business process management tutorial
DESCRIPTION
Business Process Management Tutorial. David F. Carter Director and Vice President For Chapter Services The Association of Business Process Management Professionals. Agenda. Who Am I? Why Am I Here? Introduction to ABPMP Introduction to the BPM CBOK™ Model BPM Curriculum - PowerPoint PPT PresentationTRANSCRIPT
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David F. CarterDavid F. CarterDirector and Vice PresidentDirector and Vice President
For Chapter ServicesFor Chapter ServicesThe Association of Business Process Management ProfessionalsThe Association of Business Process Management Professionals
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Business Process Business Process Management TutorialManagement Tutorial
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AgendaAgenda
• Who Am I?• Why Am I Here? • Introduction to ABPMP• Introduction to the BPM CBOK™• Model BPM Curriculum• BPM Certification• ABPMP Education Committee• Process Change
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Who Am I?Who Am I?
• 30+ Years in IT Project Management • IT Auditor and Reviewer for GAO• IT and Process Consultant • Former Director of The Operational Process Improvement Office Defense Information Systems Agency• Current VP and Director of Chapter Services for ABPMP
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Why Am I Here?Why Am I Here?
• To Ensure to You that SOA and BPM
Are Supportive Partners
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504/22/23 SOA E-GOVCape Lookout Lighthouse, NC
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Relationship of Mission and WorkRelationship of Mission and WorkProcesses to Information TechnologyProcesses to Information Technology
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GAO/AIMD-10.1.15 May 1997 Version 3Business Process Reengineering Assessment Guide
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IntroductionIntroductionTo theTo the
AssociationAssociation
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Who we areWho we are
The Association of Business Process Management Professionals is a non-profit, vendor independent professional organization dedicated to the advancement of business process management concepts and its practices. ABPMP is practitioner-oriented and practitioner-led.
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Our MissionOur Mission
• To engage in activities that promote the practice of business process management
• To produce educational and networking events for continuing education and sharing of best practices, new ideas, and experiences of its members and professional colleagues.
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The Association of Business Process Professionals (ABPMP) strives to be:
• The premier organization for business management professionals• The singular authoritative source for information on BPM• The defining organization for the discipline and practice of BPM• The de facto certificate and requirement for all BPM professionals• The predominant global BPM Association• The Disseminator of the BPM CBOK™ and• The Certifier of the CBPP™ and EEPP programs.
Our VisionOur Vision
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Active ChaptersActive Chapters• Brazil• Chicago• Denver• Metro New York• Mexico• Philadelphia• Portland, OR • Romania• Tampa Bay• Washington DC
Forming ChaptersForming Chapters• Atlanta• Birmingham• Charlotte• Paris• Panama City
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What are we doing?What are we doing?
• Developing New Chapters
• Developing Model Curricula for BPM
• Developing Training Endorsement Program
• Developing Professional Certification Program
• Developing Seminars
• Developing and Maintaining links with Academia
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Potential InterestPotential InterestUS
• Cincinnati• Houston• Memphis• Omaha• Phoenix
• Sydney• Dubai• South Africa• China• Montreal
• Saudi Arabia • Toronto• Vancouver• Vienna
International
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InternationalInternational
• Australia• Austria• Brazil
• Canada• China• Columbia
• Dubai
• France• Germany• Mexico• Panama• Portugal• Romania• South Africa
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Academic AffiliationsAcademic AffiliationsBentley College (Massachusetts, US)- BPM courses in MBA, MSIT, and MSHFID programs
Boston University (Massachusetts, US)- Business Process Management (BPM) Professional Certificate Programs
Boston College- MBA BPM.MSIT
Bradford University (UK)- MSc in Total Quality and Performance Management
Brighton University (UK) - MSc Business Process Management
Franklin University (Ohio, US) - BS Process Management
Georgia State University (Georgia, US)- BPM courses in MBA and doctoral programs - Center for Process Innovation
Indiana University (Indiana, US)- BS in BPM
Queensland University of Technology (Brisbane, Australia)- BPM Research Group
Stevens Institute of Technology (New Jersey, US)- MSIS with concentration in Business Process Management and Service
Innovation
Technische Universiteit Einhoven (Eindhoven University of Technology, NL)
- BPM Research Group
University of Georgia
