ORCA Overview

TM

8 Omega ORCAOrganization Readiness & Competence Assessment

Steve Towers

BP Group www.bpgroup.org

tm

TM

PROPRIETARY NOTICE

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2. The Information is of considerable value to our business and is disclosed to you on the basis that you do not use it otherwise than as expressly permitted by us. Copyright on all materials contained in this presentation is owned by us (unless otherwise stated). We are providing this material to you on the basis that you agree that you will use it only for reference. No part of this material may be reproduced or disclosed to any third party without our express written permission.

3. Save as provided above, all our other rights are reserved.

TM

Objectives

• Provide process leaders with an

overview of the 8 Omega ORCA process

• Provide direction on undertaking ORCA

• Provide process leaders with information

regarding additional techniques and

templates for undertaking „Deep‟ ORCA

TM A New Way for the

Age of the Customer

Many of the challenges facing businesses today are forcing organizations to make

changes for which they have no existing delivery mechanism. These changes

often place corporations between the proverbial “rock and a hard place,”

caught between external change forces and internal change barriers.

Business Process Management has come to the rescue, almost. Leading

business thought leaders have delivered compelling materials to help

businesses understand why enterprise business process management can

“deliver the goods.”

What was missing, until recently, was a framework focused on achieving results

that is proven, flexible, technology neutral and that can apply to virtually any

business or business problem.

TM

A New Way for a New Age

8 Omega is this overarching new approach that provides a single framework that

can be applied to any enterprise, business process, challenge or problem.

The framework is not a theoretical concept or academic exercise, nor does it

mandate the depth, breadth and sophistication of the actions taken by the

organizations that use it. The framework is flexible and adaptable to meet the

broad range of individuality and needs of corporations in all markets and any

size.

The 8 Omega Framework comes from real world experience with hundreds of

organizations that have made the transition to being process managed. More

than anything else 8 Omega is DOMAIN KNOWLEDGE gathered from leading

business process management professionals, most of whom have been

actively practicing BPM for over ten years.

TM

A New Way for a New Age

The framework is the revised, refined and tested results of these real activities, in

real businesses, by BPM experts, over a broad market spectrum. The origin

of the framework came from the common, stated desire by corporations all

over the globe for an approach that was clear, actionable and that would help

them achieve their desire to become processed managed organizations.

Implementing the 8 Omega framework allows organizations to realise the

benefits of Business Process Management. A major component of the

8 Omega Framework is the Organization Competence & Readiness

Assessment (ORCA). That is what this resource focuses on

.8 Omega ORCA Overview

Information in this pack provides a structured technique for understanding an

organizations process maturity. It helps to identify the main dimensions of

change and understand the current status, the organizational aspiration and

the potential future state

TM

What is 8 Omega ORCA?

ORCA is an approach within the 8 Omega Framework which allows organizations to assess and evaluate, develop and then build their competence in achieving Successful Customer

Outcomes.

It goes beyond the concept of process maturity by including key dimensions of an organizations capability.

Accordingly it is a pragmatic and immediately useful approach to helping organizations identify and develop consensus around

where they are now,

where they would like to get to, and

the gap between the two.

TM

The Good News: You can actually measure how

you are progressing towards your Strategic Goals!

• Commitment by Top Management

• Program Organization & Structure

• Improvement Training

• Performance Objectives

• Functioning of Improvement teams

• Tools and Techniques

• Stakeholder specifications

• Information Systems

• Accreditation/Certification (individual – enterprise – partners)

And in doing so align the organization to achieve SCO‟s. The ORCA approach fits neatly with the CEMMethodTM (see www.cemmethod.com)

TM

8 Omega ORCA™(Organization Readiness & Competency Assessment)

This is where

we are

This is where

we want to be

This is the gap

The Business Process Maturity Matrix™ Copyright 2004 - The BPM Group - All Rights Reserved

Element

a b c d e f g h I

Level

Commitment by Top

Management

Programme

Organisation and

Structure

Improvement

Training

Performance Objectives Functioning of

Improvement Teams

Tools and

techniques

Stakeholder

Specifications

Information Systems

integration

Accreditation

8

Process Improvement is

a normal part of the

culture, holds reviews

and audits units


part of the day to day

activities and culture of

the organisation

Everybody trained.


a natural part of

Training efforts

Embedded within all

aspects of work

Approach is part of the

normal working practice

All processes fully

measured and

controlled with

appropriate tools

Specification reviewed

and periodically revised

with stakeholders

Processes operate within

and are supported by IS

tools. A complete BPMS

has been deployed and

is maintained to agreed

standards.

Improvement actions

have been accredited by

appropriate body

7

Communicates

improvement

information to

customers and

internally

Process Improvement

Cost Savings significant,

measured and achieved

Process Improvement

competence achieved by

all staff.

Initial targets achieved,

first audit review

complete.

Teams systematically

identify new actions and

developments.

All process

measurement complete

and on-going as part of

the daily reporting.

