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Establishing a BPM Program
Establishing a BPM Program
This track will trace the formulation and continuous optimization of BPM as an ongoing strategic capability within your organization. It will follow a logical lifecycle from strategic intent, to business context understanding, to business architecture, measurement, and management, as well as governance, organization design and the establishment of a process center of excellence. It will also tackle the subjective side of enterprise level BPM, dealing with new ways of making aware, motivating and managing people from the top to the bottom and across the organization chart.
Tuesday, November 13, 2007 | 10:30-11:30am
| Your Organization may be Process Oriented, but is it Process Driven? |
BPM can mean many things to many people. Asking constituents from organizations that operate processes, govern them and provide the resources to enable them brings a variety of perspectives. More and more establishing a process-oriented organizational infrastructure has been identified as a key factor to obtaining BPM success in all of these domains. However the mere establishment of a process-oriented structure may not sustain BPM success in the long run. As a result, other terms reflecting higher BPM maturity, such as process-centric and process-driven, have emerged and sometimes equated with one another. What is the difference between being process-oriented, process-centric, and processdriven? This session differentiates these and presents some factors to help identify what it takes to be process-driven as opposed to just process-oriented.
Key Issues:
• Perspectives of BPM in organizations
• What does it mean to be process-oriented?
• How are process-centric and process-driven different?
• What does it take to become process-driven?
Tuesday, November 13, 2007 | 2:13-3 :15pm
| Getting Started in BPM Panel |
Panelists: Pat Steinmann, Department Manager, Enterprise Rent-A-Car
William Shank, Maintenance Section Leader, Arizona Power Supply
Lynn Côté, Manager, BPM Centre of Expertise, Export Development Canada
BPM can seem daunting at the beginning. With so much that you know you do not know you can only imagine what else is out there you have not even thought about yet. Starting this journey can be done in many ways, some of which will be safer than others. Some will be more risky and hopefully rewarding, some will be very visible and others will be mostly out of sight at first. This panel will allow you to hear the stories of several companies that have done it or are in the process of getting going. For some it was easier than others. The session will also let you query and probe the panelists regarding their challenges, and participate in the discussion.
Key Issues:
• Is there a best way?
• Where are the pitfalls?
• What have we learned?
• What should you do?
Tuesday, November 13, 2007 | 3:30-4:30pm
| The BPM Cycle of Change: Managing People from Denial to Commitment |
Implementing Business Process Management in any organization requires change and change typically meets organizational resistance. Very often those who are agents of change find that typical human responses to change can be frustrating and defeating. Those who respond to change with denial, anger, or resistance are often viewed as difficult or obstacles. However, it is essential to engage with and understand what drives human response to change before it can be effectively transformed into commitment. In this 1 hour interactive presentation we will focus on the participants' organizations as we explore an in-depth understanding of The Cycle of Change.
Key Issues:
• Understanding normal and adaptive responses to change
• How to engage people at any stage of The Cycle of Change
• The process for turning denial, anger and resistance into commitment
Wednesday, November 14, 2007 | 10:15-11:15am
| Managing the Human Factors in BPM Implementation: A Qwest Case Study |
Does culture dictate BPM success? Absolutely. However BPM is implemented, it is done within the context of the people in an organization. The way this aspect of a BPM implementation is managed has a significant impact on the success of the initiative. This is especially true when manual operations are targeted for automation. Anticipating the likely cultural barriers within your own organization can make implementing BPM less time-consuming, less painful and ultimately more successful.
Qwest identified both individual and organizational cultural barriers that had to be overcome to make its BPM rollout a success. This presentation will walk you through how you can identify the barriers in your own organization and it will discuss what Qwest did to overcome them.