University of Chicago (Illinois, US)Certificate program in "Process Management and Improvement"
University of Illinois (Illinois, US)Doctoral Program in Process Management
University of Münster (Germany)
Walden Universtity (online, US)MBA with BPM SPecialization
Widener University (Philadelphia, US)Center of Business Process Excellence- Certificate Program in Business Process Excellence
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ABPMP Board of Directors 2008ABPMP Board of Directors 2008• President: Brett Champlin, Allstate Insurance Co.• VP Chapter Services: David Carter, ND Associates LLC• VP Communications: Ken V. Krawchuk, Business Architects• VP Education: Mark Treat, SAIC• VP Information Services: Mike Duncan, Resolvit• VP Finance: Jonjie Thralls, Turner Broadcasting• VP Marketing, Chris Jensen, Allstate Insurance Co.• VP Membership Services: Bryan Brinks, Hitachi Consulting• VP Operations: Jack Hilty, Sentient Point• VP Relationship Mgt: Tony Benedict, Tata04/22/23 SOA E-GOV
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Relationships & AffiliationsRelationships & Affiliations• Conference Discounts
– BrainStorm Group– DCI– Gartner– IQPC– IIR
• Training Discounts– Attaining Edge– BrainStorm Group– BPM Institute– Sentient Point
• Collaborations – Babson College Institute for
Process Management– BPM Institute– BP Trends– CAM-I– IIBA– PMI
• Board of Advisors– Roger Burlton– Peter Fingar– Paul Harmon
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Introduction to Introduction to ABPMP’s Guide to the ABPMP’s Guide to the
Business Process Business Process Management Management
Common Body of KnowledgeCommon Body of KnowledgeBPM CBOK™BPM CBOK™
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BPM CBOK™ StatusBPM CBOK™ Status• Version 1.0 – February 2008
• Version 1.1 – May 2008– Include Chapter 6 – Performance Measurement– IABPM discussion and contribution– Minor updates grammatical updates
• Version 2.0 – Target June / July– Member feedback– Definitions / consistency– Expanded content– Some restructuring expected
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BPM CBOK™ BPM CBOK™ 9 Knowledge Areas9 Knowledge Areas
Knowledge Areas
Enterprise Process Management
Process Management Organization
Business Process Management
Business Process Management Technologies
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Organization of the GuideOrganization of the Guide• Section 1 – Fundamentals of BPM
• Section 2 – Critical BPM processes and skills
• Section 3 – Organizational and Enterprise Considerations
• Section 4 – Enabling Technologies
• Section 5 – References, BPM Community, Model Curriculum, Certification Program, BPM CBOK™ Maintenance, Contributors
Future - Glossery
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PrefacePreface
• Emergence of BPM Professional
• Need for a professional discipline
• Background on ABPMP
• Standards of conduct
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Chapter 1 - IntroductionChapter 1 - Introduction
• Purpose of the CBOK• Maintenance / feedback of the CBOK• Release notes• Summary and organization of the chapters
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Chapter 2 - BPMChapter 2 - BPM• Core BPM concepts
• Key definitions
• Practicing BPM
• BPM Lifecycle
• Types of processes
• Types of activities
• BPM Critical Success Factors
• BPM Professional Space
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Chapter 3 – Process ModelingChapter 3 – Process Modeling• Key Definitions
– Diagramming vs. Modeling vs. Mapping– Process Attributes and Characteristics
• Purpose & Benefits of Modeling
• Modeling Standards and Notations
• Modeling Quality and Perspectives
• Approaches to modeling, Capturing Information
• Modeling Roles and Responsibilities
• Modeling Techniques and Tools
• Process Simulation
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Chapter 4 – Process AnalysisChapter 4 – Process Analysis
• Purpose and Benefit of Process Analysis
• Analysis Roles and Responsibilities
• Process Analysis Activities
• Analysis Techniques
• Considerations (i.e.. best practices)
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Chapter 5 – Process DesignChapter 5 – Process Design• Purpose and Benefits of Process Design
• Roles and Responsibilities
• Process Design Activities
• Principles of Process Design
• Designing for Compliance
• Business Rules (in a BPM context)
• Considerations and best practices
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Chapter 6 – Process Performance Chapter 6 – Process Performance MeasurementMeasurement
• Key Definitions
• Importance and Benefits of Process Performance Measurement
• Monitoring and Controlling Operations
• What to measure / How to measure
• Strategic Alignment
• Modeling and Simulation
• Decision Support
• Considerations
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Chapter 7 – Process TransformationChapter 7 – Process Transformation
• What is Process Transformation
• Process Improvement Methodologies
• Process Re-Design and Reengineering
• Implementation
• Organizational Change Management
• Sustaining the BPM Lifecycle
• Considerations and Best Practices
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Chapter 8 – Process OrganizationChapter 8 – Process Organization
