Key Lessons from Wikimanagement and BPM Best Practices

www.komus.de
Struktur  Technologie  Mensch
Prof. Dr. Ayelt Komus
Key Lessons from
Wikimanagement and BPM Best Practices:
Aspiring for a truly holistic approach in BPM
S-BPM ONE 2010 - the Subject-oriented BPM Conference
Karlsruhe, 14.10.2010
B P M – L A B O R
FH Koblenz
www.komus.de
komus@fh-koblenz.de
ayelt@komus.de
Fachhochschule
Koblenz
University of Applied Sciences

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Loose Coupling – Learn from Construction Industry
http://upload.wikimedia.org/wikipedia/commons/2/2e/Lager_01_KMJ.jpg
Roller Bearing
http://de.wikipedia.org/wiki/Datei:Dehnungsfuge.jpg
Expansion
Joints

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 Empirical Findings (excerpt)
 Wikimanagement in BPM
 Aspiring for a Holistic Approach
Key Lessons … Aspiring for a Holistic Approach

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BPM-Lab – Current Research Activities
BPM-Expertise
BPM-Umfrage (Studie)
Business Process
Management
STATUS
QUO
BEST
PRACTICE
BPM-
Best Practice
(Experten-
gespräche
mit BPM-
Best Practices)
BPM
und
Six Sigma
(Studie)
*
BPM-Survey (Studie)
BPM-
Best Practice
(Expert Interviews
with BPM-
Best Practice
Representatives)
BPM
and
Six Sigma
(Study)
BPM-Check
(Learning
Online
Maturity
Model)
Model Factory Koblenz
Wikimanagement

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Studies on BPM – B P M – L A B – FH Koblenz
 BPM-Survey
• Online-Survey with more than 500 participants
• What does today‘s BPM look like?
 BPM and Six Sigma
• Online-Survey with more than 500 participants
• How do companies combine BPM with other approaches?
 BPM Best Practice
• In-person expert-talks with BPM-Best-Practice-Companies
• What do BPM-Best-Practices look like?
 BPM-Check
• Learning online-evaluation-system based on maturity-scores
• Together with the Koblenz Chamber of Commerce
© Prof. Dr. Ayelt Komus – FH Koblenz

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* Segmentation based on nubmer of employees and turnover; difference to 100% due to rounding errors
BPM Best Practice-Study
 Participants:
Bayer HealthCare AG, Cosmos Direkt, Deutsche Bank AG,
DZ Bank AG, E.ON Energie AG, EDEKA Minden-HannoverIT-/
logistic service GmbH, EnBW Energie Baden-Württemberg AG,
Finanz Informatik Technologie Service GmbH & Co. KG, Generali
Deutschland Holding AG, Lufthansa Miles & More, Nordenia
Deutschland Gronau GmbH, Paul Hartmann AG, Siemens AG, Siemens
Healthcare, VIS Informatik GmbH (Generali Wien), Volkswagen AG,
Watt Deutschland GmbH
 Distribution by size*
• 63% – very large-scale enterprise (7 DAX-Unternehmen)
• 25% – large-scale enterprise (GU),
• 13% – midsize companies (MU)

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How successful was your company compared to
other companies in the industry?*
82% ‚know‘ or ‚believe‘ their EBIT-margin is above industry average
0% 0% 0%
24%
35%
41%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
BPM and Business-Success go Hand-in-Hand
Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz

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BPM-Survey: Managed BPM and Profit Margin
0,00%
5,00%
10,00%
15,00%
20,00%
25,00%
bis 2% 2-4% 4-6% 6-8% 8-10% 10-
20%
20-
30%
30-
40%
40-
50%
über
50%
PercentageofCompanies
Profit Margin
"Gezieltes BPM"'
"Kein gezieltes BPM"
Source: BPM-Survey, Prof. Komus – FH Koblenz
Median
Managed BPM
No managed BPM-Activities
Higher profit margin with managed BPM
(Median 6-8% vs. 4-6%)

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BPM + 6 Sigma: BPM and Profit Margin
Higher Profit Margins for BPM-Companies
Source BPM + Six Sigma study, FH Koblenz

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BPM-Strategy-Alignment
82% BPM Best Practice-Companies
align their BPM to Business Unit- or Company-Strategy
Only 18% „systematic documented process“
65% „implicit process“
Best Practice BPM – Representatives have a
very good understanding
of business needs and goals
Quelle Bild: http://commons.wikimedia.org/wiki/File:NonSynchronousGearBoxSF.jpg

