The CEMMethod ORCA toolkit is a Process Governance resource. Originally launched in 2004 now significantly updated to this version. For more see www.cemmethod.com and www.oibpm.com

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8 Omega ORCA® and CEMMethod® ORCA
Organisation Readiness & Competence Assessment
A Process Governance Framework
Steve Towers
BP Group www.bpgroup.org
BP Group, New Bond House, 124 New Bond Street, London W1S 1DX
Offices in London – Houston – Denver - Bangalore – Sydney - Associates in 118 countries

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PROPRIETARY NOTICE
1. All ideas, information, concepts, methods and know-how embodied
in this material (the "Information”) have been created by or for
BP Group or another company within our group.
2. The Information is of considerable value to our business and is
disclosed to you on the basis that you do not use it otherwise than
as expressly permitted by us. Copyright on all materials contained
in this presentation is owned by us (unless otherwise stated). We
are providing this material to you on the basis that you agree that
you will use it only for reference. No part of this material may be
reproduced or disclosed to any third party without our express
written permission.
3. Save as provided above, all our other rights are reserved.

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Objectives
• Provide process leaders with an
overview of the CEMMethod® ORCA
process
• Provide direction on undertaking ORCA
• Provide process leaders with information
regarding additional techniques and
templates for undertaking „Deep‟ ORCA

4. A New Way for the
tm
Age of the Customer
Many of the challenges facing businesses today are forcing organisations to make
changes for which they have no existing delivery mechanism. These changes
often place corporations between the proverbial “rock and a hard place,”
caught between external change forces and internal change barriers.
Enterprise Business Process Management has come to the rescue, almost.
Leading business thought leaders have delivered compelling materials to help
businesses understand why enterprise business process management can
“deliver the goods.”
What was missing, until recently, was a framework focused on achieving results
that is proven, flexible, technology neutral and that can apply to virtually any
business or business problem.
Launched originally in 2004* the framework is now updated to reflect the
continuing evolution of next practice in the worlds leading organisations.
* see www.8omega.com

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A New Way for a New Age
CEMMethod® is this overarching approach that provides a single framework that
can be applied to any enterprise, business process, challenge or problem.
The framework is not a theoretical concept or academic exercise, nor does it
mandate the depth, breadth and sophistication of the actions taken by the
organisations that use it. The framework is flexible and adaptable to meet the
broad range of individuality and needs of corporations in all markets and any
size.
The CEMMethod® comes from real world experience with hundreds of
organisations that have made the transition to being process managed.
More than anything else CEMMethod® is DOMAIN KNOWLEDGE gathered
from leading business process management professionals, most of whom
have been actively practicing BPM for over ten years.

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A New Way for a New Age
The framework is the revised, refined and tested results of these real activities, in
real businesses, by BPM experts, over a broad market spectrum. The origin
of the framework came from the common, stated desire by corporations all
over the globe for an approach that was clear, actionable and that would help
them achieve their desire to become processed managed organisations.
Implementing the original 8 Omega framework and its successor the
CEMMethod ® allows organisations to realise the benefits of Enterprise
Business Process Management. A major component of the frameworks is the
organisation Competence & Readiness Assessment (ORCA). That is what this
resource focuses on
.CEMMethod® ORCA Overview
Information in this pack provides a structured technique for understanding an
organisations process maturity. It helps to identify the main dimensions of
change and understand the current status, the organisational aspiration and
the potential future state

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What is CEMMethod® ORCA?
ORCA is an approach within the CEMMethod® which allows
organisations to assess and evaluate, develop and then build
their competence in achieving Successful Customer
Outcomes.
It goes beyond the concept of process maturity by including key
dimensions of an organisations capability. As such it is a
Process Governance framework.
Accordingly it is a pragmatic and immediately useful approach to
helping organisations identify and develop consensus around
where they are now,
where they would like to get to, and
the gap between the two.

