BPM Platform Project

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¹A Strategy which could be applied could be the one we have been developed in  «  A l’heure d’une direction du BPM au Board des Entreprises - Time for implementing a BPM Manager within Board of Companies”
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² contracts signed at the beginning of Phase 1 should cover how Phase 2 will be handled. The rules of the “games” should be known from the beginning
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³As described in our book,  BPM project could be a combination of few  specialized applications which properly organized could lead to exponentially effects on improvements  and savings. A solution of Data management for example may support really efficiently the process framework data base.
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Gathering energies to promote BPM projects and to ensure  to make them a success 

Summary

  • ICSE Overview

  • Introduction:  What is the aim of this project?

  • Project: Global presentation

  • What it will bring to Companies – A 2 phases project.

    • Phase 1 Initiation: Diagnosis, Set up and Training

    • Phase 2 Deployment: Implementing solution

    • Advantages to Companies

  • What it will bring to solution provider?

  • What it will bring to Consultancy firm?

  • What it will bring to trainers and to Independent consultant

  • Conclusion

Introduction - What is the aim of this project?

by Arnaud Vigne  ICSE CEO - Lean 6sigma BB - CFE

 

As a reminder  (as described in scheme 2)  we have described how typically companies are organized by Department or Directions.

Each of them is taking care of the description of its own organization, until the lower level of its department, by writing processes and procedures. That’s what we call the vertical view.

A client places an order and defines requirements, in terms of quality, delays costs according to its needs and objectives. During the realization process, the order is going through the whole company. It could occur that despite the requirements, the order/or the service could not be done as such, because there are some technical difficulties not taking into account by the sales department, or the price of the goods is higher than foreseen due to the fact that price list has not been communicated timely to the sales etc. When company are organized in silos (vertically) departments are mainly focused on their own organization, and communication between them  is not optimized.  Those kind of situations are quite common and could have a devastating effect on customer satisfaction.

By implementing BPM Business Process Management Project, companies could avoid that kind of situations. Departments or Directions are building their processes end to end  together (and not in silos) in order to organize interfaces between them to create a horizontal view. Those connections allow the company to get a clear picture of its organization and to avoid delays extra costs in order to reach and increase customer satisfaction.

By writing  “A l’heure d’une direction du BPM au Board des Entreprises - Time for implementing a BPM Manager within Board of Companies”  we had in mind that we wrote the book we were willing to get when we set up our first Business Process  Management /Framework, SSC¹ or BPO² projects, in order to develop this horizontal view.

Companies need to have someone who indicates how to make this project a success. Managers are expecting from BPM Projects a consequent ROI (Return on investment). It’s our role as BPM experts to demonstrate that BPM project is bringing proven added value.

 

In our book mentioned above, we have highlighted  that there are some obvious savings by improving processes. But there are as well a lot of savings which could be done, by avoiding costs and wastes which are quite more difficult to evaluate in the ROI.

Then we were thinking that something was missing to definitively convince companies, that BPM project should be a project that companies have to implement in their organization, whatever the size of this organization is!

It’s why, as an obvious supplement, we had the idea of this “BPM Platform”.

“BPM platform” is not an ICSE’s project. If we are introducing the concept on the market, we are pretty sure that they are so many people, who are a way or another thinking that way, if we look at all the literature on that topic .

It’s a project which should be supported by all BPM actors as a guarantee for companies that we strongly believe on what we are able to achieve.

  • It should be supported by all companies which are developing BPM & GRC suite and all the related solutions (RPA, Data Management etc.).

  • It should be supported by all consultancy firms, not only big 4 but also all consultancy firms which promote BPM in their practices, to prove that we are all convinced by this approach.

  • It should be supported by all the consultants who are working in that area, to prove that modeler and designer are real jobs which need a certain knowledge and experience.

  • It should be supported then by all the people who believe that  BPM approach is bringing a lot of advantages for the increase of client satisfaction.

 

To all of you we just say join us to promote this project and to make BPM Platform  a success. Companies then, should be convinced than, when we are speaking about ROI for BPM projects, it’s not only words.

