South Africa BPM Workshop
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The document discusses the idea behind an upcoming two-day workshop on advanced business process management techniques. It notes that while many companies have undergone restructuring and optimization efforts, most have not fully adapted to the pace of globalization and technological change. The workshop aims to teach participants how to design efficient and effective business processes that more closely align with customer needs in order to gain competitive advantages. The course outline indicates the workshop will cover process diagnostics, improvement opportunities, and aligning all processes to achieve successful customer outcomes.
South Africa BPM Workshop
- 1. CONSULTING EVENTS ABOUT US RESOURCES STORE 1 2345 Johannesburg: 2 8 - 2 9 M a y ' 1 3 | Cape Town: 3 0 - 3 1 M a y ' 1 3 About Jennifer Course Benefits Registration Contact Us Idea behind the workshop Follow Us Does the following strike a chord? Let’s consider the following all too common scenario – "As with many companies, the recent recession has forced cut back on costs. "The low hanging fruit" in terms of the most obvious cost cutting initiatives have already been taken. Consulting companies have been hired to help re-structure the enterprise and optimise therefore expediting business recovery. However, despite all efforts, business change for the better is still slow. What do we do next?" Why are there still massive opportunities to improve Although many in Western economies are in a business performance in companies that have been state of denial, we are undergoing the greatest through many previous rounds of restructure and reorganization in the business world since the traditional optimisation? Industrial Revolution. If you somehow haven't Although now starting to change, most companies have not yet noticed it yet, there is a loud and clear wake-up appreciated that the business world is going through the greatest call in the air that can be heard everywhere. It's reorganisation since the industrial revolution, therefore not called globalization, and it's being brought to you changing their approach to change, making the mistake that the by three billion new capitalists from China, India, approaches that served them so well in the last years will endure. and the former Soviet Union. The information age which started in the second half of the 20th No matter what industry you are in, no matter how Century is quickly morphing into the customer age with massive successful you are, it's time to get ready for the implications – opportunities for those who address but significant world as it will be --a world where your customers issue for those who fail to react quickly enough. There are many have new choices from a sea of suppliers from case studies which illustrate where this is happening. across the globe. Our Company Structures --Peter Fingar Most companies have a functional structure with “division of Executive Partner, Greystone Group labour” fundamental that has changed little since the industrial revolution. Functional silos grow and change over time to address Author of Extreme Competition: Innovation and the demands placed on them within the company. The original the Great 21st Century Business Reformation consequence of ‘labour division’ was a 240 times productivity improvement. The fundamentals of company structure still exist largely unchanged today and have now become the biggest reason why companies are underperforming or failing. 98% of the workforce of most organisations have either no contact with the customer or have only a limited understanding of the customer, their drivers and what he/she really needs. Under the existing division of labour principles, why should they? They have to do a job within the company and either answer to or deliver something to somebody else within the company – the concept of “the internal customer”. Over time the demands on the functional silos change – this may be to improve quality, reduce defects or improve a service to what the internal customer states is required. Because 98% of the workforce are divorced from the customer base then the only measures of success that can be used is the requirements for improvement Have you got your FREE Copy yet? as defined internally. Overlay the more, cheaper, faster, better quality demands and the focus is firmly fixed on “inside-out” “In Search Of BPM Excellence : Straight from the thought leaders (2006)” thinking looking at process change in the traditional domain. Companies traditionally have tried to combat
- 2. this by using “voice of the customer” and other techniques which leave only very limited insight – the problem for the 98% of us focussing on the internal customer we simply are just not aware what is missing!! Is this a problem? Well, simply – YES. Because of the focus on what we are doing and trying to deliver or Enterprise BPM please the people we are answerable to – the internal customer then we are doing lots of things that do not Workshop contribute to what the customer – ie the person who pays for the goods and services - really needs. That’s » Ghana » Poland inefficiency that none of the existing Enterprise Performance Improvement methodologies have been able to » France » Russia » Denmark » Switzerland identify or drive out. The vast majority of companies are carrying out a huge amount of work that is simply » Belgium » South Africa not contributing to what the customer needs adding complexity, cost and ultimately service. Change in Customer Behaviour The customer base whether it be the corporate or the individual consumer now has access to choice at unprecedented levels. We can obtain information or advice on almost anything at the press of a button and whereas we used to be restricted to either what or where we buy, the world has become a global supermarket for pretty well every product or service available. Economic globalisation