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The Good News: You can actually measure how
you are progressing towards your Strategic Goals!
• Commitment by Top Management
• Program Organisation & Structure
• Improvement Training
• Performance Objectives
• Functioning of Improvement teams
• Tools and Techniques
• Stakeholder specifications
• Information Systems
• Accreditation/Certification (individual – enterprise – partners)
• Customer Alignment
And in doing so align the organisation to achieve SCO‟s. The ORCA
approach fits neatly with the CEMMethodTM (see www.cemmethod.com)

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CEMMethod® ORCA™
(organisation Readiness & Competency Assessment)
Programme Information
Commitment by Top Improvement Performance Functioning of Tools and Stakeholder Customer and
Level Organisation and Systems Accreditation
Management Training Objectives Improvement Teams Techniques Specifications Maturity Centricity
Structure Integration
Processes operate within, More than 50% of all
Embedded within all aspects All processes fully measured
This is where 10 Process improvement is a
normal part of the culture.
Process improvement is part Everybody trained. Process
of the day to day culture of
the organisation.
improvement is a natural
part of training efforts.
of work. The Process
Performance Landscape
encompasses the whole
organisation.
Outside-In Approach is part
of normal working practice.
and controlled with
appropriate tools. The
CEMMethod® is deployed
fully.
Specification reviewed and
periodically revised with
stakeholders.
and are supported by IS
been deployed and is
maintained to agreed
standards.
processes and people have
tools. A complete BPMS has received accreditation. More
than 1 in 20 are qualified as
Certified Process
Professional Masters®
Every employee is aligned to
delivering Successful
Customer Outcomes
we want to be Communicates improvement Process improvement cost Process improvement Teams systematically All process measurement
Stakeholder contracts Key processes supported by
Remedial work and review of Successful Customer
Initial targets achieved, full established, communicated IS infrastructure.
9 information to customers savings significant, competence achieved by all
audit review complete.
identify new actions and complete and on-going as
and understood by Integration work towards a
actions to achieve full Outcomes used to drive
and internally. measured and achieved. staff. developments. part of daily reporting. accreditation. continuous improvement
organisation. full BPMS is underway.
More than 50% of Pilot testing underway, Successful Customer
Stakeholder requirements
Improvement is an integral BPM systematically being Trainers, facilitators and Performance measures organisation have actively success criteria monitored Outcomes developed for key
Gap analysis complete for all monitoring process Initial external accreditation
8 part of objective setting and implemented with full IS mentors fully deployed and identified for all key participated within teams.
key processes. established. First deliveries
and reviewed. Initial
of processes.
processes. Customer
appraisals. support. integral to process. processes. Positive results of projects deployment of strategic IS expectations actively
against key stakeholder.
are recognised. tools within key processes. managed
Processes and improvement Customer experience
Improvement is an agenda Regular communication Middle management trained Performance indicators and Implementation of Rapid All key processes are Initial work underway to
IS review of delivery tools to actions revised and management program in
item in meetings, manager activity and BPM evaluation in PI approach. Training in maintenance methods Actions complete. Core measured and tracked, communicate stakeholder
7 gives meetings and underway. BPM proposals techniques completed across introduced into the process teams delivering exception reporting and requirements and required
support key processes and upgraded. Internal place. Customer interactions
This is the gap publishes on improvements. costed. the organisation. organisation. first results. action plans delivered. action.
agreed deployment plan. accreditation complete and actively managed. Customer
reviewed. needs understood
Communication to the
Has participated in an Regular progress meetings. Customer interactions
organisation of performance Action teams assigned and Tools and techniques Key process requirements Initial key process identified
improvement project. WPR complete and business PI training underway. Action programme agreed understood. Customer
6 Involved in progress and process redesign (BPR) Facilitators assigned.
objectives underway. underway within key harmonised. User training
with stakeholders.
understood, agreed and and submitted for internal
experience management
Performance reviews and processes. complete. action plan developed. accreditation.
commits available resources. underway. planned
audit begun.
1 in 10 of the organisation Performance objectives CEMMethod® with Stakeholder Management IS/IT SWOT Analysis More than 5% of the
Improvement Goals are Three CEMMethod® End to End process maps
has been trained and able to linked to individual Leadership of Improvement associated techniques Matrix established and complete AND more than organisation have achieved
5 understood across the workshops complete with
deploy Outside-In objectives across the Teams 80% implemented deployed to more than 50% deployed to Process 50% IT systems evaluated the Certified Process
reflect the customer
management teams Action Plans implemented experience
techniques organisation of organisation. Improvement teams for Process Maturity Professional® accreditation
Initial team undertake work Accreditation process
Steering group assigned, Performance objectives Tools and support in place. Initial processes reviewed Customer advocate
Improvement goals are Whole organisation aware of process redesign and Key shortfalls and targets communicated. Awareness
4 defined and published.
first work process redesign
PI programme.
quantified and charted.
complete report back to
Tracking and monitoring
identified with stakeholders.
for IS support and
workshops define issues and
appointed. Improvement
(WPR) underway. Initial stretch targets agreed. underway. specifications developed projects implemented
This is where steering group. agree targets.
we are 3 Is chairman of the
improvement effort.
Process improvement
responsibility assigned.
Process improvement
responsibility assigned.
Managers have participated
in PI workshop.
Senior management have
identified key objectives.
Initial team structure in
place and communicated to
the organisation.
Tool kit agreed and
communicated to senior
management.
Most important areas
identified for the
establishment of stakeholder
specification requirements.
Gap analysis undertaken to
identify key requirements
and quick hits.
Senior management
participate in accreditation
workshop.
Customer feedback results
measured. Add hoc
improvements projects
planned
Improvement principles
Process improvement Process improvement Responsibility assigned for Accreditation process agreed
understood, verbal support Approach defined, selection Team structure(s) agreed Tools and techniques Current state analysis agrees Customer feedback surveys
2 given, but no personal
discussed but no formal training agreed, method
criteria agreed. within senior management. identified and short-listed.
establishing stakeholder
current integration.
and communicated to senior
underway
responsibility assigned. selected. requirements. management.
involvement.
Structure completely No process improvement No customer initiatives
1 Has no interest.
lacking. training.
Non identified. No improvement projects. Not identified. No progress. Not identified. No action.
underway
Answers a number of questions against a range of key
Enterprise BPM Issues

