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How to create a business process management center of excellence: the benefits, the resources required, and a suggested timeline to follow. I gave this presentation at the Appian user conference, Appian FORUM, on October 27th, 2009.
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Copyright © 2009 Appian. All rights reserved.
Maximizing BPM Success with a Center of ExcellenceSandy Kemsley, Kemsley Design Ltd.
www.column2.com
Copyright © 2009 Appian. All rights reserved.
Copyright © 2009 Appian. All rights reserved.
Agenda
Why create a BPM CoE?
What functions does a CoE provide?
How do you build a CoE?
Copyright © 2009 Appian. All rights reserved.
Benefits and Drivers for a BPM Center of Excellence
Copyright © 2009 Appian. All rights reserved.
Expected Benefits of a CoE
Knowledge transfer
Synergies between BPM projects
Shared code and components for increased reusability
Results:Faster deployments
Lower costs
Standardized, repeatable BPM projects
Copyright © 2009 Appian. All rights reserved.
Measuring the Impact
Forrester survey, October 2007:
“What impact have BPM efforts had on your enterprise to date?”
“Did the BPM project deliver on your organization’s expectations or goals?”
“Has a team been created to provide BPM guidance?”
Source: “The EA View: BPM Has Become Mainstream”, Forrester Research Inc., February 19, 2009
Copyright © 2009 Appian. All rights reserved.
CoE Correlates with Business Improvement
Forrester survey results:
Of the companies experiencing clear, measurable improvement due to BPM, 49% have a CoE
Of the companies that have had no success with BPM, 4% have a CoE
“Clearly, while a BPM CoE may not be a panacea for BPM success, having one in operation significantly increases the odds of BPM success.”
Copyright © 2009 Appian. All rights reserved.
What Functions Does a CoE Provide?
Copyright © 2009 Appian. All rights reserved.
Skills
BPM knowledge and skills that are too rare to maintain in each project
BPM methodology
Process engineering
BPM tool usage
Mentoring and project-specific advice
Training and skills transfer to project
Copyright © 2009 Appian. All rights reserved.
Governance
Creating common BPM principles and methodologies
Ensuring that principles and methodologies are used
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Repository
BPM training materials
Process specialists on projects
Process participants
Best practices and techniques
Common code/components
Shared (sub)processes
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Community
Shared ideas and problem-solving
Better view of end-to-end processes across enterprise
Potential to combine common processes
Promoting shift from departmental to enterprise scale projects
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Building a CoE
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Basics of Creating a CoE
Executive sponsorship and involvement
Establish a BPM methodology independent of technologyTerms and definitions
Standards
Best practices
SOA alignment
Co-locate the expertise and define roles and responsibilitiesBusiness and technical
Practical and visionary
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From Project to Program
CoE:
1st BPM project
Plan Core team Expand team
2nd BPM project
ResourcesResources
Resources
Resources
Time
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CoE Roles
Chief Process Officer or process czar
Steering committee
Project manager
Enterprise architect
Business process analyst/process architect
BPM developer
Process modeler
User Acceptance Testing and Quality Assurance
BPM software administrator
Copyright © 2009 Appian. All rights reserved.
Key Takeaways
A CoE accelerates your ability to succeed with BPM
Shared skills
Best practices
Enterprise-wide process synergies
CoE functions
Skills
Governance
Repository
Community
Copyright © 2009 Appian. All rights reserved.
Questions?
Thank You!
Sandy Kemsley
www.column2.com
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