Brett Champlin

President ABPMP International

Adjunct Faculty, University of Chicago
Manager, Business Performance Improvement

BPM is a Management Practice

Process-oriented thinking
Manage end-to-end business process
Strategy is carried out through process
Process assessment, analysis and design
Process performance over functional performance

Enabled by an evolving set of

technologies

Process
Process
Process
Process

2009 Brett Champlin

discovery and definition

execution and orchestration
monitoring and control
performance decision support

BPM is the way best-practice organizations

conduct business

While the APQC research participants agreed that

technology, by itself, does not constitute Business
Process Management, they concluded that much of
the promise of BPM initiatives will not be realized
without powerful, flexible and user-friendly IT
solutions to support them.

Four of the five of APQCs best practice partners cited

technology support being a key success factor for
managing, aligning and integrating business
processes---thus impacting profitability and their ability
to compete in todays competitive, global market.

Source: APQC
2009 Brett Champlin

Two Forrester Surveys

449 decision makers in North America and Europe
60% were already using BPM
an additional 19% plan to do so in next 12 months
160 US and UK enterprise architects
85% were actively planning or already had
BPM deployments under way
BPM Centers of Excellence (COEs) are the catalyst
for BPM success
Source: Forrester

2009 Brett Champlin

BPM enables business agility

BPM is how you change your business

BPM is about managing change

o Managing Process Change
o Managing how people accept change

2009 Brett Champlin

 Managing

organizations through
successful changes

Being

aware of a need to manage

change throughout planning and
implementation of change programs

Understanding

and influencing how

people affected by change
experience change

2009 Brett Champlin

Accelerate the 4 stages of natural reaction:

Denial
Resistance
Exploration
Commitment

Helping People Adapt to Change

Everybody has to go through this
They all go through it at their own pace
Some of them have to go through these stages many times
before they are fully committed

2009 Brett Champlin

Communications & Activities

Be honest about where you are
Be honest about where you want to go
Be honest about how you are going to get there
Status reports, whats new, how are we doing
How this will affect you
What can you do to prepare
What you should do now
How you can contribute to success

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Style

Characteristics

Cultural
Agressives

Cultural
Moderates

Cultural
Conservatives

Imperative

Holistic Coordination
Seize Advantage
We change the rules of the market
We welcome rapid change
People at all levels embrace new ideas

Stay Ahead

Local Optimization
Seek Parity
We follow fast behind market leaders
We can cope with a few moderate changes
New ideas flow top-down through
managers

Get Leverage

Central Control
Reduce Pain
We seek mature markets, then compete on
price
We prefer status quo; discourage
exceptions
New ideas are limited to job descriptions
purview

Catch Up

Source: Gartner
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Process Maturity

Process Management Maturity

Need Enterprise
Integration

Need Quality
Management
Program

Need
Management
Regulation

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Continuously
Improving
Process

Manage/
Plan
(5)

Predictable
Process

Participate/
Control
(4)
Disciplined
Procedures

Support/
Direct
(3)
Recognize/
Organize
(2)

Cooperative
Process

Steward/
Lead
(6)

Consistent
Process

Ignored
(1)

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Mission, strategy,
goals, and objectives

Culture, core competencies,

and management systems
Constrains

Supports
Business Process
enable
s
Workflow
Design

Performers
Steps &
decisions
Sequence
and flow
Handoffs
2009 Brett Champlin

enables
Informati
on
Systems

enables

Motivation
&
Measureme
nt

enables

Policies
and Rules

enables

Human
Resource
s

Constraints Skills
Applications Employee
Matching
Information
assessment Business
Reward and
rules that
jobs to
the process
tasks
punishment
Selection
Process
enforces
and
performance External &
internal
placement
indicators

enable
s
Facilities
(or other)

Workplace
design
Equipment
Furniture

Source: Alec Sharp, Clariteq

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Process
Re-Design
Process
Improvement

Process
Reengineering
Time
Cost
Degree of Innovation

Process Improvement is incremental

Process Re-Design is end-to-end re-thinking of what we are doing
Process Reengineering is a begin with end in mind approach
Process Innovation involves changing the model, not just improving
its efficiency