10. Programme Functioning of Information Customer and
Commitment by Improvement Performance Tools and Stakeholder
Level tm Organisation and Improvement Systems Accreditation Maturity
Top Management Training Objectives Techniques Specifications
Structure Teams Integration Centricity
More than 50% of all
Processes operate
Embedded within all All processes fully processes and people
within, and are
Process improvement Everybody trained. aspects of work. The measured and Specification reviewed have received Every employee is
Process improvement Outside-In Approach supported by IS tools.
is part of the day to Process improvement Process Performance controlled with and periodically accreditation. More aligned to delivering
10 is a normal part of the
day culture of the is a natural part of Landscape
is part of normal
appropriate tools. The revised with
A complete BPMS has
than 1 in 20 are Successful Customer
culture. working practice. been deployed and is
organisation. training efforts. encompasses the CEMMethod® is stakeholders. qualified as Certified Outcomes
maintained to agreed
whole organisation. deployed fully. Process Professional
standards.
Masters®
Key processes
Communicates All process Stakeholder contracts
Process improvement supported by IS Remedial work and Successful Customer
improvement Process improvement Initial targets Teams systematically measurement established,
cost savings infrastructure. review of actions to Outcomes used to
9 information to
significant, measured
competence achieved achieved, full audit identify new actions complete and on- communicated and
Integration work achieve full drive continuous
customers and by all staff. review complete. and developments. going as part of daily understood by
and achieved. towards a full BPMS is accreditation. improvement
internally. reporting. organisation.
underway.
More than 50% of Pilot testing
Stakeholder Successful Customer
organisation have underway, success
Improvement is an Trainers, facilitators requirements Outcomes developed
BPM systematically Performance actively participated criteria monitored and Initial external
integral part of and mentors fully Gap analysis complete monitoring process for key processes.
8 objective setting and
being implemented
deployed and integral
measures identified within teams.
for all key processes. established. First
reviewed. Initial accreditation of
Customer
with full IS support. for all key processes. Positive results of deployment of processes.
appraisals. to process. deliveries against key expectations actively
projects are strategic IS tools
stakeholder. managed
recognised. within key processes.
Improvement is an Middle management Processes and Customer experience
Regular Performance Implementation of All key processes are Initial work underway
agenda item in trained in PI IS review of delivery improvement actions management program
communication indicators and Rapid Actions measured and to communicate
meetings, manager approach. Training in tools to support key revised and upgraded. in place. Customer
7 gives meetings and
activity and BPM
techniques completed
maintenance methods complete. Core tracked, exception stakeholder
processes and agreed Internal accreditation interactions actively
evaluation underway. introduced into the process teams reporting and action requirements and
publishes on across the deployment plan. complete and managed. Customer
BPM proposals costed. organisation. delivering first results. plans delivered. required action.
improvements. organisation. reviewed. needs understood
Regular progress Communication to the
Has participated in an Key process
meetings. WPR organisation of Initial key process Customer interactions
improvement project. Action teams assigned Tools and techniques Action programme requirements
complete and PI training underway. performance identified and understood. Customer
6 Involved in progress
business process Facilitators assigned. objectives underway.
and underway within harmonised. User agreed with understood, agreed
submitted for internal experience
and commits available key processes. training complete. stakeholders. and action plan
redesign (BPR) Performance reviews accreditation. management planned
resources. developed.
underway. and audit begun.
1 in 10 of the Performance CEMMethod® with Stakeholder IS/IT SWOT Analysis More than 5% of the
Improvement Goals Three CEMMethod®
organisation has been objectives linked to Leadership of associated techniques Management Matrix complete AND more organisation have End to End process
are understood across workshops complete
5 the management with Action Plans
trained and able to individual objectives Improvement Teams deployed to more established and than 50% IT systems achieved the Certified maps reflect the
deploy Outside-In across the 80% implemented than 50% of deployed to Process evaluated for Process Process Professional® customer experience
teams implemented
techniques organisation organisation. Improvement teams Maturity accreditation
Performance Initial team undertake Initial processes Accreditation process
Steering group Customer advocate
Improvement goals Whole organisation objectives quantified work process redesign Tools and support in Key shortfalls and reviewed for IS communicated.
assigned, first work appointed.
4 are defined and
process redesign
aware of PI and charted. Initial and complete report place. Tracking and targets identified with support and Awareness workshops
Improvement projects
published. programme. stretch targets back to steering monitoring underway. stakeholders. specifications define issues and
(WPR) underway. implemented
agreed. group. developed agree targets.
Most important areas
Process improvement
Initial team structure identified for the Gap analysis Senior management Customer feedback
Process improvement responsibility Senior management Tool kit agreed and
Is chairman of the in place and establishment of undertaken to identify participate in results measured. Add
3 improvement effort.
responsibility assigned. Managers have identified key
communicated to the
communicated to
stakeholder key requirements and accreditation hoc improvements
assigned. have participated in PI objectives. senior management.
organisation. specification quick hits. workshop. projects planned
workshop.
requirements.
Improvement Responsibility
Process improvement Accreditation process
principles understood, Process improvement Approach defined, Team structure(s) Tools and techniques assigned for Current state analysis
discussed but no agreed and Customer feedback
2 verbal support given,
formal responsibility
training agreed, selection criteria agreed within senior identified and short- establishing agrees current
communicated to surveys underway
but no personal method selected. agreed. management. listed. stakeholder integration.
assigned. senior management.
involvement. requirements.
Structure completely No process No improvement No customer
1 Has no interest. Non identified. Not identified. No progress. Not identified. No action.