Stakeholder contracts

established,

communicated and

understood by

organisation

Key processes

supported by IS

infrastructure.

Integration work

towards a full BPMS is

underway.

Remedial work and

review of Improvement

actions to achieve full

accreditation.

6

Improvement is an

integral part of

Objective setting and

appraisal

BPM systematically

being implemented with

full IS support

Trainers, facilitators and

Mentors fully deployed

and integral to

processes.

Performance measures

identified for all key

processes.

More than 50% of

organisation have

actively participated

within teams. Positive

results of Projects

become recognised.

Gap Analysis agreed

and complete for all Key

processes.

Stakeholder

requirements

monitoring processes

established. First

deliveries against key

stakeholder

Pilot testing underway,

success criteria

monitored and

reviewed. Initial

deployment of strategic

IS tools within key

Initial external

accreditation of

processes.

5

Improvement is an

agenda item in

meetings, manager

gives meetings and

publishes on

Improvements

Regular Communication

activity and BPM

evaluation underway.

BPM proposals costed.

Middle management

trained in PI approach.

Training in techniques

completed across the

organisation.

Performance Indicators

and maintenance

methods introduced into

the organisation.

Implementation of

Rapid Actions complete.

Core process teams

delivering first results.

All Key processes are

measured and tracked,

exception reporting and

action plans delivered.

Initial work underway to

communicate

stakeholder

requirements and

required actions.

IS Review of delivery

tools to support key

processes and agree

deployment plan

Processes and

Improvement actions

revised and upgraded.

Internal accreditation

complete & reviewed.

4

Has participated in an

Improvement Project

Involved in progress

and commits available

resource

Regular Progress

Meetings, WPR complete

and Business Process

Redesign (BPR)

underway

PI Training underway.

Facilitators assigned.

Communication to the

organisation of

Performance objectives

underway. Performance

Reviews and audits

begun.

Action teams assigned

and underway within

key processes.

Tools and techniques

harmonised. User

training complete.

Action programme

agreed with key

stakeholders

Key process

requirements

understood, agreed and

action plan developed.

Initial key process

identified for submission

to internal accreditation

3

Improvement Goals are

defined and published

Steering Group

assigned, first Work

Process Redesign (WPR)

underway

Whole organisation

aware of PI programme.

Performance Objectives

quantified and charted.

Initial Stretch targets

agreed.

Initial Team undertake

Work Process Redesign

and complete report

back to Steering Group.

Tools and support in

place. Initially use,

tracking and monitoring

underway.

Key shortfalls and

targets identified with

Stakeholders.

Initial processes

reviewed for IS support

and specifications

developed

Accreditation process

communicated.

Awareness workshops

define issues and agree

targets.

2

Is Chairman of the

Improvement Effort

Process Improvement

Responsibility assigned

Process Improvement

responsibility assigned.

Managers have

participated within PI

workshop

Senior management

have identified key

objectives.

Initial Team structure in

place and

communicated to the

organisation.

Tool kit agreed and

communicated to senior

management.

Most important areas

identified for the

establishment of

Stakeholder

specification

requirements.

Gap analysis undertaken

to identify key

requirements and 'quick

hits'

Senior management

participate in

Accreditation workshop

1

Improvement Principles

understood, verbal

support given, but no

personal involvement

Process Improvement

discussed but no formal

responsibility assigned

Process Improvement

Training agreed, method

selected

Approach defined,

selection criteria agreed.

Team structure(s)

agreed within senior

management


identified and short-

listed


for establishing

Stakeholder

requirements.

Current state analysis

agrees current

integration


agreed and


management.

0

Has no Interest Structure Completely

lacking

No Process

Improvement Training

Non identified No Improvement

Projects

Not identified No Progress Not identified No action

Copyright 2004 - The BPM Group - All Rights ReservedAnswers a number of questions against a range of key EBPM Issues

TM

The Business Process Maturity Matrix™ Copyright 2004 - The BPM Group - All Rights Reserved

Element

a b c d e f g h I

Level

Commitment by Top

Management

Programme

Organisation and

Structure

Improvement

Training

Performance Objectives Functioning of

Improvement Teams

Tools and

techniques

Stakeholder

Specifications

Information Systems

integration

Accreditation

8


a normal part of the

culture, holds reviews

and audits units


part of the day to day

activities and culture of

the organisation

Everybody trained.


a natural part of

Training efforts

Embedded within all

aspects of work

Approach is part of the

normal working practice

All processes fully

measured and

controlled with

appropriate tools

Specification reviewed

and periodically revised

with stakeholders

Processes operate within

and are supported by IS

tools. A complete BPMS

has been deployed and

is maintained to agreed

standards.

Improvement actions

have been accredited by

appropriate body

7

Communicates

improvement

information to

customers and

internally

Process Improvement

Cost Savings significant,

measured and achieved

Process Improvement

competence achieved by

all staff.

Initial targets achieved,

first audit review

complete.

Teams systematically

identify new actions and

developments.

