orca overview
DESCRIPTION
Organisational Maturity is an important aspect of business transformation. Knowing where you are, where you want to get to, and then undestanding the journey will determine your success. ORCA is part of the CEMMethod(tm) approach and this overview provides guidance on its deployment.TRANSCRIPT
TM
8 Omega ORCAOrganization Readiness & Competence Assessment
Steve Towers
BP Group www.bpgroup.org
tm
TM
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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
Process Improvement is
part of the day to day
activities and culture of
the organisation
Everybody trained.
Process Improvement is
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
Tools and techniques
identified and short-
listed
Responsibility assigned
for establishing
Stakeholder
requirements.
Current state analysis
agrees current
integration
Accreditation process
agreed and
communicated to senior
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
Process Improvement is
a normal part of the
culture, holds reviews
and audits units
Process Improvement is
part of the day to day
activities and culture of
the organisation
Everybody trained.
Process Improvement is
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
Tools and techniques
identified and short-
listed
Responsibility assigned
for establishing
Stakeholder
requirements.
Current state analysis
agrees current
integration
Accreditation process
agreed and
communicated to senior
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
– To contact us.
• www.bpgroup.org
• www.bp2009.com
– To catch the latest news on BPM and 8 Omega
TM
8 Omega ORCAOrganization Readiness & Competence Assessment
Steve Towers
Chief Executive Officer
BPM Group www.bpmg.org
tm