Transcript ABPMP Ed Comm Certification Program Sub

Certified Business Process
Professional (CBPP®)
Study Session
Part 4
Sept. 15, 2010
House Keeping
ABPMP
• Only the “call in option” is available today to
increase the recording quality of the
webinar
• An On Demand version of this will be
available through the ABPMP website
• A PDF of the slides will also be available
for this webcast with the On Demand
version
© ABPMP
2
Today’s Topic:
Review Chapters 8 and 9 of the BPM
CBOK®
The Process Organization 7.0
Enterprise Process Management 8.0
Tony Benedict, President of ABPMP
Jon Strickler, ABPMP
Denver Chapter
3
3
BPM CBOK® Knowledge Areas
Knowledge Areas
Business Process Management
Process
Modeling
Process
Analysis
Process
Design
Process
Transform
Process
Perform
Mgt
Business Process Management Technologies
Process Management Organization
Enterprise Process Management
4
4
7.0 Process Management Organization
19 Questions 14% of the Exam
7.1 Process Management Roles
•
•
Distinguish between the horizontal focus of the organization versus the
traditional vertical focus
Understand the definition of a process centric enterprise and the impact it can
have on management’s accountability for performance
7.2 Characteristics of the process culture
•
Understand what the characteristics of an enterprise process culture are and
how they support the process centric strategies
5
5
7.0 Process Management Organization
7.3 Process Management and Governance Roles
•
•
Define the role of the process owner
Describe how the process owner’s responsibilities differ from those of the
functional manager.
• Describe and distinguish the different roles of the process owner, the project
manager, the process analyst and the process governance team to accomplish
their main responsibility
7.4 Organizational Change Management
• Understand how process integration will impact to the traditional
organizational structure and management roles
• Define the change management issues encountered in implementing process
changes and role definition.
6
6
8.0 Enterprise Process Management
8.1 Enterprise Process Governance
•
•
•
•
•
Understand concepts of the Enterprise Process Management as a way of
expressing strategy in terms of cross-functional activity
Identify main factors that impact cross-functional enterprise decision making
Describe reasons and objectives of Enterprise Process Governance
Describe benefits of EPM and importance of business knowledge, roles and
responsibilities, goals and priorities
Describe aspects of the Customer Centric Measurement Framework
8.2 Process Frameworks
•
•
Uses and benefits of different frameworks to achieve the benefits of
establishing of common definitions and standardized processes
Describe major elements of an Enterprise Framework Model
7
7
ABPMP
Objectives of EPM
 Define the large cross-functional business
processes which deliver customer value
 Articulate the organization’s strategy in terms of
its cross-functional business processes
 Assign accountability for the improvement and
management of the organization’s crossfunctional processes (chapters 2 & 8)
 Define the performance measures which matter
to customers (chapter 7)
 Define the organization’s level of performance in
terms of these customer centric measures
© ABPMP
8
Balanced Score Card is an Example of
EPM Methodology
ABPMP
http://www.balancedscorecard.org/bscresources/aboutthebalancedscorecard/tabid/55/default.aspx
© ABPMP
9
ABPMP
Importance of EPM
• Provides customer centric view and accountability
for performance
• Helps build an organization of discipline
• Provides an understanding of the work and roles
across traditional org boundaries (e.g. knowing
the business)
• Equips management to “insist on realism”
• Assists leaders in setting clear and realistic goals
and priorities
© ABPMP
10
ABPMP
Enterprise Process Frameworks
• Value Chain Group – Value Chain
Reference Model (VRM)
• Supply Chain Operations Reference
(SCOR)
• American Productivity & Quality Council
(APQC) – Process Classification
Framework
• MIT Process Handbook Business Activity
Model
© ABPMP
11
ABPMP
© ABPMP
12
Supply Chain Operations
Reference
© ABPMP
ABPMP
13
APQC – Process Classification
Framework
© ABPMP
ABPMP
14
http://www.apqc.org/portal/apqc/ksn/PCF_5x.pdf?paf_gear_id=contentgearhome&
MIT Process Handbook Business
Activity Model
ABPMP
http://mitpress.mit.edu/books/chapters/0262134292chap8.pdf
© ABPMP
15
Process Repository Management
ABPMP
• A central location for storing information about how an
enterprise operates
• Administration activities include:
–
–
–
–
Create repository structure
Define and maintain procedures for controlling changes
Mapping processes to applications and data
Providing infrastructure
• Importance of repository administration
– Ensures consistent communication
– Maintains information to define, measure, analyze, improve and
control business processes
– Facilitates collaboration by enforcing a methodology focusing on
end-to-end process
© ABPMP
16
ABPMP
Key concepts: Enterprise Process Mgt
1. Enterprise Process Management [EPM] assures alignment of the
portfolio of end-to-end business processes and process
architecture with the organization’s business strategy and
resource allocation. It provides a governance model for the
management and evaluation of initiatives
2. EPM is an essential management practice that provides the
means for a company to create value for its customers
3. The role of measurement is indispensable to maintaining a
customer centric focus and assuring accountability for the
performance of the firm’s large cross functional business
processes
4. EPM has three essential requirements:
1. A customer centric measurement framework,
2. An enterprise level process schematic, and
3. An enterprise level process improvement and management plan
5. Business processes must be associated to a clear strategy
© ABPMP
17
ABPMP
Key concepts: Enterprise Process Mgt
6. Successful process governance requires clear ownership and
accountability assigned for each process
7. The role of the Process Owner is to monitor performance and
lead the improvement and management of the processes
8. Process Owners must be given the means necessary to
successfully manage the process
9. EPM can engage the entire organization in executing strategy by
clearly defining and communicating the means to accomplish it
10. Process principles and practices positively influence leadership
behaviors such as knowing the business, insisting on realism,
setting clear and realistic goals and priorities, and rewarding the
doers
11. Enterprise Process Management involves the transition from
expressing strategy in general terms or in financial terms to
expressing strategy in terms of observable cross-functional
activity and requires a shift in mindset and a new set of
leadership behaviors
© ABPMP
18
CBPP
SAMPLE QUESTIONS
Birmingham Chapter
19
19
An Enterprise Process Model
provides a framework to achieve
A) fewer levels across the organization
B) a simpler approach to managing processes
C) the goal of vertical and horizontal collaboration
D) a direction for successful Service Oriented
Architecture
An Enterprise Process Model
provides a framework to achieve
A) fewer levels across the organization
B) a simpler approach to managing processes
C) the goal of vertical and horizontal collaboration
D) a direction for successful Service Oriented
Architecture
The primary objective of
Business Process Portfolio
Management does NOT include:
A) Aligning project objectives with organization
strategy
B) Incentivizing successful project implementation
C) Balancing risk among proposed projects
D) Assessing process performance
The primary objective of
Business Process Portfolio
Management does NOT include:
A) Aligning project objectives with organization
strategy
B) Incentivizing successful project implementation
C) Balancing risk among proposed projects
D) Assessing process performance
Enterprise Process Management
(EPM) best practices do NOT
require?
A) Being clear on the definition of the process
beginning and end
B) Focusing on the process from the customer's
point of view
C) Establishing process performance goals based
on key metrics
D) Defining all aspects of the end-to-end plan
prior to launch
Enterprise Process Management
(EPM) best practices do NOT
require?
A) Being clear on the definition of the process
beginning and end
B) Focusing on the process from the customer's
point of view
C) Establishing process performance goals based
on key metrics
D) Defining all aspects of the end-to-end plan
prior to launch
26