Last but not least, “confidence” will bring to all of us (Companies as BPM experts) nice revenues and profits.

Project : Global presentation

 

The Assessment

The sustainability of a BPM project can only be guaranteed if the Company has a tangible ROI (Return on Investment).

Failing to be able to demonstrate, with numerical examples, the content and extent of this return on investment, the Company:

  • Either will renounce to enter in this kind of project,

  • Either give up after a certain period of time, when following events occur (change of project sponsor, cost reduction policy, etc.)

 

How to change that situation

Set up a "BPM Platform", whose commitment would be to be appointed¹ (for the design/modeling services) on the profits generated by the improvements made due to the implementation of the BPM framework. Creating then a “situation of confidence/trust" between companies and all “platform partners”.

§Combine knowledge with the platform BPM & GRC and all related solutions providers, consultancy firms, BPM & GRC experts for design and training,

  • Companies :

    1. Register on the platform, subscribe to the code of ethics (to respect business ethics and rules),  select BPM solution provider, consultancy firm according to offers, BPM & GRC expert for advices and/or supervision, coach etc.

    2. Decide with all the proper knowledge, how to launch a BPM/Business Process Management project.

    3. Create a Vision: Mandate, project charter,

    4. Mobilize the necessary forces/strength around this vision,

    5. Become aware of the stakes of the BPM approach,

    6. Sign contracts with partners

  • Phase 1: 3 to 6 months trial period –  Define meta-model, conventions, start high level mapping according to strategy¹ At the end of that period company has to decide whether or not it will go for deployment or stops the BPM experience.

  • Phase 2: Deployment

What it will bring to Companies – A 2 phases project.

Phase 1 – Initiation: Process detailed description

 

  • Starting point of the process

  • Sign contract for phase 1 – Detailed terms & conditions for a duration from 3 to 6 months,

  • Perform Diagnosis on organization  - Maturity level in terms of BPM, past Business Process Management Experience, Existence of Business Process Framework  etc.

  • Set up report on findings highlighted during the diagnosis period.

  • Select BPM Provider (Process Mapping and Modeling) among BPM platform partners.

  • Define Meta-model (Objects and associations), Design and naming convention according to BPM partner specificities (BPMN 2.0 or related to another BPM Standard)

  • Perform training to internal and/or external designers, contributors and stakeholders on BPM design

  • Perform and/or supervise process mapping and  modeling from level 1 to level 3 (Macro-process to sub-process)

  • Detect room for process improvements and related savings for the company,

  • Assess results of Phase 1 and address report to the company

 

  • Result 1: Company is not willing to go further in the process design phase => Project stops

  • Result 2: Company considers the project to be successful and initiates phase 2²

Phase 2 – Deployment: Process detailed description

  • Deploys the implementation of the process framework/repository: Governance and comitology, Methodology, process review organization, continuous improvement system join o a proper ticketing system (request and/or suggestions for improvement etc.)

  • Set up and validate a system with management to recognize and validated savings (define proper indicators)

  • Analyze and measure the benefits achieved due to the BPM Platform, and the ROI (Return on investment), made due to the improvement highlighted by reviews or process mapping workshops, on a quarterly basis for example (Set up a calculation model which should be validated by all the parties involved).

  • Perform modeling at lower levels ( Elementary process and activity), Define roles, applications, documents, risks etc. involve in the process.

  • Update meta-model and improve BPM Methodology

  • Organize knowledge transfer and “business as usal”. (After a certain period of time  - Max 2 years – there should be a competence transfer between the project team and the business as usual)

Advantages for Companies :

 

  • The trial period will end after 3 to 6 months. This duration It’s sufficient enough to have a clear diagnosis and a “good overview” of what BPM  projects looks like.

  • For companies it’s an assurance that they will not be  tight in a long time period project, if they need some former adjustments in their organizations for example (adopt a transverse view to increase client satisfaction),  before launching such a kind of project.

  • It will allow them to be proactive, and to select the providers (BPM/GRC/Related solutions providers, Consultancy firms, BPM Experts etc.) according to their needs and objectives.