• The Process Oriented Enterprise
• Process Management Roles and Responsibilities
• Process Owner
• Organizational and Governance Structures
• Team Based Performance
• Considerations and Best Practices
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Chapter 9 – Enterprise Process Chapter 9 – Enterprise Process ManagementManagement
• Key definitions
• Benefits and Requirements for Enterprise Process Management
• Process Frameworks
• Process Repository Management
• Process Maturity Levels
• From Planning to Action
• Considerations and Best Practices
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Chapter 10 – BPM TechnologyChapter 10 – BPM Technology• Importance BPM Technology (for BPM practice)
• Advantages and Risks of Process Automation
• Types of BPM Technology– Modeling, Analysis, Design, Simulation– Execution and Control– Performance Management– Integrated Suites
• Standards
• Industry Trends
• Implementation considerations
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AppendicesAppendices• Glossary
• References
• BPM Community
• BPM Model Curricula
• BPM Certification Program
• Guide to CBOK™ Maintenance
• Contributors
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MODEL BPM CURRICULUMMODEL BPM CURRICULUM
Appendix C
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The BPM Curriculum v1.0The BPM Curriculum v1.0• Recommended course of study
• Target for undergraduate and graduate academic programs
• 5 Core Courses
• 3 Electives
• 1 Capstone
• Internship/Project
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Program OverviewProgram Overview BS-BPM, MBPM BS-BPM, MBPM
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MBA ConcentrationMBA ConcentrationIntroduction
ToBPM
ProcessAnalysis
ImplementingProcess
Management
BusinessProcess
PerformanceManagement
BusinessProcessStrategy
4 Courses
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How to Get Yours Today!How to Get Yours Today!
• Currently the Guide to the BPM CBOK™ is only available to ABPMP Members – Initial 30 day feedback period
• The next release will be public and available through Amazon’s Books-On-Demand service for $50
• But wait, there’s more…
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Current version allows printing Current version allows printing during feedback periodduring feedback period
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Start at WWW.ABPMP.ORGStart at WWW.ABPMP.ORG
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Online Feedback FormOnline Feedback Form
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BPM CertificationBPM Certification
Certified Business Process Professional CBPP™
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Certification Program Certification Program ParametersParameters
• Experience– 4 years / 7,500 hours– Some credit for other certification– Credits cannot exceed 2 years / 3,750 hours total for
Professional - - - less experience , 2 years / 3,750 hrs. for Associate
• Experience Substitution Credits– Formal Education
• BS/BA 1 year / 1,500 hours• Advanced degree 1 year / 1,000 hrs
– Other Professional Certification (PMI, IIBA, etc.)
• 500 hours per current certification– Credits for Training Program/Certification
• 1:1 for PDU/CEU hours
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Certification Program Certification Program ParametersParameters
• Examination– Single initial exam– Possible specialization exams in future– Professional must pass at cut score in all sections
• Sign ABPMP Code of Ethics
• Re-certification/Continuing Education– 120 hours of professional development activities per 3
year cycle
• Associate Certificate (ABPP)– less experience , 2 years/3,750 hrs. (can use credits)– lower cut score – e.g., 50% in all areas
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Certification - considerationsCertification - considerations• ABPMP Membership Requirements ??• Initial vs. Continuing Educational Requirements ??• No peer or oral review/project requirement for
now• No Grandfathering• We need to address how to support academics
who may not have the experiential qualifications as stated, e.g., substitute research and case studies or teaching x sections of related courses… TBD
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ABPMP Education ABPMP Education CommitteeCommittee
BPM CBOK™ 2008CBPP™ 2008EEPP 2008
BPM Model Curriculum ™ 2008
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Education Sub-CommitteesEducation Sub-Committees
• CBOK™ Maintenance
• Certification
• Registered (or Endorsed) Training Provider
• BPM Curriculum (currently inactive)
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Call for VolunteersCall for Volunteers
• WE NEED YOU!!!• Volunteers needed for:
– Certification Program Development
– CBOK Maintenance – Endorsed Education
Provider Program
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ScheduleSchedule• Feb 2008- Release BPM CBOK™ version 1.0
– Free download for members– Initial release printable
• June / July 2008 – Public Version Available– Amazon Print On Demand
• June/July 2008 – Release CBPP™ Program Details– Qualifications
• July 2008 Release Registered / Endorsed Training Provider Details– Qualifications, Fees, Etc.
