bpm in telecoms
DESCRIPTION
Alex Popov of Process2go explains how BPM has come of age in the mobile telecom sectorTRANSCRIPT
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Making BPM deliver:Making BPM deliver:Making BPM deliver:Making BPM deliver:
How the UK’s mobile How the UK’s mobile How the UK’s mobile How the UK’s mobile
operators do it operators do it operators do it operators do it
alex popov
process2go limited
instant process transformation
©September 2007
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Telecoms Business Process Management 2007
Introduction
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Telecoms Business Process Management 2007
Agenda
• Brief history & current trends: promises fulfilled and not
• How do we measure success and what is it?
• How can we be more successful:
– Process office structure: function over process?
– Process modelling: what, when and why we model?
– Process practitioner's toolkit: sledge-hammer to a nut?
– Modelling Tools: whose needs first – analysts’ or process
owners’?
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Telecoms Business Process Management 2007
Brief History & Trends
• BPM is now an established discipline
• We’ve come a long way over the last decade
• In the UK mobile market today, BPM is called upon
primarily to contribute to bottom line through operational
efficiency and regulatory compliance. BPM’s role in top-
line growth is yet to be proven and accepted.
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Telecoms Business Process Management 2007
Brief History & Trends
Top-Line Growth
• Product Lifecycle
Management
• Process as a USP
• Process Model as
an asset
Bottom Line Contribution
• Fire-fighting projects
• Regulatory Compliance
• Best Practice
alignment
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Telecoms Business Process Management 2007
Promises we’ve made
• Remove silos and stovepipes
• Align process to strategy to
deliver competitive advantage
• Cheaper and / or more efficient
processes
• Flexible and adaptive operation
• Alignment of process, function
and technology
• Customer delight and increased
profitability
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Telecoms Business Process Management 2007
Measure of success
• Typically, existing financial, budgeting and reward systems do not recognise the costs nor value the contribution of any process to the bottom-line of the organisation
• Traditionally, Costs, Revenues (and budgets) are allocated by function
• In a project-driven (read “fire and forget”) mode of operation, it is far easier to assign benefits to a technology project
• In employee performance management, there’s little ownership for results that an employee / manager are not directly accountable for
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Telecoms Business Process Management 2007
What is Success?
• Executive understands which processes are the
company’s key differentiator in the market and protects
their IPR; only the company’s brand is worth more
• The economic value of each process is understood and
constantly evaluated
• When one process changes, the process owners agree
the allowable impact on other processes
• Low value processes are off-shored or outsourced
• Often, IT systems are aligned to business processes
(and not the other way around)
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Telecoms Business Process Management 2007
How to get there
• What can we do to make BPM deliver:
– Process office structure: function over process?
– Process modelling: what, when and why we model?
– Process practitioner's toolkit: sledge-hammer to a nut?
– Modelling Tools: whose needs first – analysts’ or process
owners’?
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Telecoms Business Process Management 2007
Process Office
• UK mobile operators each have a
central ‘Process Team’…
• Who lament the fact that
organisation is not aligned to
process!
• It’s time to align process
organisation (people) to the
process of process transformation
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Telecoms Business Process Management 2007
Process Modelling• Enterprise Process Architecture
– be all and end all?
• We are now learning to take the
unforgiving reality into
consideration:
- grappling with the question
of how detailed the
Enterprise Model should be
- how to keep it up-to-date at
an acceptable cost
- how to extend its uses
beyond the designer /
analyst community
Manage
Customer
Manage
Product
Manage
Engineering
and
Operations
Manage
Money
Manage
Finances
Manage
Channels
Manage
Publishing
Market
Services
Support Services
Corporate
Strategy
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Telecoms Business Process Management 2007
Methodologies / Toolkit
• Don’t use a sledge-hammer to crack a nut
• Challenge organisation’s view of their process maturity before carefully picking your tools (and your language!) to match their maturity / capability
• Consider the objectives of your initiative in your tool selection
• Do not re-invent the wheel – use best practice models (eTOM, ITIL)
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Telecoms Business Process Management 2007
Software Tools
• The market is brimming with BPM software tools and
their feature set keeps growing
• However, at the core of each tool is the modelling
capability and this is where we don’t seem to make much
progress
• The tools are still geared to the analyst rather than a
process owner – hampering any transfer of ownership
from one to the other
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Telecoms Business Process Management 2007
Conclusions
• Capture and hold the attention of the CxO/boardroom
• Recognise true financial value of process, and value it as an asset
• Do as we preach and break the functional straight-jacket of a ‘process department’
• Avoid waste – model what’s important, not everything we do
• Recognise the environment – match your approach to both organisation’s process maturity and the task at hand
• Get the tools we deserve – don’t choose your tools from what’s available, push the vendors to deliver what you need
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Telecoms Business Process Management 2007
Questions
instant process transformation
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