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Process
Reengineering

End-to-End
Process
Activity/
Sub Process

Scope of Change

Business
Model

Managing Process
Transformation

Process
Re-Design

Process
Improvement

Short

Long
Time
Source: Jeston & Nelis

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Redesign of Industry Value Chain

Impact on
Organization

Redesign of Business
Redesign of Processes
Improvement of
Sub Processes
Incremental
Improvements

Point of Approach
Within Organization
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Source: Jeston & Nelis

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Marketplace, General Public

Scope of Change
Management Efforts

Senior Leadership, Business Partners

Middle Management, Customers
Support Staff, Area Mgt
Workers, Supervisors
Incremental
Improvements
Improvement of Sub
Processes
Redesign of Processes
Redesign of Business
Redesign of Industry Value Chain
Scope of Change
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Internal
Value Chain
Support
Control

External
Customer
Regulatory
Business Partner

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Engage
Customers

Transact
Business

Fulfill
Expectatio
ns

++

Provide
Services

Reduce Costs
Reduce Time-toMarket
Improve Quality
Gain Market Share
Broaden Product Line

2
+

2.1

1.4

4.3

0.7

Adapted from Bob Curtice

Performance Improvement Associates"
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Map to Decision Support Tools

Factors

Factors

Provide
Service

Factors

Transact
Business

V
u

ln

External

Factors

O
bs
ta
cl
es

er
ab
ili
ti
es

Le
ve
ra
ge

Internal

in
t

Internal

Fulfill
Expectations

WEAKNESSES

Engage
Customer

C
on
st
ra

External

STRENGTHS

OPPORTUNITIES

THREATS
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Business Process Meta Model

PERIOD
PERIOD

PROCESS
PROCESS

PURPOSE
PURPOSE

PEOPLE
PEOPLE

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PRODUCT
PRODUCT

PLACE
PLACE

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1st Order Change

PROCESS
PROCESS
PERIOD
PERIOD

PURPOSE
PURPOSE

PLACE
PLACE

PRODUCT
PRODUCT

Tasks & Nature of Work

2009 Brett Champlin

PEOPLE
PEOPLE

21

2nd Order Change

PROCESS
PROCESS
PERIOD
PERIOD

PURPOSE
PURPOSE

PLACE
PLACE

PRODUCT
PRODUCT

Tasks & Nature of Work

Attitudes, Values & Skills

2009 Brett Champlin

PEOPLE
PEOPLE

22

3rd Order Change

PROCESS
PROCESS
PERIOD
PERIOD

PURPOSE
PURPOSE

PLACE
PLACE

PRODUCT
PRODUCT

Tasks & Nature of Work

Attitudes, Values & Skills
Motivation & Relationships

2009 Brett Champlin

PEOPLE
PEOPLE

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4th Order Change

PROCESS
PROCESS
PERIOD
PERIOD

PURPOSE
PURPOSE

PLACE
PLACE

PRODUCT
PRODUCT

Tasks & Nature of Work

Attitudes, Values & Skills
Motivation & Relationships

2009 Brett Champlin

PEOPLE
PEOPLE

Structure & Culture

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5th Order Change

PROCESS
PROCESS
PERIOD
PERIOD

PURPOSE
PURPOSE

PLACE
PLACE

PRODUCT
PRODUCT

Tasks & Nature of Work

Attitudes, Values & Skills
Motivation & Relationships

2009 Brett Champlin

PEOPLE
PEOPLE

Structure & Culture

Relationships with External
Partners & Community

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Managing Process
Transformation
Strategic

Enterprise Process
Alignment/
Process Portfolio
Management

Change Management

Tactical

Degree of Change

Business Process Management

Process
Reengineering

Process
Re-Design

Process
Improvement
Low Hanging
Fruit/ Quick Hits

Short

Long
Time

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YOU DONT HAVE TO CHANGE.

SURVIVAL ISNT MANDATORY.
-- DEMING

2009 Brett Champlin

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Brett Champlin
Brett@theChamplins.com