.U1.E5 Process Simulation & Analysis basics, tools and techniques BPM.U2 BPM and Information Technologies (IT) BPM.U2.E1 Choosing your BPM tool/platform BPM.U2.E2 BPM tools/platform BPM.U2.E3 BPM and architecture BPM.U2.E4 BPM systems and IT integration BPM.U3 BPM human aspects. Frameworks and Standards BPM.U3.E1 Human factors in BPM BPM.U3.E2 Motivating people for process change BPM.U3.E3 BPM models, frameworks and standards BPM.U4 BPM Specializations
- 32. FOCUS GROUP • Which types of BPM knowledge is most needed in your organizations? – Management: – Technology: – Pscychology:
- 33. Thank you for your patience! Please register for an on-line BPM training!
- 34. M o r e In f o a b o u t C e r t iB P M : w w w . c e r t ib p m . in f o • W e a r e s o c ia l: h t t p : //w w w . l i n k e d i n . c o m /g r o u p s s e a r c h f o r C e r t iB P M g r o u p a n d jo in , t o g e t la t e s t up d a te s !
- 35. Topic: CertiBPM project CERTIFIED BUSINESS PROCESS MANAGER – PROJECT INFO
- 36. Project objectives • OBJECTIVE 1: to adapt existing Business Process Management course to ECQA (European Certification and Qualification Association) certification scheme and establish job role, which is valid across the Europe, translate it to Romanian and English language • OBJECTIVE 2: to adapt the course to the University - Bologna Masters level for Romanian Universities
- 37. Project objectives • OBJECTIVE 3: to transfer the knowledge (CertiBPM project) to the Romanian market (to students from the Universities, industry representatives) • OBJECTIVE 4: to educate 110 trainees and 14 trainers (regardless of the age, sex, nationality, religion) • OBJECTIVE 5: to create distant learning course, that will allow training people from different locations
- 38. Partners • Applicant organisation: Universitatea Politehnica din Timisoara (RO) – Contact: prof. dr. Anca Draghici • Management co-ordinator & idea: BICERO Business Informatics Center Rozman Ltd. – Contact: asst. prof. dr. Tomislav Rozman • Core partner: proHUMAN Cooperation and Business Management – Contact: asst. prof. dr. Romana Vajde Horvat • Core partner: I.S.C.N. GesmbH – Contact: dr. Richard Messnarz, Damjan Ekert • Core partner: DENKSTATT Romania SRL – Contact: Gabriela Fistis
- 39. Reference to Authors and Project Training Materials/Dissemination materials were developed within international consortium “Certified Business Process Manager Committee (CertiBPM-TMC)”: • BICERO, Business Informatics Center Rozman Ltd, Slovenia, www.bicero.com (Manager of CertiBPM- TMC, initial author of the course) • proHUMAN, Cooperation and Business Management Ltd., Slovenia, www.prohuman.si • I.S.C.N., International Software Consulting Network, Ireland, www.iscn.com • UPT, Politehnica University of Timisoara, Romannia, www.upt.ro/ • DENKSTAT, Sustainable thinking, Romania, www.denkstatt.ro Development of Training Material was funded with support of European Commission under: • Leonardo da Vinci programme, Transfer of Innovation, Project no. 2010-1-RO1-LEO05-07445 This publication reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.
Editor's Notes
- #13: BPMN Business Process Maturity Model was developed by Bill Curtis and Charles Weber. Their effort resulted in a process-oriented maturity standard, BPMM, which has been adopted by the OMG - http://www.omg.org/spec/BPMM/1.0/PDF/ (Van Broke and Rosemann, 2010a:65). The BPMM describes an evolutionary improvement path that guides organizations as they move from immature, inconsistent business activities to mature, disciplined processes (Curtis and Alden, 2007). The concept relies on the BPMN. A standard Business Process Modeling Notation (BPMN) will provide businesses with the capability of understanding their internal business procedures in a graphical notation and will give organizations the ability to communicate these procedures in a standard manner (http://www.bpmn.org/). The primary goal of the BPMN effort was to provide a notation that is readily understandable by all business users, from the business analysts that create the initial drafts of the processes, to the technical developers responsible for implementing the technology that will perform those processes, and finally, to the business people who will manage and monitor those processes. BPMN defines a Business Process Diagram (BPD), which is based on a flowcharting technique tailored for creating graphical models of business process operations. A Business Process Model, then, is a network of graphical objects, which are activities (i.e., work) and the flow controls that define their order of performance.