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If you can‘t measure it, you can‘t …
Best Practice Companies use process oriented KPIs
• more than 40%: for some processes KPIs defined, targets
defined and measured
• more than 50%: systematic process of definition process
KPIs, identifications of targets and measurement
Quelle Bild: http://commons.wikimedia.org/wiki/File:Tape_measure_colored.jpeg

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Process Owners (PO)
 PO are widespread (82%)
 Only 12% disciplinary subordination of
employees in relevant processes
 Pragmatic approach of combining
process approach with existing managerial
structures
0%
10%
20%
30%
40%
50%
60%
12%
59%
12%
0%
18%

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BPM Center of Excellence
 BPM Center of Excellence in almost all Best Practice-
Companies
 No company with disciplinary subordination of Process
Owners
 Typical Tasks
 Definition of standards
 Centralized services
 Quality Management and Quality Assurance
 Responsible for Technical BPM-Infrastructure
Quelle Bild: ttp://commons.wikimedia.org/wiki/File:Heliocentric_solar_system.png

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BPM Training
12%
29%
41%
18%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Relevance of training is well understood among BPM Best Practice Companies

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Culture of Change
18% 18%
65%
0%
10%
20%
30%
40%
50%
60%
70%
2 / 3 of Best Practice Companies see Change as an
Accepted Part of their Corporate Culture

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Linking IT-Systems and Models
 only 41% realized links between business models and IT-models
 only 25% realized links between IT-systems in production and business models
BUT:
 71%: development of IT-applications based on process-oriented methods
connection between
IT-systems and models
is surprisingly poor
 ‚Round-Trip‘ is not
very common yet.
Exception: BPMS
But more often than not
BPMS-round-trips are not
connected to ‚true‘
business modelling-world
Gartner‘s Businness Process Improvement Cycle

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Defined Standards and Reality

