Business Process Governance

Orchestrating the Management of BPM

White Paper - August 2005

By Dr. Mathias Kirchmer

CEO, IDS Scheer Americas and Japan

Affiliated Faculty, Center for Organized Dynamics,
University of Pennsylvania
1055 Westlakes Drive
Berwyn, PA 19312
610-854-6835 (phone)
610-854-7384 (fax)
m.kirchmer@ids-scheer.com

Business Process Excellence

Table of Contents
Summary and Key Words . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Business Process Governance (BPG) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
What is Business Process Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Design of PBG . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Implementation and Execution of BPG . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Abbreviations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..18

Index of Figures
Figure 0: ARIS House of Business Process Excellence . . . . . . . . . . . . . . . . . . . . . . . 4
Figure 1: Process Governance:
Managing Process Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Figure 2: Process Governance:
Examples of Governance Processes for a Restaurant . . . . . . . . . . . . . . . . 6
Figure 3: Process Management:
Examples of Restaurant Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Figure 4: Process Execution:
Examples of a Restaurant. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Figure 5: Process Governance:
Guidelines for Process Lifecycle Management . . . . . . . . . . . . . . . . . . . . . . 7
Figure 6: Drivers for Process Governance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Figure 7: Enterprise Architecture Can Enforce
Process Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Figure 8: ”ARIS Architecture” Visualizes the
Architecture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Figure 9: Application Architecture Driven by
”Process Governance”. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Figure 10: Process Governance Drives the Process Factory . . . . . . . . . . . . . . . . . . . 14

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 Business Process Governance

Summary

Business Process Governance (BPG) stands for the processes and guidelines focused
on the management of Business Process Management (BPM). Business trends,
strategies, legal requirements and other aspects, like the use of standard software, drive
the design of Process Governance. Enterprise Architectures are used to apply and
enforce the requirements of Process Governance. Governance Applications enable the
implementation and execution of Process Governance. BPG is a precondition for the use
of next generation process automation environments and facilitates change
management.

Key Words

ARIS, Business Process Factory, Business Process Management, Chief Process Officer
(CPO), Compliance Management, Enterprise Architecture.

2
Today, most enterprises use the concept of business process management (BPM) for
not only projects and short term initiatives, but as a general approach to achieve their
goals, stay competitive, fulfill legal compliance requirements and maintain long-term
survival. Concepts such as "the agile organization" or "the real-time enterprise" can
only be implemented based on BPM principles. Therefore, enterprises must firmly
establish BPM as a permanent mainstay in their organization. For BPM to work
effectively, organizations must orchestrate the "management" of BPM on a daily basis.
Hence, a new term has emerged to address this orchestration - Business Process
Governance.

What is Business Process Governance?

Business Process Governance (BPG) is a set of guidelines and processes focused on

organizing all BPM activities and initiatives of an organization in order to manage the
"BPM processes." BPM refers here to the management of the entire business process
lifecycle, including design, implementation, execution and continuous improvement of
an organization's processes. The resulting governance processes provide the
framework and reference point to guide organizational units of an enterprise and
ensure responsibility and accountability for adhering to the BPM approach. In its
simplest terms, BPG can be considered the "definition" layer of BPM.

BPG ensures and guides the enterprise-specific execution of BPM. Therefore, general
principles for execution of strategies and management tasks must be considered
when defining BPG for an organization [31]:

z Know your people and your business

z Insist on realism
z Set clear goals and priorities
z Follow through
z Reward the doers
z Expand the capabilities of your employees

In order to develop BPG for an organization, it is crucial that the team in charge
knows the people and the business of an enterprise. It would not make sense to
define requests that do not meet the maturity level of the involved people and would
therefore not be executed. One must focus on realism when developing BPG
guidelines and processes; otherwise, the guidelines are worthless. Within BPG, clear
goals and priorities must be set so that people involved in executing BPM activities
are as effective and efficient as possible.

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 Business Process Governance

BPG ensures that BPM activities are completed and the "doers," or people who get
their BPM jobs done, are rewarded. This really makes BPM a living part of the
organization. In order to ensure the necessary qualification of people involved in BPM,
BPG should include guidelines for training and education to expand the capabilities of
employees.

Governance processes are also business processes. Therefore, these processes can
be managed using the same frameworks (e.g., the ARIS House of Business Process
Excellence - see Figure 0: ARIS House of Business Process Excellence) [2][3][8] and
principles. General approaches of BPM are applied to the BPG process.

