IMPLEMENTING BPM IN ROMANIA. EXPERIENCES...

IMPLEMENTING BPM IN ROMANIA.

EXPERIENCES FROM THE CertiBPM PROJECT

Prof. Anca DRAGHICI

Politehnica University of Timisoara, Romania – Speaker

Community 4: Business Process Innovation and ImprovementNetworked Workshop 2012: Business Process Management (CertiBPM)

25-27 June 2012, Vienna - Austria

Presentation topics:

1. INTRODUCTION

2. THE CertiBPM TRAINING PROGRAM DESIGN

3. THE KNOWLEDGE TRANSFER AND SHARE PROCESSES

4. THE CertiBPM TRAINING PROGRAM CONTENT DESCRIPTION

4.1. Methodological Aspects for the Training Materials Development and the Examination/Certification Procedure

4.2. Brief Description of the CertiBPM Training Program Content

5. MARKETING SURVEY – CERTIBPM IMPACT ON SPI POLITICS AND STRATEGIES IN ROMANIAN COMPANIES

5.1. The Research Context and Design

5.2. The Survey Results

6. CONCLUSION

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1. INTRODUCTION – The Research Context (1/3)

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� Business Process Management (BPM) represents a holistic management approach based on continuous improvement processes, change management theories, and support by modern information and communication technologies/systems.

� This approach aims at attaining an optimal balance between the dynamics of the

organization’s external environment and its internal processes functionalities based on

innovation, flexibility and agility (Brocke & Rosemann, 2010).

Changing business environment Emerging management roles Skill implications

Globalization

Technical changes

Business unit focus

Stakeholder focus

Change management

Coach and counselor

Team builder

Assessor

Leader

Project manager

Project management

Staff development

IT manager

Customer orientation

Languages, Process improvement


The Research Context (2/3)

25-27 June 2012, Vienna - Austria 4

� The main barrier for the BPM adoptions and implementation was the lack of

knowledge about the concept.

� According to Gartner Inc. specialists, among the competencies required for

successful BPM initiatives include process skills, tools and process assets, and

transformation skills.

� Before specific training and development programs are chosen, three needs must

be considered:

(1) Organization needs include its developement objectives;

(2) Managers availability of, and

(3) The turnover rates.

� Needs related to the operations and the job can be determined from job descriptions

and performance standards (Emerson, 2006).


The Research Context (3/3)


� BPM implementation process in a big change management process that has

to be piloted by considering issues such as:

� successfully planning, implementation and communication,

� determination of employees’ involvement and commitment,

� as well as definition and implementation of measurement systems during

change process development.

� Many training organizations, vendors, offer BPM training programs.

� During the last few years, several BPM related certifications appeared on the

market, delivered by:

�Object Management Group Certified Expert in BPM certification (OMG, 2011),

�ABPMP (ABPMP, 2011),

�International Process and Performance Institute (IPAPI, 2011),

� BPM Council (BPM Council, 2011).

�The most known vendors in the field are: IBM, AuraPortal, Bizagi, Ultimus, IDS

Scheer, webMethods, IBM Lombardi that offer training specialized on the

implementation using different software solutions.



Paper Objective:

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� The present paper will debate a situation of Management, Knowledge and

Learning, in the particular in the context of:

(1) Leonardo da Vinci Programme, project no. 2010-1-RO1-LEO05-07445

(financial support and knowledge exchange environment) (CertiBPM, 2009);

(2) Transfer of Innovation process from Slovenia to Romania.

Transfer of

Innovation

Transfer of Innovation Facilitator



2. THE CertiBPM TRAINING PROGRAM DESIGN

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UPT - Politehnica University of Timisoara, ROMANIA

BICERO, Center za poslovno informatiko Rozman,d.o.o.,

Orehova, SLOVENIA

proHUMAN - Cooperation and Business Management

Ltd. Maribor, SLOVENIA

I.S.C.N. - International Software Consulting Network,

Graz, Austria

DENKSTATT ROMANIA

Project partners/team:Certified Business Process Manager

LLP-LdV/TOI/10/RO/010


Structure of the CertiBPM Qualification and Certification Program:

The original training

program and

materials have been

developed trough

creative, synergetic

energy of the project

members’

interactions (during

face-to-face project

meetings and virtual

meeting using

Skype conference

facilities, since

December 2010 until

December 2011).

