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Managing BPM Projects
Managing BPM Projects
This track will sequentially work through what it takes to successfully complete both simple and complex process improvement and redesign initiatives. It will be delivered through a series of progressive sessions from determining process project goals and objectives, establishing project scope, gathering and validating information, building models for analysis, design as well as specification. It will incorporate unique project management challenges as well as innovation techniques for both the business and IT perspectives.
Tuesday, November 13, 2007 | 10:30-11:30am
| Gathering & Validating Business Process Information |
The need for gathering trustworthy process information is well recognized. So how can we gather and be confident in the use of relevant information in the current fast-paced and complex business environment. There are three imperatives required to be successful: (1) establish valid Context, (2) gather quality Content, and (3) use proven Methods for process analysis and design that get to the heart of the matter quickly. This includes methods for getting to the truth using multiple and interdependent professional disciplines, such as documentation review, observing real work, interviewing, and group facilitation. This presentation will provide a practical road map for instituting best practices in gathering and validating information via the three imperatives: Context, Content and Methods.
Key Issues:
• Use of Enterprise Strategy and Architecture to establish Context for detailed study
• Structure of a business process to conduct effective "diagnosis"
• Effective information Content gathering approach for process artifacts
• Use of Appropriate Methods for developing solutions via professional disciplines
• Success factors and obstacles
Tuesday, November 13, 2007 | 2:15-3:15pm
| Realizing the Chevron BPM Vision: Methods and Tools that Deliver Value |
Chevron has been developing its process competence through its Operational Excellence initiative for the past six years. A key milestone was the introduction, in late 2004, of BPM software tools to support process execution. The Chevron vision is to provide each employee with an individualized view of process responsibilities and ready access to all supporting tools and resources. Major BPM initiatives, including one which addresses Chevron's downstream supply chain, are now beginning to realize this vision. The next challenges are to build enterprise-wide BPM infrastructure and expertise, to break down functional barriers by providing an end-to-end view of Chevron's mega-processes and implementing a change management program. This session will present an overview of Chevron's BPM vision, where Chevron is today in their journey toward that vision and what next steps and challenges they foresee in the future.
Key Issues:
• The Chevron business case for BPM
• The Chevron toolkit for BPM Success - methods, software tools, support structures, and new roles and responsibilities.
• How "Employee Empowerment" is supported by Chevron‘s BPM strategy
• Top down, bottom up – What Works and What Doesn't
Tuesday, November 13, 2007 | 3:30-4:30pm
| What & How: Integrating Business Rules and Business Processes |
Business Process Management focuses on the procedural description of workflows, the design of supporting information systems, and the management of process performance through concepts such as Business Activity Monitoring and process warehousing. As a result, many of the processes and structures created during the design phase of a BPM project can only be changed by system analysts or programmers. Business Rules Management systems focus on the declarative description of constraints, rather than the procedural description of how certain tasks have to be completed. They enable business users to change rule parameters and to modify the business logic of applications. The integration of business rules and business processes promises increased flexibility for business users, and accountability and efficiency for the underlying IT systems. To date, business process and business rule design have been treated as separate issues and are supported by disjoint tools. This talk focuses on a procedure model to integrate business rules and business processes, and provides examples how a business analyst can identify situations that are better represented as a process or a rule.
Key Issues:
• What differentiates Business Processes and Business Rules?
• How can you distinguish between Rules and Processes during Discovery and Analysis?
• Where are the integration points of Business Processes and Business Rules?
Wednesday, November 14, 2007 | 10:15-11:15am
| Arizona Public Service Case Study: Measurements & Metrics |
The presentation covers measurements and metrics as they evolved in a continuous improvement project for Arizona Public Services, the largest provider of electricity in Arizona. The focus is on appropriate measurements and metrics in a business process management project for Substation Maintenance that developed improved processes that integrate best practices and is using continuous improvement practices. The purpose of the presentation is to provide a view of metrics and measurements in a Business Process Management (BPM) environment, to provide information about identifying and establishing metrics and measurements that can be immediately put to use in processes, and to learn how to live and work with metrics and measurements.
Key Points:
• Measurements and Metrics Overview
• BPM Project Approach to Metrics
• Indicators and measurements
• Case Study Examples
Wednesday, November 14, 2007 | 11:30am-12:30pm
| Lean, Six Sigma, and Business Process Management |
Continuous Process Improvement (CPI) programs like Six Sigma and Lean have unleashed breakthrough performance gains in businesses and organizations of all sizes and types, but for many reasons, these methodologies have for the most part been implemented independent of enterprise information systems, severely limiting the reach and effectiveness of CPI. Now, Business Process Management (BPM) solutions are uniting the capabilities of process management platforms and CPI methods, enabling organizations to dramatically extend the best practices of CPI across their enterprise and throughout their value chains.
Wednesday, November 14, 2007 | 2:15-3:15pm
| Fifteen days to 45 Minutes: Dramatic Process Improvement by Changing the "Right Stuff" |
One critical success factor for process improvement projects is solving the "right" problem. In order to achieve this, an organization must be able to identify the "right" problems. This is only possible if the "right" information has been obtained and properly identified. Then through the application of the appropriate techniques, truly incredible improvement to process is possible. Using the techniques presented in this session an organization can accomplish astonishing results such as reductions in process cycle time from fifteen days to forty-five minutes or ten days to two days without applying any expensive technology but simply knowing the "right" things to change and being willing to change them. This session will focus on the key aspects of successful techniques for documenting and analyzing relevant process information.
Key Issues:
• Identifying the "right" process information
• The key techniques for process analysis
• How to apply the "right" techniques in the "right" situation to the "right" information
Wednesday, November 14, 2007 | 3:30-4:30pm
| Sony Pictures Entertainment Case Study: How Business Process Mapping Saved an IT Project |
This case study will review how Sony Pictures IT applies business process mapping techniques to successfully deliver applications. The adoption of BPM techniques is enabling Sony Pictures IT to better manage individual project delivery and better meet customer expectations. The subject of this case study will be the implementation of a small supply chain system automating the order entry, order fulfillment, and inventory management for the global distribution of marketing materials to Sony Pictures international offices. We will compare the initial use case centric approach with the expanded use of business process mapping to uncover missed requirements. The case study will close with a review of how industry bodies of knowledge such as the APQC Process Framework and the Business Process Model Notation specification were leveraged to provide a common business process vocabulary for both the IT team and the business customers.
Key Issues:
• How do I explain what a workflow is to business?
• How do I translate workflows into system requirements?
• How can I help my business customers agree on the process?
• Why "Good Enough" is OK
Thursday, November 15, 2007 | 10:15-11:15am
| Business Innovation: A Balanced Approach to Creating Value and Agility |
Business, operations, and IT leaders are waking up to the notion that business innovation is more than just a glitzy term. Innovation is critical to sustained success. Business leaders are striving to grow business through innovations in customer intimacy, customer experiences, and new products and services; while technology leaders have embraced new methods and platforms to build operational agility within the enterprise. However, with the need to deliver short-term results while shepherding longer-term success, leaders face many challenges to define and manage innovation in their organizations. Too often, innovation is treated as a haphazard process or confined to specific functions within a company. The aim of this session is to improve your ability as a business or IT leader to engage, implement, and guide business innovation in your company.
Key Points:
• How to manage innovation as a process
• How to understand the job customers are trying to accomplish and the outcomes they are trying to achieve
• How to create a layer of agility in your operations and technology
• Practical tools, methods, and platforms that enable innovation processes
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