The Strategy Layer of the ARIS House of Business Process Excellence identifies and
defines BPG processes on a high level, including the architecture and strategic
direction of BPG. Additionally, the areas in which BPG drives process innovation are
identified. Based on those definitions, the governance processes are detailed in the
Process Specification layer. The result is a blueprint for the governance processes
and guidelines of the Execution Layer. In the Controlling Layer, key performance
indicators (KPIs) of the BPG processes are measured, enabling a continuous process
improvement effort based on the comparison of as-is and to-be KPI values. KPIs for
BPG could be the results of process audits or the efficiency of BPM activities.

Figure 0: ARIS House of Business Process Excellence

4
The main goal of BPG is to ensure that BPM delivers consistent business results to
satisfy and exceed the expectations of an organization. Thus, BPG "governs" BPM. The
interactions between BPG, BPM and Process Execution are visualized in
Figure 1: Process Governance: Managing Process Management.

Figure 1: Process Governance: Managing Process Management

An example of governance processes (in the format of event-driven process chains

(EPC) [27]) is shown in Figure 2: Process Governance: Examples of Governance
Processes for a Restaurant. We have used a restaurant example because it is
relatable and easy to understand for most people.

In this illustration, two governance processes are depicted. The first process requests
the automation of a business process, but also requires the definition of a manual
backup process in order to reduce or eliminate the risk of process automation. The
second process presents the scenario for the manual process should the automation
technology malfunction and the backup process need to be executed to ensure the
delivery of the process result. These governance processes encourage efficient,
automated processes, while simultaneously mitigating the risk of process automation.
These are just simple examples of BPG processes. Comprehensive procedural models
for BPM, such as ARIS Value Engineering (AVE), are examples of more sophisticated
BPG processes [23].

5
 Business Process Governance

Figure 2: Process Governance: Examples of Goverance Processes for a Restaurant

On the Process Design level, those BPG processes lead to the design of process
models for efficient automation while manually backing up the processes. Examples
are shown in Figure 3: Process Management: Example of Restaurant Processes.

In this example, a waiter takes orders from patrons and transfers them through a PDA
directly to the bar and the kitchen for preparation. If the PDA malfunctions, the waiter
executes the process manually with pen and paper. In both scenarios, the customer
receives the ordered products. However, the manual processes are more
time-consuming, inefficient, susceptible to human error, and thus hamper productivity.

In reality, if a patron visits our restaurant, the processes are executed based on the
designed processes. The models developed in our BPM design and implementation
activities are carried out. This is visualized in Figure 4: Process Execution: Examples of
a Restaurant.

Figure 3: Process Management: Example of Restaurant Processes

6
 Figure 4: Process Execution: Examples of a Restaurant

BPG is relevant for all phases of the business process lifecycle management:
z Business Process Design
z Business Process Implementation
z Business Process Execution
z Continuous Business Process Improvement

Each phase of the lifecycle management is guided by BPG, leading to an overall

orchestration of BPM. These guidelines may target the content of process models
(e.g., identifying and mitigating risks) or purely formal aspects of BPM (e.g., each
function of a process model must be assigned to the responsible and accountable
organizational unit or "rules" must be documented separately from the process models
[28]). This is visualized in Figure 5: Process Governance - Guidelines for Process
Lifecycle Management.

Figure 5: Process Governance - Guidelines for Process Lifecycle Management

7
 Business Process Governance

An example of a BPG guideline for process design is "identify operational risk in

process models." A process implementation example is "deploy the related business
application software (ERP, SCM, CRM, etc.) to support the business processes" [16].
"Any change in the process workflow has to be approved by the managers of the
involved departments" is an example of a guideline for process execution.
"Benchmarks for process KPIs must be checked and updated every six months if
necessary" guides the continuous process improvement.

The definition of BPG processes and guidelines for each phase of the process
lifecycle can be used to drive an "execution-oriented" culture of an enterprise [31].
BPG can set the stage for getting things done, as described previously.

An enterprise must define how BPG affects the organizational structure. BPG-related
activities may be centralized for the entire organization or decentralized (e.g., in
business units). Alternatively, a combination of both extreme approaches can be
applied. The decision about the centralization or decentralization of BPG activities can
be made based on the same principles used in BPM [16]:
z Coordination requirements
z Relevant time periods
z Actuality of data (yearly, monthly, etc.)
z Data volume

In the case of a heavily decentralized BPM organization with decentralized BPG, it

generally makes sense to define a minimum number of BPG guidelines and processes
that are applied across the entire organization. This ensures compliance with general
legal requirements avoids inconsistencies between business units and encourages
the achievement of companywide synergies.

