Beruflich Dokumente
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5/3/12
BPM Maturity
Syndica
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Syndicate 1 - BPMM
5/3/12
BPM Maturity Model is a tool that can assist organizations in becoming MORE SUCCESSFUL with BPM BPM Maturity and adoption model provides guidance for how any organization can more easily navigate the challenges of becoming PROCESS MANAGED BPM Maturity model is an evolutionary roadmap for implementing the VITAL PRACTICES from one or more domains of organizational process.
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Syndicate 1 - BPMM
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FEW STANDADRDS FOR APPRAISING the maturity of business process workflows To establish FIDELITY between how tasks are actually performed and how they are described in model-based representations Appraising a SUPPLIERS CAPABILITY for delivering outsourced IT and other business services To implement the business process foundations required for ORGANISATIONAL AGILITY and lower operating costs
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Foundation Principals
ATTRIBUTE of a process can be EVALUATED to determine its capability to contribute to organizational objectives Capable PROCESSES cannot SURVIVE unless the organization is mature enough to sustain them Process improvement is BEST APPROACHED Maturity level LAYS A REQUIRED FOUNDATION on which future improvements can be built
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Syndicate 1 - BPMM
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Guiding business process IMPROVEMENT programs Assessing RISK for developing and deploying enterprise applications EVALUATING the capability of suppliers BENCHAMRKING of processes
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Capability managemen t
Qu Business Level 3 an line ti ma y tativ Standardize managemen el pr na t ac ge S d Work unit tic d be tand es Level 2 st ar managemen pr diz ac ed Managed t tic
Level 1 Initial
Inconsistent managemen t
pe a pr e tabl ac ti c es
Re
es
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Syndicate 1 - BPMM
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Syndicate 1 - BPMM
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Phase 0: ACKNOWLEDGE OPERATIONAL INEFFICIENCIES : To uncover causes of inefficiencies and poor performance Phase 1: BECOME PROCESS AWARE : To create a culture that wants to understand its existing processes and learn where to improve them Phase 2: ESTABLISH INTRAPROCESS AUTOMATION AND CONTROL : To automate and instrument processes for continuous improvement Phase 3: ESTABLISH INTERPROCESS AUTOMATION AND CONTROL :To optimize the relationships between business processes across functional barriers, partners and customers Phase 4: ESTABLISH ENTERPRICE VALUATION CONTROL :To link process results to desired operational and strategic outcomes
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Syndicate 1 - BPMM
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STRATEGIC ALIGNMENT : The continual tight linkage of organizational priorities and enterprise processes, enabling the achievement of business goals. CULTURE AND LEADERSHIP : The collective values and beliefs that shape process-related attitudes and behaviors PEOPLE: The individuals and groups who continually enhance and apply their process related expertise and knowledge GOVERNANCE: Relevant and transparent accountability, decision making and reward processes to guide actions METHODS: The approaches and techniques that support and enable consistent process actions and outcomes INFORMATION TECHNOLOGY : The software, hardware and information management systems that enable and support process activities
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The primary motivation of Phase 0 is to uncover causes of inefficiencies and poor performance
TRIGGERS:
1)Organizations monitoring specific business activities, examining what is happening and seeking potential trouble spots 2) The common denominator is usually an organization realizing that any significant productivity/performance gains will hinge on examining processes as a whole, rather than automating functional tasks 3) "How do we improve these metrics? 4) The analysis generally leads to understanding the broader business process
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Syndicate 1 - BPMM
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1) STRATEGIC ALIGNMENT : The organization is aligned around a functional area, product line and/or geography 2) CULTURE AND LEADERSHIP : The culture is a functional hierarchy, and leadership is focused on local operational metrics 3) PEOPLE : Generally concerned with the health of the organization and meeting expectations of their immediate management. 4) GOVERNANCE :The governance structure is mostly focused on department, division and global organization performance metrics. 5) METHODS: The IT organization normally deploys solutions through a traditional "waterfall method, seeking out best-ofbreed applications to meet functional requirements. Business leaders think in terms of re-engineering and organizational transformation 6) INFORMATION TECHNOLOGY : This is a built-to-last architecture, rather than a built-for-change architecture, with
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Syndicate 1 - BPMM
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NEEDED COMPENTANCIES
1) Capability for monitoring and analyzing business activities and key performance indicators represents a foundation for process management 2) Overcoming the challenges of knowing when to measure, how often to measure and distilling the correct analysis 3) Capturing real-time information and reporting through dashboards to the line-of-business manager provides needed exposure
POTENTIAL CHALLENGES
It's commonplace during this stage that the IT organization still contends that business applications represent business process flows and that reconciling information across the organization is a higher priority. In this case, business analysts collect application requirements from the lines of business, write up functional specifications and hand off to developers for creating technical specifications, then coding, testing, 1212
Syndicate 1 - BPMM
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Syndicate 1 - BPMM
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BacKgRound
ThyssenKrupp Steel USA (TKS) is a global steel producer Invested approximately $5 billion to build the worlds newest and most efficient steel mill in Mobile County, Alabama. It is also the largest steel mill built in the US in decades. The mill began production in July, 2010 and is the largest non-governmental capital project in the US in decades. A primary target customer of this new plant is the automotive industry, which has high quality standards and low tolerance for supply chain disruption.
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Syndicate 1 - BPMM
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Problem
TKS knew that building state-of-the-art business process systems to support supplying rolled steel to US customers was the only way to compete with older mills investing in new technology and newer mills being built in emerging markets. Iron ore processed into slabs in Sepetiba, Brazil The hot and cold rolling completed near Mobile, Alabama The centralized slab purchasing and planning managed from Rotterdam, the Netherlands The vision of a vertically integrated supply chain would have to be seamless across 3 continents and many thousand miles
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Approach
TKS made the decision to create a process-centric organization in early 2009. It realized that aligning a business around transactional systems and applications would not be flexible enough to adapt to the fast changing business requirements. Conversely, aligning every part of the enterprise in a way that puts business strategy first and human behavior and transactions as an outcome would serve our competitive needs.
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iBMS model
Based on the APQC Process Classification Framework (PCF), the application came to be known as the Integrated Business management System (iBMS). Each one of these key areas would be linked by a central repository of process data that would be maintained within the process management group.
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Documentation hierarchy
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RESULT
iBMS is the established system for managing all aspects of business process accountability and oversight, training, certification, alignment of business and IT, and continuous improvement at TKS.
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Syndicate 1 - BPMM
5/3/12
Questions ?
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