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Documented Real Life
Inform
Sales
SECapture
Order
Route
not
investigated
Newquote
request
fromPM
Newquote
request from
customer
Requirement
generated
asresult of
capacity
LinksPMPlans
Customer Requirements
&SECapture Order
Response
filed
Dead end
CRFcompleted
and
LinksSECapture
Order &Issuer
Enter Order
Issuer
Enter Order
Validation job
generated on
CMCqueue
LinksIssuer Enter
Order &JCOrder
Validation
PassMissing
information
to Issuer
LinksSEResolves
&Issuer EntersOrder
NJRAclosed
LinksIssuer Enters
Order &NTETask
Missing
information
request (Issuer)
LinksIssuer Enter
Order &SE
Resolves
601 taskto
Wideband
planner
LinksIssuer Enter
Order &Search
for YCode
JCorder
Missing
information
request (JC)
Linkschase missing
info &order validation
Missing
information
received (JC)
LinksIssuer chase
missing info &JC
Order Validation
LinksJCOrder
Validation &NTE
allocation
NJRA
closed
Re-Issue
601 Task
to WBP
LinksJCOrder
Validation &
Search for YCode
NTETasks
(129/532)
London/Glasgow
YCode
Search
Slough/
London
Input fromAccount Team
Receive
customer
plans
Decide no new
ordersrequired
Dead end
Decide to place
order with
tactical planner
LinksPMplans
Customer Reqs&
Tactical Planning
SE
Resolves
PMPlans
Customer
Requirements
LinksSearch for Y
Code &QMgr
selectsNTETask
A29/O532/O530
Newjob in
queue
LinksSearch for Y
Code &NTETask
NewJob in
queue
LinksIssuer chase
missing info &
WBPSite Survey
Missing
info received
WBP
Site Survey
SErefer
Costing to
Customer
Issue RFs
Glasgow/
London
JCRespond
to CREP
Linksrefer costing
to customer &
cancel order
Order
Customer
confirm
information to
Wideband
LinksSErefer
costingsto customer
&WBPSite Survey
Linkto internal/
external work
groups- not
modelled
Info sent to
internal/external
workpacks
LinksWBPSite
Survey&SERefer
Costing to
Customer
Ancillarycost
info to SE
LinksWBPSite
Survey&Issue
RF's&JCRespond
to CREP
154 at
COM
Job delayed
LinksWBPSite Survey
&JCAnalyse Delay
Cancel
order
End
Readyto
CREP
LinksNSD
Route/Assign
&JCRespond
to CREP
Taskcalled to
issuer
Issuer chooses
to ignore so not
modelled
LinksJCresponds
to CREP&Issue
RF'sGlasgow
CREP
complete
NSDRoute
JCAnalyse
Delay
Allocate CoW
London /
Sheffield
SEAnalyse
Delay
Route not investigated
Delayenquiry
fromcustomer
LinksSEanalyse delay
&JCanalyse delay
Progress
request
to JC
(SE)
Readyfor
installation
LinksAllocate COW&
COWsupervise external works
LinksJCanalyse
delay&SE
respondsto
Customer
Progressupdate
to SE
SErespond
to Customer
Dead end
LinksJCanalyse
delay&WBP
601 Task
INACtask
live
Dead end - route
not investigated
Progressinfo
passed to WBP
Dead end - route
not investigated
Progressinfo
passed to NSD
Dead end - route
not investigated
Progressinfo
passed to PM
Dead end - route
not investigated
Progressinfo
passed to CSM
Supervise
Equipment
not delivered
Not Modelled at Present
- Non Fluid Process
Scheme
installed &
commisioned
LinksSupervise External /Contractor
&Integrate Schemes
Integrate
Schemes
Input not Modelled
Incoming
call fromfield
engineer
CONF
Live
LinksIntegrate Schemes
&Configure Circuit/Resolve Problems
Linknot
Modelled/investigated
Scheme
referred to
NSD
Scheme
referred to
CSP
Integrate scheme and
Tactical planning eEPCs
Configure Circuit
Resolve
Problems
WNEX
live after
WNEXtaskistriggered by
COSMOSS, once all other
taskshave been completed
End of
Process
Tactical
Planning
LinksSupervise contract
&Tactical Planning
RFssent to
CSPContracts
RF'ssent for
Financial
authorisation
Out of Scope - not Modelled
Supervise
LinksDetailed
Planning
&Supervise Contract
DL proact job
on queue
Readyfor
installation
LinksSupervise Contract
&COWsupervise
External Works
Detailed
Planning
Proact job
complete
Not modelled
Linksto
External Works
carrying out DL works
PMreports
Project Status
IMFacilities
Decisions
Capacity
problem
raised
LinksSupervise External Works/Contractor
&IMfacilitiesdecisions
Requires
further
Investigation
IMPlan Sites
for Capacity
Issuer chases
missing info
LinksWBPSite Survey&
Issuer chase missing Info
Missing
information
request (WBP)
Route, Assign
&config 2Mbit
Circuits
Solution
Planning
Budget
LinksNTETasks(No YCode)
&JCAnalyse Delay
Order in Job
Controller's
Queue (Link)
NSDQManager
chase missing
info/clean data
Glasgow
LinksWBPSite Survey
&NSDJob Selection &Clean
010/O534
live (Link)
Job assigned
to NSD(Link)
LinksNSDJob Selection/Clean
&NSDRoute /Assign
LinksRoute/Assign
&JCAnalyse delay
INJC
in JCs
queue (Link)
Relevant NSD
informed of new
proj order (Link)
LinksQueue Manager selectsNTE
&Route/Assign Glasgow
154 Task
live (Link)
LinksNTETasks
&WBPSite Survey
LinksIssue RFGlasgow
&Allocate COW
198/O912
complete
LinksWBPSite Survey
&Issue RF'sGlasgow
SDH2Cform
sent to NSD
(Link)
Account Team
informs
Manager of
major project
Customer
request (major
project)
Manager
informed
of major project
fromother
SDHPM
not required
(End)
Missing
information
passed to NSD
(End)
Route not investigated
JCamend CDD
Feed into COSMOSS
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CDD
amended
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statistics- dead end
INJC
in JCs
queue (Link)
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Missing
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&Route &Assign
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Formsent fromOswestryCapacityManagment
SDH23
received
R&Atask
com'd
Linkto COSMOSS
glue and Config circuit
Other output
tbc
Slide courtesy of British Telecommunications plc
As-Documented versus As-Is

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Availabilty of Models and Grass-Root-Modeling
 84%: Models are available for all employees and easy to read
BUT:
 Development of models only together with specialists
 Process Models are not commonly used to support day-to-day-
work
Bottom-Up-Models stay in the desk drawer and have almost no
connection to the ‚official‘ process world

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Utilization of Web 2.0 Technologies
 59% don‘t use web 2.0-technologies in BPM
 Companies using web 2.0-technologies use wikis (41%)
 29% use BPM-forums
 less than 20% use weblogs, social networks, video-
applications
Web 2.0-Technologies to support BPM are not yet common

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BPM – Disturbing Factors
 ‚Not with me‘-syndrome
 ‚Not-invented-here‘-syndrome
 ‚you-go-first‘-Syndrom
 ‚I don‘t care‘-Syndrom
Source: Becker, Berning, Kahn : Projektmanagement. In: Becker, Kugeler, Rosemann; 6th edition, 2008, S. 39ff

