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Copyright © 2010 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
Mastering a
Business Process Management Capability:
From Vision to Value
Dr. Mathias Kirchmer
Accenture – Business Process Management
August 2010
Excerpt
Contents
• Why do you need a BPM capability?
• What does it take to build and manage a BPM capability?
• How did organizations get started building their BPM capability?
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Global Trends lead to a
Continuously Changing Business Environment
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Change
Process Management helps dealing with Change successfully –
A Lifecycle Approach provides immediate and durable benefits
Elimination
Simplification
Optimization
Standardization
Automation
Transparency
Agility
Efficiency
Su
sta
in P
rocess P
erfo
rman
ce:
BP
M C
ap
ab
ility
Benefits Operational Process Process of Process
Management
Transparency Quality, Risk reduction,
Safety, Compliance
Launch the right
initiatives, avoid failures
of process-oriented
projects
Agility Flexibility (cycle times,
etc.), Increased revenue,
process harmonization
and standardization
Link strategic decisions
to operational execution,
speed up decisions
Efficiency Cost reduction, Eco
goals (emissions, etc.)
Avoid redundant process
work (e.g. analysis), use
synergies systematically
Examples of Benefits of BPM-Lifecycle
Contents
• Why do you need a BPM capability?
• What does it take to build and manage a BPM capability?
• How did organizations get started building their BPM capability?
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7Copyright © 2008 Accenture All Rights Reserved.
Business Process Management -Lifecycle (BPM-L)
Establishing a BPM-L Capability –
The Core Components
Business Process
Repository
Business
Architect
Process
Modeler
Business
Manager
Data
Architect
BPO
Trainer
Market
analyst
Partner
Manager
Help
Desk
System
Admin
Central? Both BU Both Central Central Central Central Central Central
Offering PHASE 1 1 1 1 3 2 2 2 1
Define KPIs, Analysis and design processes 1 Contribute Execute Request
Process and EA repository management 1 Contribute Contribute Execute
Knowledge harvesting / best practice
management 2 Contribute Contribute
Modeling and design standards 1 Contribute
Nomenclature and other standards 1 Contribute
Provide modeling and repository tools 1 Contribute
Business cases for process management 1 Execute
Market research 2 Execute
Vendor Management 2 Contribute Execute
Modeling training 3 Execute
Host system for repository 1 Execute
Process management related training 3 Execute
Enforce Governance 1 Execute Contribute
Create Process Culture 2 Contribute Contribute
IM / Data related Standards 1 Execute
IM / Data related project initiatives 1 Execute
Support BU to identify process related roles 1 Execute
Define Metrics to be measured / events to be
monitored 3 Execute
Provide BAM/Monitoring Standards 3 Execute
Scorecard approach / Audit 3 Execute
Guide focus & priority of 6 Sigma and similar
initiatives 3 Contribute Execute
Vendor Management 3 Execute
BPM-L Strategy
BPM-L Modeling and
Repositories
BPM-L Governance
Process of
Process Management
BPM-L Performance
Monitoring
Process Management Maturity
Analysis and BPM Strategy
BPM-L Process
Outsourcing
Target the right Maturity Level
Capabilities Ad-hoc Basic Emerging Managed Excellent
Process Management Strategy Formulation
Process Strategy Alignment
Process Management Strategy Framework
Process Ownership
Process Management Organization
Process Management Service Offerings
Process Management Operating Model
Process Design
Leadership Commitment and Attention
Management Application of New Processes and Systems
Personal Communication
Personal Involvement/Impact
Feedback Responsiveness
Plan risks Management
Identify Risks
Estimate Costs
Pro
cess M
an
ag
em
en
tC
han
ge M
an
ag
em
en
tP
roje
ct
Man
ag
em
en
t
Estimate Costs
Focus on “High Value” Process Improvements
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Process Impact Matrix (PIM) Capability
Assessment
Model (CAM)
“Key Impact Processes”Improvement Options
Establish the necessary Process Governance
Business Process Governance involves the following components:
A high level model of the company’s main,
cross-functional processes
Clarity on the high level goals to frame the
definition of key performance indicators
(KPI) to monitor the performance of these
business processes
Accountability for the improvement and
management of business processes
A clear formal structure for the description
of business processes and the related
aspects (Architecture/Repository)
Aligned recognition and reward systems
The set of priorities in improving key
business processes
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Process Governance
Process Management
Operational Process
Establish a Process Repository as basis for your BPM-L
Management of process excellence requires
capturing and documenting processes in the
format of process models.
A business process repository is a vehicle to
store process models and process-related
information in a dynamic easy to re-use
format as a basis for process management:
• Standardization of processes
• Rollout of best practices
• Definition of business requirements for IT
• Implementation of IT, e.g. ERP, SOA
• Operational risk analysis
• Quality, cost and cycle time improvement
initiatives
• Bottle neck analysis
• Third-party collaboration activities
• Others
Sample Business Process Repository
Business Process
Repository
13
Business Process Automation Engine (Integration Technology)
Orchestration
Integration (EAI)
User
Inte
rface Infrastructure / Middle ware Platforms
BP
EL
BP
EL
BP
EL
Process Models
Business
Process
Repository
Services (Applications)Service 4BService 3Service 2 Service 4A
Reference Models for “Process Components”
Service
Repository
Application Component
(SAP, Oracle, etc.)
Process Reference Models Tools & GovernanceMetrics and Benchmarks
BPM-L enables the business value from
SOA and other approaches to Process Automation
Accenture Business Process Reference Models –
Accelerator for BPM-L
Accenture has developed a comprehensive set of reference models
for 71 industries spanning all segments and capabilities of an
organization in each industry.
The Accenture business process repository consists of over 20,000
information models of various types.
• Value trees – how the value drivers map to the core processes
• Offering model – list of the offerings an organization has for its
customers
• Logical operating model – business processes housed in a logical
structure
• Hierarchical process decomposition
• Detailed process flow models – activity based process flows
• Organizational models/roles – typical organizational structures
• KPI frameworks – key performance indicators which drive the
organization
• IT frameworks – how can process be implemented using IT
• Capability assessment models – help the organization differentiate
from its competitors
15
BPM-L Process Monitoring –
Identity current Process Performance systematically
Segmented Performance
Data
WhatHow
Why
As-Is-Process
Instances
(Example: ARIS Process Performance Manager from IDS Scheer)
Performance Data
Contents
• Why do you need a BPM capability?
• What does it take to build and manage a BPM capability?
• How did organizations get started building their BPM capability?
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Start at any Phase of the Lifecycle –
But keep the “Big Picture in Mind