BPG for emergent processes is especially important. Emergent processes are

business processes for which the outcomes are not obvious, so that participants must
continuously assess their situation and make real-time decisions about next steps. As
a result BPM and Process Execution occur in a very short time frame. BPG ensures
that the emergent process stays on track, consistent with the traditional business
processes.

8
Design of Business Process Governance

BPG is relevant on a strategic, tactical and operational management level. The design
of BPG is driven through the following aspects:

z General Trends, or "Mega Trends," such as globalization, mobility, or

inter-enterprise processes in enterprise networks
z Legal Requirements, such as Sarbanes-Oxley (SOX), Basel II or FDA
regulations
z Enterprise Strategies, e.g., customer centric organization, real-time
business, cost reduction, highest quality standards or innovation
z Other Corporate Factors, e.g., existing ERP systems, enterprise culture
or regional locations

These BPG drivers are shown in Figure 6: Drivers for Process Governance.

Figure 6: Drivers for Process Governance

Once the general drivers for BPG are identified, concrete requirements for the
governance processes must be defined. The BPG drivers lead to guidelines that are
the basis for the definition of the governance processes. Some of those governance
processes can be used in all organizations within an industry sector or even across
industry boundaries - others are company-specific. Therefore, it is essential for each
enterprise to develop a specific BPG, suited to their specific culture and business
situation.

9
 Business Process Governance

For example, a global organization must deal with cultural differences and other
country variants in terms of business processes. The use of mobile devices may
request additional data consistency checks in processes. SOX or Basel II requires a
certain risk management within an organization's business processes. Real-time
business requires a flexible process design environment. A specific ERP system can
lead to the use of appropriate best practice reference models for process design
within BPM activities.

Formally, BPG can be applied and enforced through Enterprise Architectures (EA),
such as the ARIS Architecture, the Zachman Framework or the Department of
Defense Architecture Framework (DoDAF) [10][25][26].

These architectures ensure that all relevant aspects of a business process are
addressed though BPG. The use of those architectures is enabled by special
enterprise architecture software tools. BPG delivers the guidelines for filling the
architecture framework with business, Information technology (IT) or other content.
Consequently, the application of such a "governed" EA leads to the application of BPG
in the BPM of an organization. This approach is visualized in Figure 7: Enterprise
Architecture can be used to enforce Process Governance.

Figure 7: Enterprise Architecture Can Enforce Process Governance

10
To build an EA in an organization, the following activities must be completed:

z Define architecture requirements (e.g., Which aspects of a process

should be included: business, IT, legal, etc.?).
z Select the right existing EA framework (ARIS, DoDAF, Zachman, etc.).
z Tailor the selected architecture (Which information is needed in what
level of detail?).
z Chose the suitable methods/notations (methods that deliver the
necessary information, ease-of-use, etc.).
z Select the appropriate architecture software tool to implement the
framework.

BPG delivers not only the input to all of the aforementioned steps, but also the results
of the activities, which lead to additional governance guidelines and processes.

The ARIS Architecture is a widely used example of an EA [1][27]. BPG can be applied
to the various ARIS views of business processes:

z Organization View: Who (e.g., people, departments, different

enterprises) is involved in the process?
z Function View: What activities are carried out in the process?
z Data View: What data is necessary for or produced in the process?
z Deliverable View: Which deliverables are produced from the process?
z Control View: How do all of the other views fit together?

Here are some examples for BPG guidelines targeting the various ARIS views:

z Organization: "Organizational structures must be defined based on

process principles, not on single functions."
z Function: "Each function of a process model must be detailed in a
description that will be part of a job description."
z Data: "Data structures must be defined in the IDS Scheer ERM Format."
z Deliverable: "The deliverable of a process must provide inherent value
for an internal or external client; these benefits must be fully
described."
z Control: "The process models must be defined so job descriptions can
be created automatically based on the interactions between
organizational units and functions."

11
 Business Process Governance

Each view of the ARIS Architecture can be described (and guided by BPG) on the
following levels:

z Business
z IT specification
z Implementation

Company
Company
management
management

Sales
Sales Production
Production

Sales
Sales Production
Production Organization
Organization
employee
employee planner
planner

Customer
Customer
order
order Sales
Sales
Sales
Salesdata
data received
received process
process
Order
Order data
data
Order
Order Sales
Sales
confirmation
confirmation employee
employee Order
Order
Orderdata
data Order
Customer order confirmation
confirmation
Customer order
confirmation
confirmation Order
Order
confirmation
confirmation
Customer
Customer data
data generated
generated Order
Order
tracking
tracking

Data
Data Process
Process Function
Function

Sales
Salesservices
services

Customer
Customer Customerorder
Customer order Customer
Customer
order
order confirmation order
order
confirmation Product/service

Figure 8: “ARIS Architecture” Visualizes the Architecture

The use of those architectures is enabled by special enterprise architecture software

tools, such as the ARIS Toolset [17][29], as mention previously. In general, these tools
can be further used for resulting BPM tasks [30].