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Wikimanagement‘s 10 Success Factors
Shared Vision
De-Privatization and
Personal Approach
Participation
Culture of
Trust
Self-
Fulfillment
Mix of Different
Forms of Rule
Flexible
Rule
Interpretation
Simplicity
Emergent
Development
Incremental
Development

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 Allow emerging developments
(grass-root-approach)
 Trust your employees
 Support Kaizen-philosophy
 Release early. Release often
 Reduce complexity in cut-overs
Emerging / incremental Development
Give leeway for continuous improvements

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Live-Testing of Web-Layouts at Amazon
Source: Wir wissen es nicht. Aber wir können es messen – Gespräch mit Andreas Weigend. In: GDI Impuls. Herbst 2005
Example: Amazon testing different web-layout in the production system
Very often a test in the production system is the fastest and
most effective to reach a better understanding.

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 BPM isn‘t an anonymous construct
 Give your BPM a personal face
 Get persons connected
 Open up discussion
De-Privatization/ Personal Approach
Wikimanagement Success Factors
Weblogs, Podcasts, Video, Avatars, …

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Technology BPM and Business BPM – 2 Separate Worlds
Business BPM World Technology BPM World

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Technology BPM and Business BPM – 2 Separate Worlds
Business BPM World Technology BPM WorldHolistic BPM
Bridge the gap between…
• Business and Technology BPM
• IT and Business Units
• BPM-Experts and Business Units
• Controlling and BPM
• Business Strategy and BPM
• BPM-Strategy and Training
• BPM and Corporate Culture
• …

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Aspiring for a Holistic Approach
 Methods
 Structure
 Human Side

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Based on Allweyer in Komus (Editor): BPM Best Practice, Springer-Verlag 2011
Computation Independent Model (CIM)
Platform Independent Model (PIM)
Platform Specific Model (PSM)
Layers of Models – Technology BPM
Technology
BPM

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Layers of Models in BPM (Technology and Business)
High Level Process Models
Business Process Landscape
Technology
BPM
Business
BPM

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Loose Coupling of Models
Business Process Landscape

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How to put Loose Coupling into practice
 Flexible Pointers
(i.e. Wikis)
 Social Links
 Culture
 Organisational Structure
 Shared Process Oriented
Goals (IT and PO*)
 Avoid Overengineering and
Rigid Structures
* Process Owner

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 Methods
 Structure
 Human Side

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Business Units
BPM–CenterofExcellence
IT–CenterofExcellence Support
End-User-
Computing
Production
Development
IT-Sourcing
Integrated IT-BPM-Unit
Process Owner
Process Owner
Process Owner
Process Owner
IT Fulfillment
New Organizational Structures for Better Integration
Source: Komus in Komus (Editor): BPM Best Practice, Springer-Verlag 2011

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 Methods
 Structure
 Human Side

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Web 2.0 on its way into BPM
Weblog
Social
Network
Community
Mash-Up
Subject-Oriented
BPM-Approach
Wiki-
Export

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Wikimanagement‘s 10 Success Factors
Source: Komus/Wauch: Wikimanagement, Oldenbourg Verlag 2008 – www.wikimanagement.de
Shared Vision
De-Privatization and
Personal Approach
Participation
Culture of
Trust
Self-
Fulfillment
Mix of Different
Forms of Rule
Flexible
Rule
Interpretation
Simplicity
Emergent
Development
Incremental
Development

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Human Side of Holistic BPM
 Wikimanagement Success Factors
(Establich Holistic BPM as a Shared Vision)
 Leadership
 Training
 Culture
 Incentive System

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Thriving for a Holistic BPM - Summary
http://upload.wikimedia.org/wikipedia/commons/2/2e/Lager_01_KMJ.jpgand http://de.wikipedia.org/wiki/Datei:Dehnungsfuge.jpg
Business Process Landscape  Avoid Overengineering and
Rigid Structures
 Use Loose Coupling
 Build a Shared Vision
 Learn from Social Media
 Wikimangement
Sucess Factors
 Assure a Holistic
Management-Approach for a
Holistic BPM-Approach

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BPM – Benefits
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
no improvements
weak improvements
distinct improvements
major improvements
BPM-Best-Practice-Companies accomplish far-reaching Improvements
in all Aspects of Process Performance

www.komus.de
Struktur  Technologie  Mensch
FH Koblenz
www.komus.de
0172 6868697
komus@fh-koblenz.de

Key Lessons from Wikimanagement and BPM Best Practices

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