learning to implement bpm in your organization: how...

ECQA Certified Business Process Manager

Learning to implement BPM in your organization: how deep you should go?

EUROSPI 2012 - Networked Workshop 2012: Business Process Management

25. – 27. 6. 2012

Vienna - Austria

dr. Tomislav Rozman

Agenda

• Motivation for BPM

• How much BPM is enough (process maturity)

• CertiBPM course content presention

• CertiBPM project, info

BUSINESS PROCESS MANAGEMENT (BPM) – WHY ?

Topic: Introduction

Let us build common terminology• BPM is the discipline, which covers:

– identification,

– modeling,

– analysis,

– documentation,

– automatization,

– maintenance and

– optimization of

business processes

Why should we care about BPM?

• major drivers of introducing BPM to a company*:

– need to save money

– reduce cost

– improve productivity

– improve management coordination

– improve organizational responsiveness

– improve customer satisfaction

– improve products

*according to research -P. Harmon & C. Smith, 2010

What is a business process?

P01

Training and

learning

P02

Examination

P03

Certification

Process group - CertiBPM P01 Training and learning

P01-02

Register for

training

P01-03

Attend live training

P01-04

Attend e-learning

based training

P01-05

Attend live webinars

based training

P01-07

Provide feedback

GOTO P02 Examination

Self assesment = good

yes

P01-06

Attend self-study

based training

Choose any

combination

P01-01

Self-assess

knowledge

P01-00

Register on

ECQA portal

no training (enough experiences)

ECQA training and

certification example


P01

Training and

learning

P02

Examination

P03

Certification

GOTO P03 Certification

P02-01

Prepare

case study

Case study = passed?

yes

From P01 Training

P02-02

Register for

exam

Exam = passed

Yes

Less than minimum elements passed

P02-03

Attend the

exam

Choose

Self assessment?

yes

No

P01-01

Self-assess

knowledge

ECQA training and



P01

Training and

learning

P02

Examination

P03

Certification

GOTO P02 Certification

From

P02 Examination

Want to pass

additional elements?

P03-03

Exploit your knowledge

and gather evidences

P03-01

Receive the

certificate

Yes

Want to become a trainer?

P03-02

Register as a certificate

holder and join the

community

No

GOTO P1 Become a trainer

Yes

No

ECQA training and


BPM – HOW MUCH DETAILS DO WE NEED?

Topic: BPM

DETAILS == MATURITY ?

• Process documenting & modelling – a burden?

• Who reads process documentation anyway?

• Why bother drawing nice pictures (of

processes)?

• Does business changes too frequently and the process documentation can not follow with

the same pace?

• Do detailed process descriptions imply maturity?

Maturity models...

• CMMI (Capability Maturity Models)• SW, Acquisition,...

• IT Management Process Maturity Model• SPICE (ISO 15504• ....• BPMM (Business Process Maturity Model)

• Are you familiar with any other maturity models?• ?

BPMM

• Business Process Maturity Model (OMG)

• Summary: a framework for evaluation of processes' maturityo based on CMMI (Capability Maturity Model Integrated)o maturity levels:

� 1. Initial - ad-hoc processes, � 2. Managed - repeatable processes� 3. Standardized - uniform work descriptions� 4. Predictable - process results are statistically analysed and

used for optimizations� 5. Innovating - the processes are pro-actively improved

o 30 process areas• For process managers, quality managers• More info:

o http://www.omg.org/spec/BPMM/1.0/PDF/

BP Maturity Model = an agreed measure for processes

BPMM framework

Source: http://www.primepmg.com/bpmm.html

Process maturity level 1 (initial)

• Chaotic processes

• Firefighting

• No central process responsibility (process

manager)

• Successfull process performance = more by

luck than by analysis

• Just get the job done

• Everybody has his/her own idea of the

workflow

• WHAT‘S YOUR EXPERIENCES ? (for your business!)

Process maturity level 2

(managed)

• Processes are repeatable,

– but not documented

• Processes are in ‚employee‘s heads‘

• Hard time planning process performance

• Planning – to some extent

• Process support tools not integrated (‚islands‘)



(standardised)

• standard processes are synthesized from best

practices

• A basis for ‚economy of scale‘

• No more questions like ‚What‘s the next step?