The Training Material,

version 2012:


Learning Units and

Elements CodeLearning Units and Elements Title

No. of Performance Criteria

BPM.U0 Informative package 5

BPM.U0.E0 Introduction 2

BPM.U0.E1ECQA and certification information (demonstration on www.ecqa.org and the Learning Portal)

2

BPM.U0.E2 Conclusions and References data base 1

BPM.U1 Process Oriented Management 24

BPM.U1.E1 Management System (ISO 9001:2008) 5

BPM.U1.E2 Managing BPM projects 5

BPM.U1.E3 BPM and Modeling 5

BPM.U1.E4 Documenting Business Process 4

BPM.U1.E5Process Simulation & Analysis basics, tools and techniques

5

BPM.U2 BPM and Information Technologies (IT) 16

BPM.U2.E1 Choosing your BPM tool/platform 5

BPM.U2.E2 BPM tools/platform 7

BPM.U2.E3 BPM and architecture 2

BPM.U2.E4 BPM systems and IT integration 2

BPM.U3 BPM human aspects. Frameworks and Standards 12

BPM.U3.E1 Human factors in BPM 4

BPM.U3.E2 Motivating people for process change 3

BPM.U3.E3 BPM models, frameworks and standards 5

BPM.U4 BPM Specializations -

BPM.U4.E1 BP manager for IT processes -

BPM.U4.E2 BP manager for core sales & marketing processes -


Target group interests:


•Project managers (as project managers, CIOs, quality managers, organization

managers, process owners, unit leaders, business analysts) wish to:

• document business processes; model business processes; manage business

process projects; change the way their employees work;

•Users of different BPM solutions (as employers trainers, quality supervisors, IT

supervisors, administrators or consulting, human resources managers) implemented

in companies want to:

•better understand the users’ perceptions and to correct their misunderstandings

by improving the software solutions; avoid misunderstandings and develop

better user’s guides; find the best support solution for the change management

process when the BPM software solution is implemented or updated or when

they are confronted with new users (accelerate the learning process).

•Students (MBA students and PhD.) wish to improve their knowledge and learn

methodological aspects related modeling and simulation of BPM – usefull for their

research activity and future careers.


Where we start ... Pilot training in Maribor (June 2011):



Train the Trainers Event in Maribor (June 2011):



Explotation.....First Training event in Timisoara (March 2012):



Second Training event in Timisoara (March 2012):



First Training event in Bucharest (April 2012):



First Training event in Bucharest (May 2012):



The Target Groups Structure and Their Satisfaction!


The trainees group structure:

56%

9%

10%

16%

9%

Automotive Industry

Logistics

Software development

Master and PhD. Students

Other industries

Trainees Feed-Back for the CertiBPM program

0

0,5

1

U1

.E1

U1

.E2

U1

.E3

U1

.E4

U1

.E5

U2

.E1

U2

.E2

U2

.E3

U2

.E4

U3

.E1

U3

.E2

U3

.E3

Understanding the course content (clear presentation, training materials, trainer support,

students notes support)Pedagogical methods

Trainer explanations including examples and case studies

Timisoara Bucharest


3. THE KNOWLEDGE TRANSFER AND SHARE PROCESSES

The CertiBPM Transfer of Innovation

Process



Mechanisms of Knowledge Transfer and Sharing BetweenCertiBPM Project Partners:

Specific activity of CertiBPM Knowledge Transfer

activities/tools

Knowledge Sharing tools

Project proposal Know-how transfer in the field of

BPM qualification

Strategic alliance creation for new

knowledge transfer and for research

Description of some project work

packages (related to the skill set

development; dissemination and

exploitation; description of project’s

specific objectives on the RO market;