has compounded the problem as trade barriers between nations and regions are effectively dismantled. In some industries supply effectively exceeds demand with the only apparent differentiator being price. The view that customer focus should be packing in as much of what a customer wants into a product/service without killing the cost base is fortunately a complete fallacy. The companies who align their structures, processes and capability most closely to what the customer actually needs (not “wants” – discussed later) are likely to sell more than their competitors. Customers are becoming more informed about alternative options. They are more likely to change allegiance. They are more likely to rebel if they don’t get what they perceive they want/need. This applies to all industries whether we are selling insurance products or building submarines. Pace of Change in Producing New Capability The pace of change and accelerated technology advances means new products/services or variants are being produced increasingly quicker as most companies try to compete in this new but constantly evolving landscape. We observe this every day and its placing a huge pressure on our organisations. This increased capability/reduced price and reduced time to market is now a factor in virtually every one of our industries. We have to compete, because if we don’t then the customer base will quickly find those organisations that can and they will stop buying. Most companies address this by using traditional techniques to produce better/cheaper/faster without realising there are huge opportunities sitting “under their nose” if only they could look at their business through a different “set of glasses”. And to the Programme? The enterprises are exploring modular architecture to isolate their business processes from their applications, which gives them the flexibility to add, upgrade or replace applications in their information technology environment without redefining all of their process interfaces. The business process management (BPM) market at $1.0 billion in 2005 is expected to more than triple to $3.8 billion by 2012. The services oriented architecture (SOA) market at $450 million in 2005 is expected to grow rapidly through 2012, reaching $3.2 billion. One of the most challenging issues in BPM is not the question of "If" it is the question of "How." This two- day program will focus on how to do design and implement efficient and effective business processes, to more effectively support the way our enterprises are adapting. Learn from the lessons from decades of real experience with real (and successful) BPM initiatives for taking BPM from promise to practice. This will be great primer for beginners and will provide new insight & fresh ideas for people with experience in BPM. Rest assured, you will never think about business in the same way again. Learn new methods which you can take back and apply immediately into your organisation. If you are traveling, you may like to attend the program city near you Enterprise BPM in April 2013 Poland Ghana Russia Enterprise BPM in May 2013 France Denmark Belgium South Africa Switzerland Consulting Buy Enterprise Architecture Center of Excellence Ask the Architect Credits Online Learning Licenses
- 3. Business Process Management Application Rationalization Webinar Licenses Online Consulting Enterprise SOA Architecture Assessment Workshop Registration Onsite Consulting Resources Useful Links Architecture Gallery Architect Skill Quiz Why iCMG Site Map Short Videos E-Learning Architecture Awards 2013 Career iCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy
- 4. CONSULTING EVENTS ABOUT US RESOURCES STORE Follow Us Jennifer (Slade) Van Wyk - BP Group Licensed Coach Consultant, iCMG Jennifer van Wyk has more than 20 years professional experience. She has worked as a business analyst and project manager for many years. She has helped organisations in re-engineering processes and designing solutions that set them apart from the rest. She has been a licensed coach with the BPGroup for almost 3 years now. Her experience and practical ability to assimilate requirements and come up with solutions is what makes her a driving force. Jennifer is a detailed and analytical minded individual. She is passionate about process and ensuring she works to international Standards. She is delivery orientated and looks at the benefits to the organisation as a whole. Specialties: Her specialties are as follows: Customer-Centric Process Development Enterprise Business Process Management Outside In (OI) Organizational design and implementation Tell a friend Customer experience Change management Upcoming Webinars Business process management and re-engineering Wed, Apr 24, 2013 Business Process Improvement Enterprise Certified Process Professional and coach Architecture - Essentials for Decision Makers Testimonials Thu, Apr 25, 2013 Tips & Traps - “I've worked with Jennifer before in a Business Process Management project at Architecture driven her previous company and I was impressed by her professional approach and IT migration & attention to detail regarding the business outcome and requirements for the modernization project. roadmap Have you got your FREE Copy yet? In addition her knowledge in business process optimisation and transformation initiatives and how to approach them correctly is excellent.” “In Search Of BPM Excellence : - Account Executive, Metastorm, Straight from the thought leaders (2006)” January 19, 2011 “Jennifer is a driving force and has an eye for the practical real world delivery. Calling it as she sees it and a joy to work with someone who shoots straight Enterprise BPM and achieves a top class delivery. One of those few and far between people Workshop with a foot in the now but an eye to the future I am pleased to call her a friend » Ghana » Poland and colleague who I heartily recommend.” » France » Russia » Denmark » Switzerland - Steve Towers CEO & CPP Champion®, Business Process Management BPM » Belgium » South Africa Guru | Outside-In | BPM Exec Advisor | BPM, BPM Forum November 24, 2010 “Jennifer is a professional individual who operates with the highest degree of integrity, confidence and trust. Her assignment was to lead one of the toughest workstreams on a process-improvement programme, involving all process directors and their senior staff members; high degree of complexity and risk. Judging her methods, skill, mode of communication, etc. I was not surprised when the Process directors applauded her efforts for a job well done. Indeed, Jennifer is one individual I would have on my team on any given occasion - or any given challenge!” - Programme Manager, Standard Bank
