1. Establishing a Process Enterprise Developing Interest in BPM Throughout the Organization, and the Role of Process Managers Much of the material in this presentation was drawn from the following sources: Harmon, Paul, “Managing the Process-Centric Organization”, presentation Harmon, Paul, Business Process Change, Second Edition (2007), by Business Process Trends

2. How to Develop a Process Enterprise BA 553: Business Process Management2 Scheer, A-W. and Brabander, E. (2010), The Process of Business Process Management. In: vom Brocke, J. and Rosemann, M. (eds.) Handbook on business process management, vol. 2. Springer: Heidelberg.

3. BA 553: Business Process Management3 How to Develop a Process Enterprise There are many different models available for developing a high performance process enterprise, however, their basic components are usually the same. The items in blue were covered previously. 1.Align strategy with processes (sessions 4 and 5) and process metrics (session 8) 2.Develop a process-oriented culture (session 9) 3.Create a BPM Group or Center of Excellence (session 8) 4.Develop infrastructure to support a process enterprise (session 8) 5.Establish a process or BPM community of practice (COP) 6.Assign process roles and responsibilities in the organization

4. BA 553: Business Process Management4 5. Establish a BPM Community of Practice A COP is a voluntary group that meets regularly to share knowledge and advice on a specific topic, related to items such as: Tools, templates and models Methodologies Case studies Lessons learned If senior management are supportive of a COP, employees will usually be able to meet during work hours (billable time) A BPM COP usually consists of employees at various levels who are (or expect to be) working on process efforts of various types The BPM COP helps to ensure process efforts across the organization are better integrated, as participants become aware of each other’s efforts

5. BA 553: Business Process Management5 BPM COP Typical Responsibilities Meets on a regular basis Assists with coordinating and integrating the efforts of the various process-oriented projects within the organization Ensures new processes are implemented successfully into the organization Shares knowledge of work already completed and of other process improvement best practices Provides potential guidance on scope definition for process improvement projects (as needed) Supports the development of a standardized approach to process methods, tools, and templates Facilitates brown bag (information sharing) sessions on process topics throughout the organization

6. BA 553: Business Process Management6 Initiating the BPM COP: Actions of Senior Management or the BPM COP Sponsor Decide if the membership will be open to anyone in the organization, or whether specific people will be invited to join: both approaches have their pros and cons Select a person to lead or chair the COP - should be someone who: Can spend 1-2 days per month on the effort Has a background in process change (e.g., one of the process improvement pilot team members) Provide guidance for the COP: Purpose - what is the COP intended to accomplish? Scope - what actions are expected or required, and which items are out of scope? What is the authority of the COP to make decisions, if any? Budget - does the COP have a budget of its own, or is each department expected to fund the time of the COP members?

7. BA 553: Business Process Management7 Initiating the BPM COP: Actions of the Chair Establish a meeting schedule and set the date for the first meeting Develop a list of potential topics for the first meeting Establish a repository (e.g., eRoom or SharePoint) for members to share and access information If membership will be by invitation only, work with senior management to develop a list of those to be invited Provide an announcement or invitation with the date of the first meeting to encouraging employees to join the BPM COP, which explains the: Purpose of the BPM COP Advantages of participation for those involved in process work (see next slide) Flexibility of membership: it is on a voluntary basis, so people can choose which meetings to attend

8. BA 553: Business Process Management8 Advantages of Participation in the BPM COP Participation enables members to: Collaborate with others dealing with similar issues on their process projects Build competencies in business process management Provide input to the development of standardized tools, methods, and templates related to process management Review and learn from BPM case examples Support the improvement of organizational performance through BPM efforts Establish skills that will enhance their careers, at this organization or any other

9. 6. Assign Process Roles and Responsibilities The BPM COP consists of volunteers who have an interest in sharing process knowledge among themselves and with the rest of the organization However, this alone won’t truly embed process thinking into the organization’s culture What is required is that specific process roles and responsibilities are assigned to individuals in the organization This helps ensure process work is seen as equally important to the effort required to develop and provide the organization’s products and services As with quality, process management cannot be effective if it resides solely in a separate department: it must be everyone’s job There are two types of process roles: those for new positions focused solely on process management efforts (next slides), and those assigned to people in the business in addition to their normal work BA 553: Business Process Management9

10. Examples of Process Roles in the Business* Strategic roles: responsible for providing direction BPM Sponsor/Champion BPM Steering Committee Member Operational roles: responsible for process documentation and performance Process Coordinator/Manager Process Owner Process Analyst/Modeler * Note: process roles and their titles vary among different BPM models – these are just examples BA 553: Business Process Management10 Carolan-Brozy, S. (2005), Living Process Management: Process Management Maturity Assessments, Siemens.

