Global Process Innovation Value Proposition 1 © Global Process Innovation, 2014 Global Process...

Global Process InnovationValue Proposition

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© Global Process Innovation, 2014

Global Process Innovation will help your organization implement sustainable Business Process Management that

delivers strategic value.

With active support from leaders, implementation will be efficient, effective, and powerful.

Who is Jim Boots?

Principal and owner of Global Process Innovation, a BPM consulting firm based in Danville, California (www.globalprocessinnovation.com)

Over twenty-five years developing process management capabilities at Chevron; primary builder of Chevron’s BPM infrastructure from 2005-2010

Principal at the Innovation Value Institute (IVI) and Lead Architect of IVI’s BPM Critical Process

Author of BPM articles and an upcoming book Sought-after speaker at conferences, seminars, and workshops

E-mail address: [email protected]

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What is Business Process Management?

The B in BPM stands for Business Profitability Risk management Portfolio management Customer satisfaction

The P in BPM stands for Process The activities of the enterprise organized to produce desired outputs An inherently hierarchical construct – from high level “functional” activities to

low level tasks The means by which strategy and policy are translated into action

The M in BPM stands for Management A responsibility of managers A practice involving goal-setting, assessment, planning, monitoring,

reinforcement, review, learning and adjustment

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Gartner Definition of Business Process Management

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"BPM is a management discipline that treats business processes as assets to be valued, designed and exploited in their own right. It is a structured approach employing methods, policies, metrics, management practices and software tools to manage and continuously optimize an organization's activities and processes. It aims to improve agility and operational performance.”

- Gartner

Why is BPM Important?

BPM Improves:

Knowledge Capture & Transfer

Reliability & Efficiency

Compliance & Risk Management

Product Quality

Agility

Innovation Through Collaboration

Accountability

Workforce Empowerment

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Profitability

Growth

Global Goodwill

Common Areas of Big Value through Better Process

Supply Chain of any organization handling physical goods Interface-rich environment – contracts, supply, production, logistics, forecasting, transactions Break-through examples from Wal-Mart, Apple, Dell Big leverage in high inventory/high capital businesses

Frequent, high-impact processes that involve many resources On-boarding and off-boarding employees and contractors Managing resolution of IT tickets Managing employee performance evaluation and salary treatment Procurement

High value processes The content, flow, and linkage between strategic planning, tactical planning, and operational

planning Portfolio management, seismic analysis (for an oil exploration company) Equipment reliability assurance (for an equipment manufacturer) Whatever the processes are which should exemplify your organization’s core competence

High risk and/or compliance processes Standard operating procedures and behavioral reinforcement in high-risk environments Processes involving high potential liability in the event of non-compliance or major incident Businesses with high compliance assurance costs


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Accelerating Maturity, Increasing Value

It is not unusual for an organization to start its process management journey by undertaking process documentation, process improvement, and/or process automation projects. These efforts can yield significant tactical benefits by improving a specific activity or set of activities in an organization.

As the value of improving processes becomes more apparent, some organizations develop a systematic way to address the entire set of processes so the value from process efforts can be maximized. This is the beginning of serious Business Process Management.

Global Process Innovation can help you progress from wherever you are on the maturity curve.

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Global Process Innovation:What We Do, How We Do It, and What You

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What We Do How We Do It What You Get

BPM Implementation Learning & Planning Workshop

Hold onsite session with up to 12 attendees An interactive workshop using as a

framework the IVI BPM maturity model (see next slide)

An understanding of BPM capability An action plan for enabling BPM

implementation

BPM Assessment & Implementation Plan Development

Engage with management sponsor Conduct online surveys and face-to-face

interviews Discuss alternative action plans with leaders

A detailed assessment of current BPM capabilities, risks, and opportunities

A one-year BPM Implementation Plan: key decisions, communications, and actions

Strategic Guidance for BPM Implementation

Hold weekly monitoring, development, and guidance sessions until BPM capability is self-sustaining

Mostly phone & web-sharing with occasional site visits; 1-2 days per week on average

Assurance that implementation is optimized per management objectives and that exceptions are addressed promptly

Process Architecture Documentation

Collaborate with selected subject matter experts to detail organization’s processes and their relationships

A highly articulated process model which improves collaboration and decision-making at every value stream hand-off point

Process Improvement or Automation

Collaborate with subject matter experts using Lean Six Sigma methodology to improve a specific, impactful process

Automate a process (if technology in place)

An improved process, typically demonstrated by increases in efficiency, reliability, agility, and/or quality of output

Custom Consulting Services

Per client specifications Efficient and effective BPM implementation

Global Process Innovation Value Proposition 1 © Global Process Innovation, 2014 Global Process...

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