2 bpm managing change
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Processo de Gestão de MudançasTRANSCRIPT
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Brett ChamplinPresident ABPMP InternationalAdjunct Faculty, University of ChicagoManager, Business Performance Improvement
2009 Brett Champlin*
BPM is a Management PracticeProcess-oriented thinkingManage end-to-end business processStrategy is carried out through processProcess assessment, analysis and designProcess performance over functional performanceEnabled by an evolving set of technologiesProcess discovery and definitionProcess execution and orchestrationProcess monitoring and controlProcess performance decision support
2009 Brett Champlin*
BPM is the way best-practice organizations conduct businessWhile the APQC research participants agreed that technology, by itself, does not constitute Business Process Management, they concluded that much of the promise of BPM initiatives will not be realized without powerful, flexible and user-friendly IT solutions to support them. Four of the five of APQCs best practice partners cited technology support being a key success factor for managing, aligning and integrating business processes---thus impacting profitability and their ability to compete in todays competitive, global market.
Source: APQC
2009 Brett Champlin*
Two Forrester Surveys 449 decision makers in North America and Europe 60% were already using BPM an additional 19% plan to do so in next 12 months 160 US and UK enterprise architects 85% were actively planning or already had BPM deployments under way BPM Centers of Excellence (COEs) are the catalyst for BPM successSource: Forrester
2009 Brett Champlin*
BPM enables business agilityBPM is how you change your businessBPM is about managing changeManaging Process Change Managing how people accept change
2009 Brett Champlin*
Managing organizations through successful changesBeing aware of a need to manage change throughout planning and implementation of change programsUnderstanding and influencing how people affected by change experience change
2009 Brett Champlin*
Accelerate the 4 stages of natural reaction:Denial ResistanceExplorationCommitmentHelping People Adapt to ChangeEverybody has to go through thisThey all go through it at their own paceSome of them have to go through these stages many times before they are fully committed
2009 Brett Champlin*
Communications & ActivitiesBe honest about where you areBe honest about where you want to goBe honest about how you are going to get thereStatus reports, whats new, how are we doingHow this will affect youWhat can you do to prepareWhat you should do nowHow you can contribute to success
2009 Brett Champlin*
Source: Gartner
StyleCharacteristicsImperativeCultural AgressivesHolistic CoordinationSeize AdvantageWe change the rules of the marketWe welcome rapid changePeople at all levels embrace new ideasStay AheadCultural ModeratesLocal OptimizationSeek ParityWe follow fast behind market leadersWe can cope with a few moderate changesNew ideas flow top-down through managersGet LeverageCultural ConservativesCentral ControlReduce PainWe seek mature markets, then compete on priceWe prefer status quo; discourage exceptionsNew ideas are limited to job descriptions purviewCatch Up
2009 Brett Champlin*
Continuously Improving ProcessPredictable ProcessDisciplined ProceduresConsistent ProcessCooperative ProcessNeed Quality Management ProgramNeed Management RegulationIgnored(1)Manage/ Plan(5)Participate/ Control(4)Support/ Direct(3)Recognize/ Organize(2)Steward/ Lead(6)Need Enterprise IntegrationProcess Management MaturityProcess Maturity
2009 Brett Champlin*
Mission, strategy, goals, and objectivesBusiness ProcessWorkflowDesignInformation SystemsMotivation & MeasurementPolicies and RulesHuman ResourcesFacilities (or other)PerformersSteps & decisionsSequence and flowHandoffsApplicationsInformationEmployee assessmentReward and punishmentProcess performance indicatorsConstraintsBusiness rules that the process enforcesExternal & internalSkillsMatching jobs to tasksSelection and placementWorkplace designEquipmentFurniture enablesenablesenablesenablesenablesCulture, core competencies, and management systemsSupportsConstrainsenablesSource: Alec Sharp, Clariteq
2009 Brett Champlin*
Process Improvement is incremental Process Re-Design is end-to-end re-thinking of what we are doing Process Reengineering is a begin with end in mind approachProcess Innovation involves changing the model, not just improving its efficiencyProcessImprovementProcessReengineeringProcessRe-DesignTimeCostDegree of Innovation
2009 Brett Champlin*
Managing Process Transformation End-to-End ProcessActivity/ Sub ProcessScope of ChangeShortLongTimeProcess ImprovementBusiness ModelProcess Re-DesignProcess ReengineeringSource: Jeston & Nelis
2009 Brett Champlin*
Source: Jeston & Nelis
2009 Brett Champlin*
Scope of ChangeScope of Change Management Efforts
2009 Brett Champlin*
InternalValue ChainSupportControl
ExternalCustomerRegulatoryBusiness Partner
2009 Brett Champlin*
Adapted from Bob CurticePerformance Improvement Associates"
2009 Brett Champlin*
Map to Decision Support Tools Engage CustomerProvideServiceTransact BusinessFulfill Expectations
2009 Brett Champlin*
2009 Brett Champlin*
Business Process Meta Model
2009 Brett Champlin*
1st Order ChangeTasks & Nature of Work
2009 Brett Champlin*
2nd Order ChangeTasks & Nature of WorkAttitudes, Values & Skills
2009 Brett Champlin*
3rd Order ChangeTasks & Nature of WorkAttitudes, Values & SkillsMotivation & Relationships
2009 Brett Champlin*
4th Order ChangeTasks & Nature of WorkAttitudes, Values & SkillsMotivation & RelationshipsStructure & Culture
2009 Brett Champlin*
5th Order ChangeTasks & Nature of WorkAttitudes, Values & SkillsMotivation & RelationshipsStructure & CultureRelationships with External Partners & Community
2009 Brett Champlin*
Change ManagementStrategicTacticalDegree of ChangeShortLongTimeProcess ImprovementProcess Re-DesignEnterprise Process Alignment/Process Portfolio ManagementProcess ReengineeringBusiness Process ManagementManaging Process Transformation Low Hanging Fruit/ Quick Hits
2009 Brett Champlin*
2009 Brett Champlin*
YOU DONT HAVE TO CHANGE.
SURVIVAL ISNT MANDATORY.
-- DEMING
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Brett Champlin [email protected]
**********Most of you are probably familiar with the basic concept of a maturity model and may have some experience with CMM. Consider that you can apply the same concepts to assessing pretty much any process, and most powerfully to processes that cross functional boundaries rather than those that occur within a functional organization. One of the critical success factors in implementing a successful process transformation and maintaining it successfully is of course how well it is managed. Management is also a set of activities that can be performed poorly or very well and we can easily construct a Process Management Maturity Model. Process Management Maturity transformation MUST precede process management transformation if we expect our change efforts to be successful and sustainable. So, how do you implement process management, especially when you have a functional management structure already in place?**Also increases in Risks & Rewards, number of project team and stakeholders involved, ***************BPM is a management practice that recognizes that we are in an age of hyper or extreme competition. We arent going to just change something and then sit back on our laurels. We are in an era of continual multi-threaded change demands. BPM is an approach that says dont treat each effort as if it were a new and unanticipated disruptive project expect change, plan for dealing with continuous change. Align your change efforts to your business strategies and demands. **