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Steps for Using ORCA
1. Identify the Participants
2. Arrange the ORCA Process
3. Undertake the Review
4. Assess the Results
5. Prepare the Findings

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Identify the Participants
Identify a representative cross
sample:
the senior management team
key process practitioners
front-line staff

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Arrange the ORCA Process
Plan the process to complete within two
weeks
Brief the ORCA team
Supply the ORCA team with the template
Confirm meetings/workshops for the ORCA
sessions

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Undertake the Review
Brief the participants
Complete the template
Co-ordinate data entry
Resolve issues

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Assess the Results
Review current situation
Discuss future aspiration
Agree Gap(s)
Determine Transition Plan
Confirm Action Plan

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Prepare the Findings
• Report to the Board/Sponsor
• Confirm Program
• Implement Change

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For More Information
• Orca@bpgroup.org
– To contact us.
• www.bpgroup.org
• www.bp2010.com
• www.oibpm.com
– To catch the latest news on BPM and Outside-In

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8 Omega ORCA® and CEMMethod® ORCA
Organisation Readiness & Competence Assessment
A Process Governance Framework
Steve Towers
BP Group www.bpgroup.org
BP Group, New Bond House, 124 New Bond Street, London W1S 1DX
Offices in London – Houston – Denver - Bangalore – Sydney - Associates in 118 countries