Skype meetings and e-mail exchange

Training materials translation

Sl - EN - RO

Know-how transfer in the field of

BPM

Face-to-face discussions and

demonstrations; Virtual office

Skype meetings and e-mail exchange;

Virtual office definition and use

Project web page

ECQA web page

Analysis of similar courses (and

certification) on the international

market

Research report analysis

Romanian marketing research for

the training need identification

Research report analysis

CertiBPM Skill Set Brainstorming, Mind maps for

different versions; Knowledge

integration of the research results

CertiBPM Training Program Development of the learning

materials (PPT. and students notes);

multimedia materials; e-learning

system (Moodle)

Exploitation of the CertiBPM Training

Program

Dissemination of CertiBPM project;

CertiBPM training program,

- Face-to-face; e-mail; mail; telephone;

Internet




4. THE CertiBPM TRAINING PROGRAM CONTENT DESCRIPTION

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4.1. Methodological Aspects for the Training Materials Development and the Examination/Certification Procedure

Specific Profession

UNIT 1

UNIT 2

UNIT i

U1.E1

U1.E2 U1.Ej

U2.E1 U2.E2 U2.Ek

Ui.E1

Ui.E1 Ui.En

Total number of correct

answers in the exam pool

Correct answers

selected by the user

Score per question

1 0 0%

2 1 50%

3 1 33%

3 2 66%

4 1 25%

4 2 50%

4 3 75%

ECQA Evaluation Rules



4.2. Brief Description of the CertiBPM Training Program Content

CertiBPM training program

Management

PsychologyTechnical (IT)

U0; U1.E1 – E5BPM.U0.E0 – IntroductionBPM.U0.E1 - ECQA and Certification InfoBPM.U0.E2 - Conclusions and References BPM.U1.E1 - Process oriented managementBPM.U1.E2 - Managing BPM projectsBPM.U1.E3 - BPM and ModelingBPM.U1.E4 - Documenting Business ProcessesBPM.U1.E5 - Process Simulation & Analysis basics, tools and techniques

U3.E1 – E3BPM.U3.E1 - Human factors in BPMBPM.U3.E2 - Motivating people for process changeBPM.U3.E3 - BPM models, frameworks and standards

U2.E1 – E3BPM.U2.E1 - Choosing your BPM tool/platformBPM.U2.E2 - BPM tools/platformBPM.U2.E3 - BPM and Enterprise architecture

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5. CertiBPM Impact on SPI Politics and Strategies in RO Companies

5.1. The Research Context and Design� This marketing survey was organized and developed in the end of each CertiBPM training

sessions that take place in March 2012 (two training sessions, six days of in-class trainings

and some webinars on specific BPM software solution exploitation and use – modeling and

simulation).

� The objectives of each training session (workshops with the formed target groups) were

related to the training needs that were identified in a survey in 2011 and also, expresed by

the trainees at the begining of training program.

� Feed-back collected : (1) identifying what trainees like / do not like during the in-class

interaction regarding: the trainer presentation style and his/her rhythms of training; (2) the

content of the element that was taught and the usefulness of the knowledge gained

by the trainees when they go to apply or to exploit these knowledge in their companies or

organization, including their impact upon the SPI politics and strategies.

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Type of company in the sample No. of companies / % No. of trainees / %Automotive 8 / 36.36% 38 / 56.50%Logistics 6 / 27.27% 6 / 8.75%Software development 4 / 18.18% 7 / 10.25%

University (master and PhD. students) 1 / 4.54% 10 / 15.50%

Other industries 3 / 13.65% 6 / 9%

TOTAL 22 / 100% 67 / 100%

No. The Critical Element The Key Questions

1 Clear, decisive objectivesAre all efforts directed towards clearly understood, decisive

and attainable overall goals?

2 Maintaining the initiativeDoes the strategy preserve freedom of action and enhance

commitment?

3 ConcentrationDoes the strategy concentrate superior power at the place and

time likely to the decisive?

4 FlexibilityHas the strategy purposely built in resource buffers and

dimensions for flexibility and man-oeuvre?

