Enterprise-Wide BPM Implementation: QSupers Journey

Trish Makarian BPM Manager

QSuper's BPM Journey

2004 2006 2009 2011

What we do?

Where can we find it?

How we do it?

QBIF

Can we do it better?

Who does it?

BPM Manager

revitalised

2004 Six Sigma Reflection

COO was also the Manager for Six Sigma Program at QSuper Buy-in was limited outside of Operations Theory proved to be better than practice Complexity of Six Sigma terminology Heavy reliance on the consultants People moved on
page 4

2004 Six Sigma Success

Formal introduction of process improvement Value in the methodology Had some initial wins

page 5

2006 Six Sigma Revitalised Reflection

Executive support and ownership Scale of change required outgrew capability Training Project selection Excessive focus on tools Narrow organisational focus
page 6

2006 Six Sigma Revitalised Success

Initially, very successful small pieces of process improvements Focussed on service delivery Projects had good buy-in and ownership

page 7

2009 - QSuper Business Information Framework

2009 - QSuper Business Information Framework Reflection

Heavy reliance on consultants Use of proprietary software and proprietary tools Usability complex

page 9

2009 - QSuper Business Information Framework Success

Identified member contact points Material was relevant to QSuper Little disruption to business

page 10

2011 - BPM at QSuper

Why?
Process approach to our transformational projects

page 11

2011 - BPM at QSuper

Under the leadership of the CIO No budget No resources Greenfield (March 2011) 50% allocated to quality assurance in the corporate change program A culture with negative past experiences BPM Manager is a 2 year contract
page 12

What is Business Process Management?

What does BPM mean to you?

What does BPM mean to you?

CIO: Taking a more structured and formal approach to the management of our processes is critical for the success of the Corporate Change Program and will leave an enduring capability in the business. COO: Having a baseline; a single view and understanding of what were in business for and ensuring the impacts of process changes are managed and governed effectively.

What does BPM mean to you?

Business Analysts:
I see it as a great way of getting consensus on what we do, what we want to do and how we do it.

When I devise a solution or change I should be able to

have a very good chance of verifying its sanity just by using BPM references.

Shop Floor:
BPM is used worldwide via standard symbols and flow designs. It gives me knowledge and encouragement to look at areas for improvement in my current role.

BPM Building Blocks

BPM at QSuper6 months in

Developing Process Architecture Partnered with QUT to deliver intensive training BPM Interest Group Collaborating with Enterprise Architecture Developing Opportunity
page 18

Management

Consider this
Cultivate BPM advocates across the organisation Talk the language of the business not BPM Create the need and interest for BPM Its not about what BPM can do for the organisation

page 19

Thank You