Process Management: A Framework for Delivering Business and Technology Capabilities

Overview

The pressures of e-business, mergers, globalization and ruthless competition are accelerating the pace of business change. In this pressure cooker, only organizations with solid, fundamental end-to-end practices will be able to adapt fast enough. Consequently, processes that affect our customers, suppliers, owners and staff, among others, must be at their peak to gain and maintain stakeholder loyalty and support. For these reasons, modern business management has become Process-Centric. This is no fad! It is fundamental to all organizations. Those that have mastered this are delivering faster, are more flexible and are rewarded by measurably improved performance. They continue to excel by building the capability to constantly renew what they do in anticipation of changing external conditions and exhibit high levels of knowledge sharing. What are the secrets to their success?

• They continually re-evaluate all stakeholders’ requirements and relationships.
• They architect and align their processes, business, technology and human strategies for adaptability as a stable basis for dynamic change.
• They excel in learning and knowledge sharing.
• They deliver real business solutions early and often.
• They focus strongly on communications and human change management for all stakeholders.
• They continuously enhance their business processes through an evolving knowledge management environment.
• They employ a simple and consistent framework and methodology to manage integrated change.
• Everything they do is can be traced  to their vision and is measured.
• They have mastered scope control.
• They manage politics and commitments relentlessly.
• They do not confuse process analysis with systems analysis or organization design but they know how these interact.

Now their best practices can be yours.

Built on Lessons Learned, both good and bad, from real companies and real projects, this seminar will provide you with the Best Practices discovered so far in dealing with these issues. It will expose what successful Process-managed organizations have learned about what works and what does not. It will show how real change management deals with all aspects of change concurrently.

It is logical. It is comprehensive. It makes sense. It works.

What you will learn

This session is intended to provide a complete approach for managing Business, Process and Human change. You will learn:

• Strategic, Tactical and Operational considerations in a BPM framework and method
• What has been proven to work best
• How to gain cross-organization acceptance
• The role of enabling and breakthrough technologies

Topics

Process Management Baseline Principles

• Drivers: e-commerce, Globalization, Customer Pressures, Adaptability, Knowledge Sharing, Mergers, Consolidations, etc.
• Business Performance
• Alignment and Traceability as a Fundamental Concepts
• Relationship Management
• Business Processes as Integrators
• Business Trends & Enabling Technologies
• BPM Value Chain and IT Methods
• Zachman Framework

Stakeholder / Relationship Analysis (Who Cares?)

• Strategic Intent and Scenario Planning
• Stakeholder Classification and Segmentation
• Stakeholder Vision / Requirements
• Key Performance Indicators (KPI’s)
• Critical Success Factors (CSF’s)
• The Business Context Diagram
• The Stakeholder Charter

Process Architecture and Process Modeling

• Core and Support Processes
• Link to Stakeholders
• Process Architecture Diagramming
• Process Modeling, Analysis and Design
• Performance and Practices Benchmarking
• Knowledge Management and Business Rules
• Knowledge vs Process Perspectives
• Knowledge Classification
• Learning and Feedback
• Business Rules Independence

Process Organization Strategy

• Process Ownership / Stewardship
• Process vs. Functional Structures
• Partnerships and Virtual Organizations
• Goal Alignment, Measurement and Incentives
  

Human Change Management

• New Competency Requirements
• Navigating Concerns, Fears and Doubts
• Incentives and Evaluation Systems
• Communications Strategy
  

Program, Project, Quality and Risk Management

• Program Oversight and Governance
• Project Planning and Control
• Risk and QA Approaches
  

Business Context Phase

• Organization-in-Focus Drivers and Strategic Intent
• Stakeholders Relationships: Current View
• Stakeholders Relationships: Future View

Architecture and Alignment Phase 

• Process Architecture / Stakeholder Mapping
• Process Prioritization
• Adaptable Technologies Strategy
• Technology Architecture / Process Alignment
• Organization / Process Mapping
  
• Human Capabilities Alignment
• Transformation Program Establishment

Process / Project Visioning Phase 

• Determine Scope and Vision
• Define Performance Measures/Targets
• Prepare the Business Case
• Launch the Human Change Program

Existing Process Understanding Phase 

• Interviews/Workshops and Models
• Measure Performance Gaps
• Determine Causes
• Implement Early Wins
  

Process Redesign Phase  

• Re-conceive the Approach
• Build Renewed Processes
• Demonstrate/Validate Solution
• Updating the Transformation Program

Developing Process Capability Phase 

• Build Infrastructures of all Types
• Detail the Business Rules/Processes/Jobs
• Update HR Policies / Procedures
• Develop / Integrate Systems

Implementing the Change 

• Run Pilots
• Educate Staff/Stakeholders/Marketplace
• Rollout Changes

Continuing Improvement Phase 

• Learning, Feedback and Process Improvement
• Ongoing Performance Measurement
• Incentive and Rewards

Managing Perceptions and Politics 

• Achieving Executive Commitment
• How People React to Change
• Human Support Mechanisms

 

 

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