1. © 2011 M. Gappmaier, Process optimization made easy

2. GappBridging Together
pp g g g
Process.Innovation.Storm the Peak™
Part 1: Foundations of Holistic Process Optimization
Dr. Markus Gappmaier
GappBridging International/Academy
© 2011 M. Gappmaier, Process optimization made easy

3. © 2011 M. Gappmaier, Process optimization made easy

4. Our Story
GappBridging is a world leader in
holistic business process
management. Our methods and
tools have enabled hundreds of
organizations to improve their
business operations, the
communication and relationshipsp
between departments, and the
relationships with their customers.
© 2011 M. Gappmaier, Process optimization made easy 4

5. BPM Success Requirements (Management Self-Assessment)
53%
47%
31%
20%
Real Commitment Effective Methods Coordination Cooperation
Between Business Between IT and
Units Business Units
Companies without BPM Success
Research: Business Process Management,” CIO Insight, August 13, 2002
© 2011 M. Gappmaier, Process optimization made easy 5

6. BPM Success Requirements (Management Self-Assessment)
76%
64%
59%
53%
47%
43%
31%
20%
Real Commitment Effective Methods Coordination Cooperation
Between Business Between IT and
Units Business Units
Companies with BPM Success Companies without BPM Success
Research: Business Process Management,” CIO Insight, August 13, 2002
© 2011 M. Gappmaier, Process optimization made easy 6

7. BPM Success Requirements (Management Self-Assessment)
76%
Effective Methods
BPM methods are particularly
critical for success:
Biggest difference
between success and
53% failure: 115%
And effective BPM methods
are rarely spread as far as
y p
they should be!
Effective Methods
Research: Business Process Management,” CIO Insight, August 13, 2002
© 2011 M. Gappmaier, Process optimization made easy 7

8. Perceived Need for Methods 2011: An Example
Layna Fischer
Future Strategies Inc: www.futstrat.com,
F t St t i I f t t t
Publishers of unique books on BPM and
Workflow
”Ever moved around sticky notes
to help you think through a
business process before using
your modeling software? And
then you couldn't remember
what they represented?
We've been there too.”
(http://handsonmodeling.com/ New hands on
modelling toolset mit BPMN symbols, for
working with whiteboards and magnetboards)
© 2011 M. Gappmaier, Process optimization made easy 8

9. Process Management Methods: Proven Principles for Use
• All employees participate (Principle of
Participation)
• Everyone sees and feels the opportunities for
change (Principle of Reflection)
• Attention is focused on what works (Principle of
Solution Orientation)
© 2011 M. Gappmaier, Process optimization made easy 9

10. PCDM Based Process Modeling as a Dialogue
© 2011 M. Gappmaier, Process optimization made easy 10

11. Typical PCDM Business Process Model (As-Is Subprocess)
© 2011 M. Gappmaier, Process optimization made easy 11

12. Simplified PCDM Modeling Procedure (As-Is)
© 2011 M. Gappmaier, Process optimization made easy 12

13. Simple Process Modelling Step 1: Determine Start
Event; e.g. “Order is received”
© 2011 M. Gappmaier, Process optimization made easy 13

14. Step 2: Determine End Event; e.g. “Customer
Receives Goods”
© 2011 M. Gappmaier, Process optimization made easy 14

15. Step 3: Define Subprocesses (Groups of Related
Activities); e.g. ‘‘Job Definition”
© 2011 M. Gappmaier, Process optimization made easy 15

16. Step 4: Define All Activities of the Subprocesses;
e.g. “Job Description”
© 2011 M. Gappmaier, Process optimization made easy 16

17. Step 4 (Cont.): Capture Activities in as Much Detail
as Required by the Modeling Purpose
© 2011 M. Gappmaier, Process optimization made easy 17

18. Step 4 (Continued: 2nd Part of the Model)
© 2011 M. Gappmaier, Process optimization made easy 18

19. Step 5a: Define Important Additional Features for
the Modelling Purpose; Employee
© 2011 M. Gappmaier, Process optimization made easy 19

20. Step 5a: Define Important Additional Features for
the Modelling Purpose; Employee
© 2011 M. Gappmaier, Process optimization made easy 20

21. Step 5b: Define Important Additional Features for
the Modelling Purpose; Resources
© 2011 M. Gappmaier, Process optimization made easy 21

22. Step 5b: Define Important Additional Features for
the Modelling Purpose; Resources
© 2011 M. Gappmaier, Process optimization made easy 22

23. Step 5c: Define Any Other Important Additional
Features for the Modelling Purpose
© 2011 M. Gappmaier, Process optimization made easy 23