  • It will give them the guarantee that those experts, will deploy the most aggressive strategy to look for improvements based on their experiences, in all the previous cases they have to work for (Framework, SSC, BPO, Process Design and/or improvement etc.)

  • It will bring a proven added value and return investment which will assure project sustainability.

 

What it will bring to solution provider³?

  • « Confidence » given to companies will have as first effect , that more companies should be willing to try to implement a BPM Project where before they were reluctant to take such a decision. On the long run it should bring more and more prospects willing to launch such project, as the level of the inherent risk of such  project become far lower than before and could reach their level of Risk tolerance.

  • Proven added value and positive return on investment, will bring sustainability to contracts , which then will last longer than before.

 

What it will bring to Consultancy firm?

  • As for solution provider, « Confidence » given to companies will have as first effect , that more companies should be willing to try to implement a BPM Project where before they were reluctant to take such a decision. As mentioned earlier in this memo a BPM / Business Management project is really related to strategic decisions, which are taken by the Top Management. It depends on Company’s organization whether or not a Consultancy firm could help in the implementation of such projects (BPM Framework, SSC/CSP, BPO, Process Design and/or Improvement Methodologies (PDM®/PIM®).

  • Each Consultancy firm may have its own approach to define the implementation of the BPM project, starting with the diagnosis phase up to the business as usual (Metal- model; Process hierarchy, commitology, infrastructure, risk and controls  etc. As consulting company will set up an organization based on a result obligation and no longer on a means obligation, Enterprises should make greater use of specialist assistance to assist them in their approach for implementing BPM.

  • In addition as the contract will be based on proven added value and effective ROI (Return On Investment) that will bring trust and sustainability to the partnership, thus allowing the relationship to last longer.

       

  • There should be then, more projects to handle, which will lead to the development of the GRC/BPM practice and all the related business as mentioned before as Data Mining, RPA Robotic Process Automation, Artificial Intelligence, Cybersecurity etc.  which  are all activities directly linked to processes.

 

What it will bring to Trainers and to Designers/Modelers.

  • As described in “A l’heure d’une direction du BPM au Board des Entreprises - Time for implementing a BPM Manager within Board of Companies”  in Chapter 4 - Resources, A lot of project failed because Companies didn’t pay enough attention to resources. We saw some projects where companies recruit students, or first job employee to design process (first time design and/or improvement). Process Design and/or improvement should be performed by expert who have a holistic knowledge about processes and their interaction, in order to set up the right interfaces to build the transverse/horizontal view.

  • As consultancy firms which will see an increase of its business, trainers and designers (as they are either part of those consultancy firms or independent consultants), should notice a better recognition of their skills and capabilities through this new BPM contract organization based on a result obligation and no longer on a means obligation.  For Companies it will as well a benefit because having non-professional designers/modelers to handle the design of flowcharts was leading to a lot of rework. As stakeholders and contributors are really busy, Companies should consider that processes should be design within 1 or 2 workshops maximum. With professional designers/Modelers this could be achieve, which is not the case with non-professionals.

  • By using this business model trainers & designers/modelers will  get not only a better recognition for their skills but a larger market due to the confidence that BPM project will bring to all BPM actors.

  • BPM platform will also be able to provide to Designer/Modeler trainings and certification in order to grant additional confidence for companies on their level of expertise.

 

Conclusion - What is ICSE's Role?

By writing  “A l’heure d’une direction du BPM au Board des Entreprises - Time for implementing a BPM Manager within Board of Companies” We wanted to give a methodology framework for those who are willing to launch a BPM Project.

So if needed we can through trainings sessions, seminars, conferences etc, go further than in the book, by giving you the results of our experience. We are willing also to give you a vision (our vision) on what will be the future with or without having a BPM while we are facing the third industrial revolution.

We (with our network of BPM experts) also could realize diagnosis and according to your needs and objectives we can also assist you in the choice of BPM partners.

 

We also are willing to be part of the BPM platform project, among all the BPM experts who will catch up to be part of this the really attractive DEAL.