The types of information models used within such an EA are generally defined in an
enterprise-specific way in a "Method Handbook." This is part of BPG and ensures the
consistent use of modeling methods across an organization.

12
Implementation and Execution of Business Process Governance

The implementation and execution of BPG is enabled by governance applications

(e.g., SOX Audit Management Systems), similar to how BPM is supported by BPM
applications (e.g., Process Design Tools or Rules Engines) and how actual processes
are executed by business application software (e.g., ERP, SCM or CRM systems and
other automation technologies). An example of application architecture driven by BPG
is demonstrated in Figure 9: Application architecture driven by "Process Governance."

BPG applications require specific implementation approaches. While the general

concepts of a process-oriented implementation of standard software can be utilized
[16], the following specific aspects should be included in the BPG application
approach:

z Close integration with BPM tools (e.g., A BPG application could be a

module of a BPM tool carrying out a consistency check of process
models.)
z Documentation requirements to proof the compliance with BPG
processes and guidelines (e.g., Executing SOX relevant checks is not
enough; these requirements must be documented and managed.)
z Change Management to make BPG part of the overall enterprise culture
(e.g., BPG guidelines may also need to be applied "manually" by
employ ees working on BPM initiatives; thus, BPG tools simply deliver
the necessary information.)
z Other aspects (e.g., the requirement to use formal methods and tools)

Figure 9: Application Architecture Driven by “Process Governance”

13
 Business Process Governance

Current BPG applications on the market focus on various aspects of legal compliance
management (e.g., ensuring SOX compliance). Since the management of legal
compliance is independent of specific laws, a general compliance management
system may be applied and configured according to specific legal requirements. This
further increases the efficiency of the implementation of BPG applications for legal
requirements.

BPG serves at the foundation for building and running a Business Process Factory
[7][8]. This "factory" is visualized in Figure 10: Process Governance drives the Process
Factory. The Business Process Factory ensures an efficient and effective use of
business process orientation as general management paradigm.

Figure 10: Process Governance Drives the Process Factory

BPG delivers the following major input to the process factory:

z Governance processes and guidelines (including procedural

reference models [24])
z Process Reference models that reflect standards or best practices to
be applied [15]
z Enterprise architecture and structural framework for all process
models and related information models

14
The reference models delivered by BPG are stored in the Business Process
Warehouse, the repository containing all process information. Governance processes
and guidelines can also be stored in the process warehouse. The EA and related
documents (e.g., the method handbook) guide the structure and use of the warehouse.
This ensures that all process models in the process warehouse are consistently
defined and can be used to achieve overall enterprise goals.

Based on the content of the process warehouse (e.g., software reference models),
enterprise-specific process models are developed. If no suitable content is available in
the warehouse (for "new" processes, reflecting "next business practices"[8]),
process models are created and guided by BPG. In any case, the enterprise-specific
processes are also stored in the process warehouse for re-use in future initiatives.
Enterprise-specific processes may be developed within a process improvement
initiative, and reused for the selection and implementation of appropriate application
software. In the future, these same models may be used for risk management, quality
assurance or enterprise integration projects.

A business process factory can evolve over time and be deployed with every new
process initiative. It is imperative that those initiatives are driven by the defined BPG,
which can be fluid and modified as necessary. The enterprise-specific business
process models developed in the process factory enable both the process automation
technologies [7][8], as well as the necessary change management [5][6].

BPG is an important pre-condition for the use of next generation process automation
environments, based on enterprise service architectures (ESA) [4][18][19]. BPG
ensures that business process models developed in BPM activities drive the
configuration of such automation tools (e.g., using BPML/BPMN [11][12] or BPEL[13]).
This makes BPG ideal for inter-enterprise collaboration projects for ensuring business
and technical communication standards [9][20].

BPG also defines the modeling standards and optimizes the BPM characteristics for
change management (including information, communication and training for
employees [6]). BPG can enhance the positive reception and acceptance of change
management for specific organizational target audiences by ensuring that BPM
delivers easy-to-understand process models that can be used in information,
communication and training activities. BPG can ensure the use of a common "language
of change" in the form of information models.