Or ‚What should I do next?‘

• Documented processes

– Process description documents, Manuals

– Graphical process models


Process modelling motivation (1/2)

• Responsibilities can be easily seen (from the process model)

• Interactions with information systems can be easily seen

• Communication paths can be easily seen

• Document flow can be easily seen• Bottlenecks can be identified

• Starting phase for optimization

• Great requirements for future process automation

Process modelling motivation (2/2)

• We can design an overview of an organization’s processes

• Quality management standards can be acquired quickly

• The quality manual can be improved with graphical process representations

• New employees can get insight into their work quicker (if learning from process model)

• There are over 75 process modelling tools!

How to achieve level 3?

• Document and model the processes!

– How?

• Example:

– Process description document

– Process model – live modelling

• Group involvement:

– Choose & Sketch your most valuable process!

Relation to ECQA Certified Business Process Manager: U1E3 (Modelling)

and U1E4 (Documenting)

Level 3 – modelling details

• 1st level: process map or process landscape:

P01

Training and

learning

P02

Examination

P03

Certification


• 2nd level: Process group / rough process with

major stepsProcess group - CertiBPM P01 Training and learning

P01-02

Register for

training

P01-03

Attend live training

P01-04

Attend e-learning

based training

P01-05

Attend live webinars

based training

P01-07

Provide feedback

GOTO P02 Examination

Self assesment = good

yes

P01-06

Attend self-study

based training

Choose any

combination

P01-01

Self-assess

knowledge

P01-00

Register on

ECQA portal

no training (enough experiences)


• 3rd level: process details (+ roles + message

flows)

Tra

ine

e

EC

QA

se

lf-a

sse

sme

nt

po

rta

l

Choose registration

to Learning portal

Select and confirm

profession

Select the training

body

Already registered to the system before?

Select "I have registered to

the system before and

have a username and

password."

Yes

Select "I am a new user

and I would like to create

an account."

No Fill out the r

registratio

Log in with t

existing creden

http://www.ecqa.org/index.php?id=23

Registration

Process - CertiBPM P01-01 Self-assesment


• 4th level: IT details

– User interfaces

– IT systems connectors

– Scripts,..

• Purpose = automatization


(predictable)

• Quatitative management of processes

– ... which meand MEASURING

• ... Or, KPI‘s (Key performance indicators)

• Usage of statistics and methods (e.g. Six Sigma)

• „Predictable“ in reality means:

– The product will be produced within X hours

– Your case will be resolved within X hours

– We‘ll need X of resources to perform the process

– The length of the product will fall within the

tolerance +- X%


(predictable)

• Examples of KPIs:

• Where can you find ideas for KPIs?• VRM – Value reference model, SCORM for supply chains


• What do you measure?


(innovating)

• Process change management

– Means: modifying your processess according to

KPI‘s or feedbacks

– ... controlled roll-outs of improved processes

– ... Everybody starts working according to new

process at the planned time

– Example: Actros

• Planned innovations

• Main process: Continuous process improvement


FOCUS GROUP

Which processes in your org. are at:

• Level 1 (initial/ad-hoc):

– ?

• Level 2 (managed):

– ?

• Level 3 (standardised):

– ?

• Level 4 (predictable):

– ?

• Level 5 (innovating):

– ?

BPM COURSE CONTENT

Topic: ECQA Certified Process Manager

Brief Description of the CertiBPM Training Program Content

CertiBPM training program

Management

Psychology

FrameworksTechnical (IT)

U0; U1.E1 – E5BPM.U0.E0 – IntroductionBPM.U0.E1 - ECQA and Certification InfoBPM.U0.E2 - Conclusions and References BPM.U1.E1 - Process oriented managementBPM.U1.E2 - Managing BPM projectsBPM.U1.E3 - BPM and ModelingBPM.U1.E4 - Documenting Business ProcessesBPM.U1.E5 - Process Simulation & Analysis basics, tools and techniques