11. Process Roles in the Organization FocusBusiness RolesBPM COE Roles StrategicBPM Sponsor/ChampionBPM Executive BPM Steering Committee OperationalProcess Coordinator/ManagerProcess Expert Process Owner Process Analyst/Modeler BA 553: Business Process Management11

12. Strategic Role: BPM Sponsor/Champion Authority and location in the business: No direct authority over specific processes: acts as visionary and motivator If organization already has a strong process culture, the Sponsor can become the Chief Process Officer, responsible for all BPM initiatives Located at the Executive Level in the organization, usually self-selected Responsibilities: Initiating the BPM effort within the organization (if not already done) Selling the BPM effort to other executives as a true believer Funding the BPM effort within the organization, or finding the funds Driving the shift in organizational culture to support process thinking Required capabilities/skills: Understanding of the importance of BPM for the organization Understanding of how a BPM group can impact business performance Character: dissatisfaction with the status quo, ability to influence people BA 553: Business Process Management12 Information from here to the end of the presentation is largely from: 1.Scheer, A-W. and Brabander, E. (2010), The Process of Business Process Management. In: vom Brocke, J. and Rosemann, M. (eds) Handbook on business process management, vol. 2. Springer: Heidelberg. 2.Hammer, M. and Champy, J. (2003). Reengineering the Corporation: A manifesto for business revolution. HarperCollins: New York.

13. Strategic Role: BPM Steering Committee Authority and location in the business: Shared governance over the BPM process Ownership of the BPM strategy Senior managers within the organization, usually appointed by the BPM Sponsor or someone else at the Executive level Responsibilities: Establishing the BPM strategy for the organization Monitoring and directing activities in alignment with the BPM strategy Overseeing and monitoring all BPM-related activities and projects in the organization Aligning BPM-related activities to achieve higher efficiency Required capabilities/skills: Good knowledge of BPM principles Understanding of the importance of BPM for the organization Understanding of the organization’s overall strategy and strategic plan Good knowledge of the business and the process architecture Note: The BPM Sponsor usually acts as a member of the Steering Committee BA 553: Business Process Management13

14. Operational Role: Process Coordinator/Manager Authority and location in the business: Owns a dedicated core process area at the global level (e.g., sales) Located at the enterprise level Usually appointed by the BPM Sponsor or BPM Steering Committee Responsibilities: Coordinating interfaces with other process areas Standardizing the process area across groups and regions Leading the process owners in the process area Coordinating activities of all process owners in the process area Defining, collecting, and publishing process KPIs Communicating with process participants and process coordinators Required capabilities/skills: Good knowledge of the process area and the processes being supervised Understanding of the process architecture of the organization Understanding of the enterprise process map and the systems in use BA 553: Business Process Management14

15. Operational Role: Process Owner Authority and location in the business: Owns a dedicated core process (e.g., the sales order process) Located at the group or regional level, depending on size of the company Usually appointed by BPM Steering Committee or Process Coordinator Responsibilities: The operating performance of the process Continuously improving the process Ensuring satisfaction of the process customers (internal and external) Identifying process interfaces and integration into process architecture Defining, collecting, and publishing process KPIs Communicating with process participants and process coordinators Required capabilities/skills: Good knowledge of the enterprise and the process area Understanding of the organization’s process architecture Understanding of the IT systems used in the business area Some expertise in process management and the use of KPIs BA 553: Business Process Management15

16. Operational Role: Process Analyst/Modeler Authority and location in the business: No authority over the business processes Located at the local level, within the business Often located in IT, with the title “Business Analyst” Responsibilities: Modeling (mapping) business processes when requested Verifying process models against the organization’s defined standards Promoting knowledge of BPM and modeling tools in the organization May also be responsible for creating and maintaining modeling libraries Required capabilities/skills: Good knowledge of the local business processes Expert knowledge of process mapping methods Expert knowledge of the organization’s mapping tools and software Understanding of the enterprise process map and the systems in use BA 553: Business Process Management16