15
 Business Process Governance

Therefore, BPG is a key element of operational and tactical enterprise management.

It ensures the appropriate and targeted use of BPM throughout the entire business
process lifecycle.

The design and implementation of BPG may be assigned to one or several

specialized organizational units of an enterprise, such as a center of process
excellence. These units gather and structure the strategic requirements for the BPM
of an organization. The resulting BPG guidelines and processes are then rolled out
and assigned to the appropriate departments that potentially own specific
components. The overall responsibility for BPG could be in hands of a "Chief Process
Officer" (CPO) [24].

The quality and effectiveness of BPG can be controlled through the measurement of
KPIs, as explained previously. The KPIs can be specific audit results (e.g.,
certifications) from external or internal auditors or they can be results from
measuring BPM processes (e.g., the cycle time from the request for a new process
design until its implementation). In that case the KPIs may even be measured
automatically through tools like the ARIS Process Performance Manager [17].

BPG ensures consistent and focused BPM across the entire enterprise and the
ultimate result is long-term business success.

16
Abbreviations

ARIS - Architecture of Integrated Information Systems

AVE - ARIS Value Engineering
BPEL - Business Process Execution Language
BPM - Business Process Management
BPML - Business Process Modeling Language
BPMN - Business Process Modeling Notation
BPG - Business Process Governance
CPO - Chief Process Officer
CRM - Customer Relationship Management
DoDAF - Department of Defense Architecture Framework
EA - Enterprise Architecture
EPC - Event Driven Process Chain
ERP - Enterprise Resource Planning
FDA - Food and Drug Administration
IT - Information Technology
KPI - Key Performance Indicator
PDA - Personal Digital Assistant
SCM - Supply Chain Management
SOX - Sarbanes-Oxley

17
 Business Process Governance

References

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Enterprise Management, Vol. 17 No. 1, 2004.
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4/2004.
[22] cf. Crosman, P.L.: Repeat to succeed. In: transformmag.com, 12/1/2004.
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[25] cf. Lapkin, A.: The seven fatal mistakes of Enterprise Architecture. In: Gartner Research publication,
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[26] cf. McGovern, J., Ambler, S.W., Stevens, M.E., Linn, J., Sharan, V., Jo, E.K.: A Practical Guide to Enterprise
Architecture. Upper Saddle River, 2004.
[27] Scheer, A.-W.: ARIS - Business Process Modeling. 2nd edition, Berlin, New York, and others 1998.
[28] Scheer, A.-W.: Orchestrating Business Process Excellence. In: IDS Scheer North America (ed.):
Documentation of ProcessWorld 2005, Berwyn 2005.
[29] James, G.: Magic Quadrant for Enterprise Architecture Tools. Gartner Research 12/04.
[30] Sinur, J.: The Magic Quadrant for BPA. Gartner Research 2004.
[31] Bossidy, L., Charan, R.: Execution: The discipline of getting things done. New York, NY, 2002.

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solutions to help customers optimize, and profit from, their investments in Supply Chain Management (SCM), Fax: 610-854-7382
Customer Relationship Management (CRM), Enterprise Resource Planning (ERP), and Next Generation Business E-mail: info@ids-scheer.com
Process Automation solutions. As an SAP Global Partner and a Microsoft Gold Certified Partner, IDS Scheer www.ids-scheer.com/us
enables customers to maximize their ERP investment and build winning businesses. As part of an organization of
more than 2000 employees worldwide and over 250 in North America, IDS Scheer is built upon a foundation of 5555 Glenridge Connector
business process excellence that began when the company was founded in 1984 by August-Wilhelm Scheer, Suite 650
widely recognized as a founding father of Business Process Management. For more nformation on IDS Scheer Atlanta, GA 30342
North America, visit http://www.ids-scheer.com/us. Phone: 404-531-5100
Fax: 404-531-5102
E-mail: arissmartpath@ids-scheer.com
www.ids-scheer.com/sme/sap

4100 Yonge Street

Suite 505
Toronto, ON M2P 2B5
Phone: 416-512-9296
Fax: 416-512-9220
E-mail: info@ids-scheer.ca
www.ids-scheer.ca

Germany
IDS Scheer AG
Corporate Headquarters
Altenkesseler Straße 17
66115 Saarbrücken
Phone: +49 (0)681-210-0
Fax: +49 (0)681-210-1000
E-Mail: info@ids-scheer.de
www.ids-scheer.com

IDS Scheer Worldwide

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