U3.E1 – E3BPM.U3.E1 - Human factors in BPMBPM.U3.E2 - Motivating people for process changeBPM.U3.E3 - BPM models, frameworks and standards

U2.E1 – E3BPM.U2.E1 - Choosing your BPM tool/platformBPM.U2.E2 - BPM tools/platformBPM.U2.E3 - BPM and Enterprise architecture

Structure of the CertiBPM Qualification and Certification Program:

Learning Units and Elements

CodeLearning Units and Elements Title

BPM.U0 Informative package

BPM.U0.E0 Introduction

BPM.U0.E1ECQA and certification information (demonstration on www.ecqa.org

and the Learning Portal)

BPM.U0.E2 Conclusions and References data base

BPM.U1 Process Oriented Management

BPM.U1.E1 Management System (ISO 9001:2008)

BPM.U1.E2 Managing BPM projects

BPM.U1.E3 BPM and Modeling

BPM.U1.E4 Documenting Business Process

BPM.U1.E5 Process Simulation & Analysis basics, tools and techniques

BPM.U2 BPM and Information Technologies (IT)

BPM.U2.E1 Choosing your BPM tool/platform

BPM.U2.E2 BPM tools/platform

BPM.U2.E3 BPM and architecture

BPM.U2.E4 BPM systems and IT integration

BPM.U3 BPM human aspects. Frameworks and Standards

BPM.U3.E1 Human factors in BPM

BPM.U3.E2 Motivating people for process change

BPM.U3.E3 BPM models, frameworks and standards

BPM.U4 BPM Specializations

FOCUS GROUP

• Which types of BPM knowledge is most needed

in your organizations?

– Management:

– Technology:

– Pscychology:

Thank you for your patience!

Please register for an on-line BPM training!

More Info about CertiBPM:

www.certibpm.info

• We are social: http://www.linkedin.com/groups search for CertiBPM group and join, to get latest updates!

CERTIFIED BUSINESS PROCESS MANAGER – PROJECT INFO

Topic: CertiBPM project

Project objectives

• OBJECTIVE 1: to adapt existing Business Process Management course to ECQA (European Certification and Qualification

Association) certification scheme and establish

job role, which is valid across the Europe,

translate it to Romanian and English language

• OBJECTIVE 2: to adapt the course to the University - Bologna Masters level for Romanian Universities

Project objectives

• OBJECTIVE 3: to transfer the knowledge (CertiBPM project) to the Romanian market (to students from the Universities, industry representatives)

• OBJECTIVE 4: to educate 110 trainees and 14 trainers (regardless of the age, sex, nationality, religion)

• OBJECTIVE 5: to create distant learning course, that will allow training people from different

locations

Partners

• Applicant organisation: Universitatea Politehnica din Timisoara (RO)

– Contact: prof. dr. Anca Draghici

• Management co-ordinator & idea: BICERO Business Informatics Center Rozman Ltd.

– Contact: asst. prof. dr. Tomislav Rozman

• Core partner: proHUMAN Cooperation and Business Management

– Contact: asst. prof. dr. Romana Vajde Horvat

• Core partner: I.S.C.N. GesmbH

– Contact: dr. Richard Messnarz, Damjan Ekert

• Core partner: DENKSTATT Romania SRL

– Contact: Gabriela Fistis

Reference to Authors and Project

Training Materials/Dissemination materials were developed within international consortium “Certified Business Process Manager Committee (CertiBPM-TMC)”:

• BICERO, Business Informatics Center Rozman Ltd, Slovenia, www.bicero.com (Manager of CertiBPM-TMC, initial author of the course)

• proHUMAN, Cooperation and Business Management Ltd., Slovenia, www.prohuman.si• I.S.C.N., International Software Consulting Network, Ireland, www.iscn.com• UPT, Politehnica University of Timisoara, Romannia, www.upt.ro/• DENKSTAT, Sustainable thinking, Romania, www.denkstatt.ro

Development of Training Material was funded with support of European Commission under:• Leonardo da Vinci programme, Transfer of Innovation, Project no. 2010-1-RO1-LEO05-07445

This publication reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

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