All process

measurement complete

and on-going as part of

the daily reporting.

Stakeholder contracts

established,

communicated and

understood by

organisation

Key processes

supported by IS

infrastructure.

Integration work

towards a full BPMS is

underway.

Remedial work and

review of Improvement

actions to achieve full

accreditation.

6

Improvement is an

integral part of

Objective setting and

appraisal

BPM systematically

being implemented with

full IS support

Trainers, facilitators and

Mentors fully deployed

and integral to

processes.

Performance measures

identified for all key

processes.

More than 50% of

organisation have

actively participated

within teams. Positive

results of Projects

become recognised.

Gap Analysis agreed

and complete for all Key

processes.

Stakeholder

requirements

monitoring processes

established. First

deliveries against key

stakeholder

Pilot testing underway,

success criteria

monitored and

reviewed. Initial

deployment of strategic

IS tools within key

Initial external

accreditation of

processes.

5

Improvement is an

agenda item in

meetings, manager

gives meetings and

publishes on

Improvements

Regular Communication

activity and BPM

evaluation underway.

BPM proposals costed.

Middle management

trained in PI approach.

Training in techniques

completed across the

organisation.

Performance Indicators

and maintenance

methods introduced into

the organisation.

Implementation of

Rapid Actions complete.

Core process teams

delivering first results.

All Key processes are

measured and tracked,

exception reporting and

action plans delivered.

Initial work underway to

communicate

stakeholder

requirements and

required actions.

IS Review of delivery

tools to support key

processes and agree

deployment plan

Processes and

Improvement actions

revised and upgraded.

Internal accreditation

complete & reviewed.

4

Has participated in an

Improvement Project

Involved in progress

and commits available

resource

Regular Progress

Meetings, WPR complete

and Business Process

Redesign (BPR)

underway

PI Training underway.

Facilitators assigned.

Communication to the

organisation of

Performance objectives

underway. Performance

Reviews and audits

begun.

Action teams assigned

and underway within

key processes.


harmonised. User

training complete.

Action programme

agreed with key

stakeholders

Key process

requirements

understood, agreed and

action plan developed.

Initial key process

identified for submission

to internal accreditation

3

Improvement Goals are

defined and published

Steering Group

assigned, first Work

Process Redesign (WPR)

underway

Whole organisation

aware of PI programme.

Performance Objectives

quantified and charted.

Initial Stretch targets

agreed.

Initial Team undertake

Work Process Redesign

and complete report

back to Steering Group.

Tools and support in

place. Initially use,

tracking and monitoring

underway.

Key shortfalls and

targets identified with

Stakeholders.

Initial processes

reviewed for IS support

and specifications

developed


communicated.

Awareness workshops

define issues and agree

targets.

2

Is Chairman of the

Improvement Effort

Process Improvement


Process Improvement

responsibility assigned.

Managers have

participated within PI

workshop

Senior management

have identified key

objectives.

Initial Team structure in

place and

communicated to the

organisation.

Tool kit agreed and


management.

Most important areas

identified for the

establishment of

Stakeholder

specification

requirements.

Gap analysis undertaken

to identify key

requirements and 'quick

hits'

Senior management

participate in

Accreditation workshop

1

Improvement Principles

understood, verbal

support given, but no

personal involvement

Process Improvement

discussed but no formal

responsibility assigned

Process Improvement

Training agreed, method

selected

Approach defined,

selection criteria agreed.

Team structure(s)

agreed within senior

management


identified and short-

listed


for establishing

Stakeholder

requirements.

Current state analysis

agrees current

integration


agreed and


management.

0

Has no Interest Structure Completely

lacking

No Process

Improvement Training

Non identified No Improvement

Projects

Not identified No Progress Not identified No action

Copyright 2004 - The BPM Group - All Rights Reserved

TM

Steps for Using ORCA

1. Identify the Participants

2. Arrange the ORCA Process

3. Undertake the Review

4. Assess the Results

5. Prepare the Findings

TM

Identify the Participants

Identify a representative cross

sample:

the senior management team

key process practitioners

front-line staff

TM

Arrange the ORCA Process

Plan the process to complete within two

weeks

Brief the ORCA team

Supply the ORCA team with the template

Confirm meetings/workshops for the ORCA

sessions

TM

Undertake the Review

Brief the participants

Complete the template

Co-ordinate data entry

Resolve issues

TM

Assess the Results

Review current situation

Discuss future aspiration

Agree Gap(s)

Determine Transition Plan

Confirm Action Plan

TM

Prepare the Findings

• Report to the Board/Sponsor

• Confirm Program

• Implement Change

TM

For More Information

• [email protected]

– To contact us.

• www.bpgroup.org

• www.bp2009.com

– To catch the latest news on BPM and 8 Omega

http://www.bpgroup.org/

http://www.bp2009.com/

TM

8 Omega ORCAOrganization Readiness & Competence Assessment

Steve Towers

Chief Executive Officer

BPM Group www.bpmg.org

tm