Some of the cultural barriers that will be discussed are:
• Disrupting "center of the universe thinking" within functional groups
• Preserving the value of high performance work teams while integrating them into standardized processes
• Shifting responsibility for process changes and management from IT to a shared venture between IT and the business
• The challenges that arise with the variety with individual interests and style and ways to deal with each
Wednesday, November 14, 2007 | 11:30am-12:30pm
| Gaining Traction for BPM in an Organization |
Are your efforts to get a more "process oriented" approach adopted at your organization falling short? If so, you're not alone! Many BPM conference participants have reported that their attempts have been met with indifference, misunderstanding, skepticism, and even outright hostility. The reasons for these reactions are surprisingly common, and include not addressing the unpleasant outcomes of previous "process" initiatives, assuming that everyone knows what a business process is, using language and methods that are unsuitable for mere mortals, and the ever-popular failure to acknowledge that "we're working hard and meeting our targets!" This presentation will cover proven techniques, backed up by real-life examples, for getting and maintaining the support and participation of managers, subject matter experts, and process participants.
Key issues:
• What people are thinking when you say "process" – avoiding the backlash from misapplied BPR and Six Sigma initiatives
• From mechanistic to humanistic – taking the sting out of process improvement and making it blame-free
• Choosing the right mapping technique for the audience, and how to control detail
• Applying the new mantras of "conceptual thinking" and "simplicity" to the world of business processes
• Commonly misunderstood terms, and a glossary (with examples) to clarify them
Wednesday, November 14, 2007 | 2:15-3:15pm
| KeyBank Case Study: Establishing and Running an Enterprise Business Architecture Team |
KeyBank is one of the nation's largest bank-based financial services companies. Our many lines of business provide products and services that span traditional retail, small business and commercial banking as well as corporate finance, leasing, cash management, investment banking, capital markets, financial risk management and payroll services. The need to ensure consistency and reusability across all of these lines of business led to the formation of an Enterprise Business Architecture team. This session discusses the challenges and successes in the formation and operation of the team.
Key Issues:
• The imperatives that led to our formation
• Our positioning in the enterprise
• How we got traction, acceptance and credibility
• How we began delivering tangible business value in the first 30 days of our existence.
• Challenges facing the growth of the team
Wednesday, November 14, 2007 | 3:30-4:30pm
| Designing a Process Based Organization |
Oksana Bardygula, Vice President, Tectura
Rapid changes in market requirements and new technologies demand that companies continually change their business processes in order to stay competitive, and Business Process Change practitioners must be skilled in designing new organization structures to enable quick response to these changes.
Understanding and applying new organization tools, practical strategies and structures to align organization structure with processes is a challenge for most managers. Implementing process change, even minor change, can send aftershocks throughout the entire organization's culture and misalignments between organization structure and processes can seriously disrupt process implementation strategies. New methods have emerged that allow BP managers to build an organization that blends individuals, teams, structure and technology into an ongoing cohesive force to improve process performance.
Key Issues:
• Learn the 5 Secrets to Constructing a Stable and Agile Process Based Business Organization
• Discover How to Select the Best Organization Model for Your Business
• Understand How to Identify the Best Opportunities for Initiating Change in Your Business Process Based Organization Structure
• Learn How to Design a Process Based Business Organization That Will Be Easy to Communicate, Implement and Maintain
Thursday, November 15, 2007 | 10:15-11:15am
| Best Practices for the BPM Center of Excellence |
There have been studies recently that have found a high correlation between BPM success and the presence of a BPM Center of Excellence or Process Office. In addition some clear winning approaches to establishing and running such a center have emerged. A range of styles exist. At extremes, some teams will be purely advisory in nature while others will take full process management governance responsibility and leadership. Some will merely educate and facilitate while others will be actively involved in the trenches of process transformation. Some will manage enterprise process knowledge as a shareable asset whereas others will support more on an ad-hoc basis. In setting up and running your own group, there are a set of good questions to ask yourself. This session, facilitated by the conference chair, will afford you the opportunity to either quickly startup your group or improve on what you have in place.
Key Issues:
• Objectives of your center: style choices - pro's and con's
• Potential products and services for you to provide
• Alternative ways of delivering support
• Processes for BPM support
• Building your own plan
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