- #14: BPMN Business Process Maturity Model was developed by Bill Curtis and Charles Weber. Their effort resulted in a process-oriented maturity standard, BPMM, which has been adopted by the OMG - http://www.omg.org/spec/BPMM/1.0/PDF/ (Van Broke and Rosemann, 2010a:65). The BPMM describes an evolutionary improvement path that guides organizations as they move from immature, inconsistent business activities to mature, disciplined processes (Curtis and Alden, 2007). The concept relies on the BPMN. A standard Business Process Modeling Notation (BPMN) will provide businesses with the capability of understanding their internal business procedures in a graphical notation and will give organizations the ability to communicate these procedures in a standard manner (http://www.bpmn.org/). The primary goal of the BPMN effort was to provide a notation that is readily understandable by all business users, from the business analysts that create the initial drafts of the processes, to the technical developers responsible for implementing the technology that will perform those processes, and finally, to the business people who will manage and monitor those processes. BPMN defines a Business Process Diagram (BPD), which is based on a flowcharting technique tailored for creating graphical models of business process operations. A Business Process Model, then, is a network of graphical objects, which are activities (i.e., work) and the flow controls that define their order of performance.
- #15: BPMN framework The five maturity levels can be briefly described in terms of their management focus and primary objective: Initial - “Fire-fighting management” - There are no specific objectives. Success in these organisations depends on the competence and heroics of the people in the organisation and not on the use of proven processes. Managed - “Work unit management” - The objective is to create a management foundation within each work unit or project. Standardised - “Process management” - The objective is to establish and use a common organisational process infrastructure and associated process assets to achieve consistency in how work is performed to provide the organisation’s products and services. Predictable - “Capability management” - The objective is to manage and exploit the capability of the organisational process infrastructure and associated process assets to achieve predictable results with controlled variation. Innovating - “Change management” - The objective is to continuously improve the organisation’s processes and the resulting products and services through defect and problem prevention, continuous capability, and planned innovative improvements. The maturity level of an organisation provides a way to predict the future performance of the organisation for a given domain or set of domains. These five maturity levels reflect the fact that BPMM is a model for improving the capability of organisations. Source: http://www.primepmg.com/bpmm.html
- #19: Process modelling motivation This slide helps students to understand and explain why the process should be modelled at all. Firstly, responsibilities (who does what) can be easily seen on the process model (as 'pools' and 'lanes'). Interaction with IS can be easily seen, because the IS is modelled in the same way as the role ('pool') and the communication (message flow) is also the same as between roles. Communication paths can be spotted easily as message flows (dashed lines) Document flow can be seen easily, because documents are attached to message flows and visually represented. Bottlenecks can be visually identified (especially if refined with duration information) If we want to optimize the way the process is performed, the process should be modelled Graphical process models can serve as requirements on how the supporting IS should behave and interaction points between users and IS.
- #20: Process modelling motivation If the processes are modelled using different conceptual levels (e.g. rough - detailed - more detailed), the top level can represent an overview of all processes in the organization. If the processes are modelled and documented, it is easier to acquire a QM standard (e.g. ISO9001), because the process oriented approach is also used in QM standards Although ISO9001 does not prescribe the format of described processes, it is usually a good idea to represent them using diagrams Experiences show that new employees understand their responsibilities and tasks more quickly, if they study process models first. Process modelling is not an exotic or academic approach. It has strong support among the majority of the world's software tool makers. Process modelling is supported in over 75 of them (Y2011).