1. Dimensions of Business Process Change Brett Champlin, President, Association of BPM Professionals

3. ABPMP’s Guide to a BPM Common Body of Knowledge

8. Process vs. Functional Management

9. Functional vs Cross-Functional Process Management Source: Dan Madison, “Process Mapping, Process Improvement and Process Management President Human Resources Marketing Finance Information Technology Process Management Within Functional Areas Cross Functional Process Management President Marketing Sales Field Operations Underwriting

10. Alternate Process Management Structures

12. Business Process “Meta Model” PURPOSE PEOPLE PLACE PROCESS PRODUCT PERIOD

13. Process Domains Business Operations Technical

14. Perspectives

16. PROCESS “MATURITY” MODEL Integrated (6) Coordinated Process Initial (1) ad hoc Process Repeatable (2) Stable Process Defined (3) Standard Process Managed (4) Measured Process Optimized (5) Effective Process Process Control Process Measurement Process Definition Basic Management Control Process Integration Consistent Execution Controlled Environment Quality and Productivity Improvement Continuing Improvement Chaotic Cooperative Optimization

17. Process Management “Maturity” Continuously Improving Process Predictable Process Disciplined Procedures Consistent Process Cooperative Process Need Quality Management Program Need Management Regulation Ignored (1) Manage/ Plan (5) Participate/ Control (4) Support/ Direct (3) Recognize/ Organize (2) Steward/ Lead (6) Need Enterprise Integration Process Management Maturity Process Maturity

19. Process Types Primary (Core Operational/Value Chain) Process Support Processes Management Processes Sub Process Sub Process Sub Process Sub Process Sub Process HR Services Financial Services Information Services Facilities Services Procurement Services Planning Directing Monitoring Controlling Transforming

20. Impact and Approach Source: Jeston & Nelis Point of Approach Within Organization Redesign of Industry Value Chain Redesign of Business Redesign of Processes Improvement of Sub Processes Incremental Improvements Impact on Organization

22. Managing Process Transformation Source: Jeston & Nelis End-to-End Process Activity/ Sub Process Scope of Change Short Long Time Process Improvement Business Model Process Re-Design Process Reengineering

23. Map Processes to Business Strategies Business Processes Major Impact Moderate Impact Major Impact Moderate Impact Engage Customers Transact Business Fulfill Expectations Provide Services Reduce Costs Reduce Time-to-Market Improve Quality Gain Market Share Broaden Product Line Business Strategies Adapted from Bob Curtice Performance Improvement Associates"

24. Establish Performance Diagnostics Business Processes Diagnostics + ++ 0 World Class Better Than Competitors Equal to Competitors Worse Than Competitors 4.3 0.7 Years since last major improvement effort Benchmark Grade 3 Yr Efficiency Metrics 3 Yr Effectiveness Metrics Process Cost ($ bln) 2 4 1 3 ++ 0 + 2.1 1.4 Engage Customers Transact Business Fulfill Expectations Provide Services Adapted from Bob Curtice Performance Improvement Associates"

25. Assess the Portfolio Adapted from Bob Curtice Performance Improvement Associates" Engage Customers Transact Business Fulfill Expectations Provide Services Reduce Costs Reduce Time-to-Market Improve Quality Gain Market Share Broaden Product Line Years since last major improvement effort Benchmark Grade 3 Yr Efficiency Metrics 3 Yr Effectiveness Metrics Process Cost ($ bln) 4.3 0.7 2 4 1 3 ++ 0 + 2.1 1.4

27. Map to Decision Support Tools Engage Customer Provide Service Transact Business Fulfill Expectations OPPORTUNITIES THREATS Internal Factors External Factors STRENGTHS WEAKNESSES Leverage Constraints Obstacles Vulnerabilities External Factors Internal Factors

28. Strategic Tactical Degree of Change Short Long Time Process Improvement Process Re-Design Enterprise Process Alignment/ Process Portfolio Management Process Reengineering Business Process Management Managing Process Transformation Organization Change Management Low Hanging Fruit/ Quick Hits

29. Impact and Involvement Source: Jeston & Nelis Involvement of Business Manager Impact on Organization Low High High Redesign Business Model Redesign End-to-End Process Improve/Redesign Sub Process Incremental Sub Process/ Activity Improvement Business As Usual In the Driver’s Seat Pilot Project Under the Radar Under- ambitious Exceeding mandate Low

35. A PARTING THOUGHT... “ You don’t have to change. Survival isn’t mandatory.” - Dr. W. Edwards Deming

36. Dimensions of Business Process Change Brett Champlin President, ABPMP www.ABPMP.org [email_address]