BPM in Telecoms

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

Telecoms Business Process Management 2007

Introduction


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’?


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.


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


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


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


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)


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’?


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


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


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)


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


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


Questions

[email protected]

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BPM in Telecoms

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