5Coordinated and committed

leadershipDoes the strategy provide responsible, committed leadership

for each of its major goals?

6 SurpriseHas the strategy made use of speed, secrecy and intelligence

to attack exposed or unprepared opponents at unexpected times?

7 SecurityDoes the strategy secure resources based and all vital

operating points for the enterprise?

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� A focus group (qualitative marketing research) was initiated in the end of each unit

training session and the trainees were asked to express their opinions.

� For the CertiBPM knowledge impact upon the SPI politics and strategies in

different Romanian (trainees) companies, the Mintzberg model has been used to

collect information.

Mintzberg Critical Elements as Criteria for Effective SPI Strategy

5.2. The Survey Results (trainees feed-back) (1/2)

� The focus group debates has underlined that approaching SPI as a change management

process, makes it clear that a SPI effort has the main characteristic features of a change

process, through which the practice of software work is object for change.

� Trainees expressed that the focus of improvements should be moved from resources

to process, and then to practice and the improvement efforts should be organized as a

change management program rather than a process improvement project - in a SPI

program more attention has to be given on defining expected effects, planning,

organizing and managing changing behaviors and knowledge rather than only

improving processes.

� In Romanian companies, an SPI effort in itself can be optimize from the perspective of an organized and planned effort which is based on gathering feedback information about

the processes from the field of practices.

� SPI can further be seen as an incremental based change process rather than a

revolutionary one. A SPI effort does not happen in an ad-hoc way! It is not an expert

oriented effort; it is rather based on practitioners’ ideas and ideals!

� Romanian employees/trainees debate that an important step in an SPI effort is focused on

identifying which processes to improve, when to do what and assigning people to the different process improvement tasks needed to be done.




5.2. The Survey Results (trainees feed-back) (2/2)


� Trainees agree that, this effort will be structured through a SPI plan which shows the detail

of the SPI project .

� A SPI effort on the other hand, is a knowledge creator mechanism through which

knowledge will be captured, modified and transferred to different organizational

levels.

� Approaching SPI through a change and knowledge management point of view

recommends having a change strategy instead of an SPI plan which connects people

related efforts to process related activities in order to make change happen in practice.

� The change strategy should be clear in its focus, detailed, communicated, accepted

and agreed by people in different organizational levels (management, organizations,

and working teams) for being most effective.

Mintzberg Criteria for Effective SPI Strategy related to BPM activities – Research Results




6. CONCLUSIONS

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� The paper has shown an efficient and effective Slovenian – Romanian - Austrian

collaboration in order to develop a BPM training and certification program .

� First, the design process of the improved BPM training program (skill set design of

the new profession and the training program structure) so called CertiBPM has been

presented.

� Second, important aspects of the transfer of innovation process have been

underlined as important issues of the international partnership and of the

collaborative work support.

� Third, methodological aspects regarding the certification procedure were described in

the framework of ECQA (certification body well recognized in Europe and considered

also for the CertiBPM program).

� In the fourth part, a brief presentation of each learning unit, together with its

elements, was performed in order to better understand the common effort of the

partners in collecting, transferring and sharing knowledge in the BPM field.

� In the fifth part there were presented the results of a marketing survey regarding

CertiBPM impact on SPI Politics ans strategies upon RO companies.


More Info about CertiBPM:

www.certibpm.info

• We are social: http://www.linkedin.com/groups search for CertiBPM group and join, to get latest updates!



THANK YOU FOR YOUR ATTENTION !

The presented paper is linked with the research activities of the project: CertiBPM -

Certified Business Process Manager LLP-LdV/TOI/10/RO/010, founded with support

from the European Commission. The presentation of this paper is connected with the

dEUcert project - Dissemination of European Certification Schema ECQA (505101-

LLP-1-2009-1-AT-KA4-KA4MP), that has been funded with support from the

European Commission, also. This paper and communication reflects the views only of

the authors, and the Commission cannot be held responsible for any use, which may

be made of the information contained therein.

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