24. Result of Simplified, Integrated PCDM Modelling
© 2011 M. Gappmaier, Process optimization made easy 24

25. Tips for Effective and Comprehensive PCDM Modeling
• Legibly label the picture cards with capital or print letters
• Select short phrases, ideally a maximum of 6 words
• Write l
W it only one i f object (
info bj t (e.g., A ti it ) on a card
Activity) d
• Formulate the event as a state or condition: for example "Goods have
arrived"
• When possible, use a verb for subprocesses, activities and tasks (e.g.,
versus using the names of different departments in the organization)
• Activities and tasks should not include anything that describes the ‘‘who“
or the ‘‘what“ (resource) of the activity or task
• A representation of redundancy in the process model helps (e.g., same
role in sequential activites)
• The white ‘‘Document“ card typically should only be used for resources in
paper form
• Complete each modeling step before moving to the next one
p g p g
© 2011 M. Gappmaier, Process optimization made easy 25

26. Modelling Process and Result, Stacking Procedure
1 3 2
4
5
© 2011 M. Gappmaier, Process optimization made easy 26

27. PCDM Process Development: Reusable, Easy to Develop
There is a circular pattern
in PCDM development
from the “As-Is” Model t
f th “A I ” M d l to
the “To-Be” model and
ultimately to a completely
y p y
new process and working
reality.
© 2011 M. Gappmaier, Process optimization made easy 27

28. Other PCDM Modules for Process Management
• As-Is: Overview Modelling
• As-Is: Detailed Modelling
• As-Is: Process Analysis
• To-Be: Visioning
• To-Be: Framework Modelling
• To-Be: Implementation Modelling
• To-Be: Detailed Modellingg
• Company Process Model
• Action Planningg
© 2011 M. Gappmaier, Process optimization made easy 28

29. PCDM Supports Process Improvement and Renewal
Meets the respective
requirements for
different approaches of
process improvement
(process optimization)
and process renewal
(process innovation)
© 2011 M. Gappmaier, Process optimization made easy 29

30. Example of Integrated Process Optimization
3
5
4b 4a
2
6 6 6
7 Implementation Modelling
R-G R G
1 Z
+1 1
+1
+1 +1
© 2011 M. Gappmaier, Process optimization made easy

31. Example of a PCDM Process Innovation Module
0 4 4 4
2 1 3 4 4 4 1 2
5
6
© 2011 M. Gappmaier, Process optimization made easy

32. Unlimited Possibilites of the PCDM
• In every area of work
( oduct o , a age e t,
(Production, Management,
R&D, Customer Service ...)
• On every hierarchical level
and with every business
size
• Receives general
acceptance and helps
‘‘move attitudes and
move
behaviors“ (and not just the
PCDM cards)
© 2011 M. Gappmaier, Process optimization made easy 32

33. Example of the PCDM in Other Applicable Areas
3
2
1
© 2011 M. Gappmaier, Process optimization made easy

34. The PCDM has Proven Successful in…
• Process management with BPMN, ARIS, SAP, ITIL,
ISO-Certification, etc.
ISO Certification etc
• Project management (also with SCRUM analysis)
• Coaching
• Employee leadership (also with employee interviews)
• Planning
• Knowledge management
• And many other areas
© 2011 M. Gappmaier, Process optimization made easy 34

35. What Users of the GappBridging PCDM are Saying
• “It is one of the most important and valuable programs available to
businesses today. By p
y y putting a series of efficacious tools in the hands
g
of participants, Mr. Gappmaier returns them to their businesses ready
to analyze and improve their business processes. Mr. Gappmaier has
a well-deserved reputation as one of the world’s foremost BPM experts
and we highly recommend his programs – and his related services ”
services.
– Richard H. Tyson, President, CEObuilder/Harvard MBA
• "My BPM project, performed with the hBPM™ principles and the
Picture Card Design hBPM Method was the most successful and fun
BPM project I have ever done."
– Dr. Judie Lyon, Principal Consultant
• “The picture cards are excellent, intuitive and applicable. Thanks alot!“
– Beatrix Biwanke, Certified Process Manager, IT Project Leader, Business Analyst,
Trading & Consulting 'H.P.C.' GmbH
© 2011 M. Gappmaier, Process optimization made easy 35

36. Thank you
We look forward to your request for a free
presentation.
GappBridging International
www.GappBridging.com
info@GappBridging.com
info@GappBridging com
© 2011 M. Gappmaier, Process optimization made easy 36

37. © 2011 M. Gappmaier, Process optimization made easy