• Sept 2008 – Beta test CBPP ™ exam• Dec 2008 – Begin CBPP ™ Program
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Questions / CommentsQuestions / Comments
Please Contact• Mark Treat, VP Education
– [email protected]• Sandra Lusk, Maintenance Sub-Committee
Chair– [email protected]
• Brett Champlin, Certification Sub-Committee Chair– [email protected]
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Process ChangeProcess ChangeOne or Twenty WheelsOne or Twenty Wheels
At a TimeAt a Time
ChangesIn the
Federal Government
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Why Change?Why Change?
SURVIVALCompetition
Business ProcessOrganizationLegislationTechnology
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The Components of ChangeThe Components of Change• Subject Matter
• Leaders
• Managers
• Performers
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Leaders
Managers
Performers
Partners of ChangePartners of Change
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Non-EnterpriseApproach
Sub-Enterprise Approach
Full Enterprise Approach
Scope of ChangeScope of Change
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Scope of ChangeScope of Change
• Non-Enterprise Approach• Change One Wheel
• Sub-Enterprise Approach• Change Some of the Wheels
• Enterprise Approach• Change All of the Wheels
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What is the Full Enterprise?What is the Full Enterprise?• It Is Not a Spaceship• It Is the Federal Government
What Is the Sub-Enterprise?• It Is an Agency e.g. DOD, DHS
What Is the Non-Enterprise?• It is a Component Within an Agency
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Change is TraumaChange is Trauma• Impediments to Change
• Culture• Incentives• Costs• Schedule
• Incentives to Change• Improved Culture• Rewards• Savings• Success
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Process Change ParadigmProcess Change Paradigm
ProcessPerformanceAssessment
BusinessProcessAnalysis
ProcessAlternative
Analysis
ProcessDevelopment
And TransitionContinuous
User Feedback
PerformanceMetrics
Focus Group(s)New Priorities User Satisfaction
Surveys
Business Model
Business Case
ProcessFunctional
Requirements
Priorities
Business ImpactAnalysis
Business OpportunitiesTo Improve
Economic ModelEconomic Trade-off
Analysis
Detail ProcessDesign
Documentation
Outreach andTraining
Implementation
Economic ImpactAnalysis
Opportunity to Improve
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Steps to ChangeSteps to Change• Know Who You Are
• Perform As-IS Model• Know Who You Want To Be
• Perform To-Be Model• Perform Business Analysis
• Perform ABC Model• Perform Economic Analysis
• Perform Economic Model• Chose the Solution• Implement Solution
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Partners in ChangePartners in ChangeMust Connect the DotsMust Connect the Dots
• Leaders Must Communicate with Each Other• Leaders Must Collaborate with Each Other• Leaders Must Communicate with Managers• Leaders Must Collaborate with Managers• Managers Must Communicate with Performers• Managers Must Collaborate with Performers• Performers Must Communicate with Each Other• Performers Must Collaborate with Each Other
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Leaders
Managers
Performers
Partners in ChangePartners in ChangeMust Connect the DotsMust Connect the Dots
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IssuesIssues• The Partners in Change are not:
• Communicating• Collaborating• Connecting the Dots
• Most Change is at the Non-Enterprise Level• This Causes:
• Duplicative Efforts• Non-Standard Processes• High Costs/Little Return
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SolutionsSolutions
• Ensure That All Partners in Change• Communicate• Collaborate
• Drive Change from the Enterprise Level• Clinger Cohen is from the Leaders• OMB A-130 is from the Managers
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CommunicateCommunicateOne of the hardest things to do isconvey thoughts and concepts ina group setting.
• Have a communications plan• Ensure all participants are on board• Execute the plan
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CollaborateCollaborate• Provide a conducive environment• Utilize professional electronic facilitators• Utilize technology
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Have Solutions Been Implemented?Have Solutions Been Implemented?
Yes!
• E-Benefits• E-Gov• E-Travel• E-Pay• E-Grants• E-Authentication• E-Procurement
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Are We There Yet?Are We There Yet?No!
Yes!• The Partners Must Remove Impediments• The Partners Must Provide Incentives• All Partners Must Create an Environment for Change• All Partners Must Embrace the E-Gov
Enterprise Approach to Change04/22/23 SOA E-GOV
Can We Get There?Can We Get There?