Certified Business Process Professional (CBPP

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• Certified Business Process Professional (CBPP)
• Study Session
• Part 4
• Sept. 15, 2010

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House Keeping

• Only the call in option is available today to
  increase the recording quality of the webinar
• An On Demand version of this will be available
  through the ABPMP website
• A PDF of the slides will also be available for
  this webcast with the On Demand version

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Todays Topic Review Chapters 8 and 9 of the BPM CBOK The Process Organization 7.0 Enterprise Process Management 8.0
Tony Benedict, President of ABPMP Jon Strickler, ABPMP Denver Chapter


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BPM CBOK Knowledge Areas
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7.0 Process Management Organization

• 19 Questions 14 of the Exam
• 7.1 Process Management Roles
• Distinguish between the horizontal focus of the
  organization versus the traditional vertical
  focus
• Understand the definition of a process centric
  enterprise and the impact it can have on
  managements accountability for performance
• 7.2 Characteristics of the process culture
• Understand what the characteristics of an
  enterprise process culture are and how they
  support the process centric strategies

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7.0 Process Management Organization

• 7.3 Process Management and Governance Roles
• Define the role of the process owner
• Describe how the process owners responsibilities
  differ from those of the functional manager.
• Describe and distinguish the different roles of
  the process owner, the project manager, the
  process analyst and the process governance team
  to accomplish their main responsibility
• 7.4 Organizational Change Management
• Understand how process integration will impact to
  the traditional organizational structure and
  management roles
• Define the change management issues encountered
  in implementing process changes and role
  definition.

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8.0 Enterprise Process Management

• 8.1 Enterprise Process Governance
• Understand concepts of the Enterprise Process
  Management as a way of expressing strategy in
  terms of cross-functional activity
• Identify main factors that impact
  cross-functional enterprise decision making
• Describe reasons and objectives of Enterprise
  Process Governance
• Describe benefits of EPM and importance of
  business knowledge, roles and responsibilities,
  goals and priorities
• Describe aspects of the Customer Centric
  Measurement Framework
• 8.2 Process Frameworks
• Uses and benefits of different frameworks to
  achieve the benefits of establishing of common
  definitions and standardized processes
• Describe major elements of an Enterprise
  Framework Model

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Objectives of EPM

• Define the large cross-functional business
  processes which deliver customer value
• Articulate the organizations strategy in terms
  of its cross-functional business processes
• Assign accountability for the improvement and
  management of the organizations cross-functional
  processes (chapters 2 8)
• Define the performance measures which matter to
  customers (chapter 7)
• Define the organizations level of performance in
  terms of these customer centric measures

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Balanced Score Card is an Example of EPM
Methodology
http//www.balancedscorecard.org/bscresources/abou
tthebalancedscorecard/tabid/55/default.aspx
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Importance of EPM

• Provides customer centric view and accountability
  for performance
• Helps build an organization of discipline
• Provides an understanding of the work and roles
  across traditional org boundaries (e.g. knowing
  the business)
• Equips management to insist on realism
• Assists leaders in setting clear and realistic
  goals and priorities

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Enterprise Process Frameworks

• Value Chain Group Value Chain Reference Model
  (VRM)
• Supply Chain Operations Reference (SCOR)
• American Productivity Quality Council (APQC)
  Process Classification Framework
• MIT Process Handbook Business Activity Model

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Supply Chain Operations Reference
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APQC Process Classification Framework
http//www.apqc.org/portal/apqc/ksn/PCF_5x.pdf?paf
_gear_idcontentgearhomepaf_dmfullpageselectco
ntentitemdocid152203
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MIT Process Handbook Business Activity Model
http//mitpress.mit.edu/books/chapters/0262134292c
hap8.pdf
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Process Repository Management

• A central location for storing information about
  how an enterprise operates
• Administration activities include
• Create repository structure
• Define and maintain procedures for controlling
  changes
• Mapping processes to applications and data
• Providing infrastructure
• Importance of repository administration
• Ensures consistent communication
• Maintains information to define, measure,
  analyze, improve and control business processes
• Facilitates collaboration by enforcing a
  methodology focusing on end-to-end process

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Key concepts Enterprise Process Mgt

• Enterprise Process Management EPM assures
  alignment of the portfolio of end-to-end business
  processes and process architecture with the
  organizations business strategy and resource
  allocation. It provides a governance model for
  the management and evaluation of initiatives
• EPM is an essential management practice that
  provides the means for a company to create value
  for its customers
• The role of measurement is indispensable to
  maintaining a customer centric focus and assuring
  accountability for the performance of the firms
  large cross functional business processes
• EPM has three essential requirements
• A customer centric measurement framework,
• An enterprise level process schematic, and
• An enterprise level process improvement and
  management plan
• Business processes must be associated to a clear
  strategy

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Key concepts Enterprise Process Mgt

• Successful process governance requires clear
  ownership and accountability assigned for each
  process
• The role of the Process Owner is to monitor
  performance and lead the improvement and
  management of the processes
• Process Owners must be given the means necessary
  to successfully manage the process
• EPM can engage the entire organization in
  executing strategy by clearly defining and
  communicating the means to accomplish it
• Process principles and practices positively
  influence leadership behaviors such as knowing
  the business, insisting on realism, setting clear
  and realistic goals and priorities, and rewarding
  the doers
• Enterprise Process Management involves the
  transition from expressing strategy in general
  terms or in financial terms to expressing
  strategy in terms of observable cross-functional
  activity and requires a shift in mindset and a
  new set of leadership behaviors

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Sample Questions

• CBPP

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An Enterprise Process Model provides a framework
to achieve 

• A) fewer levels across the organizationB) a
  simpler approach to managing processes
• C) the goal of vertical and horizontal
  collaboration
• D) a direction for successful Service Oriented
  Architecture

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An Enterprise Process Model provides a framework
to achieve 

• A) fewer levels across the organizationB) a
  simpler approach to managing processes
• C) the goal of vertical and horizontal
  collaboration
• D) a direction for successful Service Oriented
  Architecture

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The primary objective of Business Process
Portfolio Management does NOT include  

• A) Aligning project objectives with organization
  strategy
• B) Incentivizing successful project
  implementation
• C) Balancing risk among proposed projects
• D) Assessing process performance

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The primary objective of Business Process
Portfolio Management does NOT include  

• A) Aligning project objectives with organization
  strategy
• B) Incentivizing successful project
  implementation
• C) Balancing risk among proposed projects
• D) Assessing process performance

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Enterprise Process Management (EPM) best
practices do NOT require?  

• A) Being clear on the definition of the process
  beginning and end
• B) Focusing on the process from the customer's
  point of view
• C) Establishing process performance goals based
  on key metrics
• D) Defining all aspects of the end-to-end plan
  prior to launch

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Enterprise Process Management (EPM) best
practices do NOT require?  

• A) Being clear on the definition of the process
  beginning and end
• B) Focusing on the process from the customer's
  point of view
• C) Establishing process performance goals based
  on key metrics
• D) Defining all aspects of the end-to-end plan
  prior to launch

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