- 5. February 4, 2011 “Jennifer has a knack to cut through detail and distill the essentials of a job, her approach is time efficient.” - Managing Director, Thinking Dimensions Business Improvement January 21, 2011 “Working with Jennifer was an absolute pleasure. She very quickly understood the objective and consistently provided content that had pushed the boundaries of what we were looking for. Speed and quality were also well balanced.” - Process Director, Standard Bank January 21, 2011 Consulting Buy Enterprise Architecture Center of Excellence Ask the Architect Credits Online Learning Licenses Business Process Management Application Rationalization Webinar Licenses Online Consulting Enterprise SOA Architecture Assessment Workshop Registration Onsite Consulting Resources Useful Links Architecture Gallery Architect Skill Quiz Why iCMG Site Map Short Videos E-Learning Architecture Awards 2013 Career iCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy
- 6. CONSULTING EVENTS ABOUT US RESOURCES STORE Follow Us Course Overview The Certified Process Professional (CPP) Program takes BPM Training to an entirely new level. This premier WORKSHOP is designed for those seeking professional skills in process management, process improvement, process alignment and innovation. The Advanced Business Process Management Methods and Techniques that Deliver! Uncover Process Improvement opportunities in just hours Identify Actions that will reduce process inefficiency by 30% to 60% within 90 days of deployment Delight your Customers (making them your biggest advocates) through Successful Customer Outcomes Innovate to compete, set the market trend and even dominate your industry The Certified Process Professional program builds your competency in delivering these essential benefits in literally everything you do. Unleashing the power of process in your organization today. A dynamic and comprehensive approach to creating and managing enterprise processes that deliver sustained high performance, encompassing the full range of management systems and practices. Content based on the experiences of hundreds of companies and the BP Group (www.bpgroup.org) networks ongoing research. Tell a friend Upcoming Webinars Wed, Apr 24, 2013 Course Outline - Level one Enterprise Architecture - Introduction to Advanced Business Process Management – Process Essentials for Optimization Decision Makers Learn to Apply process diagnostics to existing processes, calculate causes of work Thu, Apr 25, 2013 and points of failure, and identify actions that can be taken to improve them. Develop a Tips & Traps - structured approach accessible by everyone in the organisation to enable immediate Architecture driven and significant performance improvements. Create a sustainable operational and IT migration & strategic method suitable for both dramatic and steady state improvements. modernization roadmap • Apply process diagnostics to any existing process or service. Have you got your FREE Copy yet? • Understand and identify moments of truth, breakpoints and business rules “In Search Of BPM Excellence : Straight from the thought leaders (2006)” • Determine the magnitude of the points of failure performance factor and causes of work performance factor of the process. • Calculate the points of failure causes of work performance factors then graph it on the maturity scales. Enterprise BPM • Identify actions that can be taken to improve the process. Workshop » Ghana » Poland • Identify actions that will significantly reduce the process points of failure and causes » France » Russia of work of the process. » Denmark » Switzerland » Belgium » South Africa • Identify actions that can be completed in less than 90 days (often much less). • Analyze the benefits versus cost (resource/time/degree of change) for each action • Clearly identify “low hanging fruit” – actions that require minimal investment versus return • Apply process diagnostics to a customer focused (SCO) process. • Determine the points of failure performance and causes of work performance process factors. • Conduct the risk assessment on the business and customer including • Identify actions that can be taken to improve the process. Review the various techniques and approaches to improving process (useful • internal materials) Understand and apply the Customer Expectation Management Method • (CEMMethod) as an Advanced Process Management approach
- 7. Course Outline - Level two Advanced Business Process Management – Process Alignment to Successful Outcomes Develop the insights and techniques to align all processes with successful outcomes, and in doing so create the capability for the organisation to win the triple crown i.e. reduce costs, improve revenue and enhance service. Go beyond the triple crown into the Fourth Wave of BPM to way exceed the benefits derived from 3rd Wave approaches such as Six Sigma and Lean. Create the ‘game plan’ that reaches and convinces the Lead team for immediate success. • Understand the concept of Successful Customer Outcomes and review recent case studies of global champions. • Define Successful Customer Outcomes for any process, product or service. • Create the 7 step action plan for crafting Successful Customer Outcomes. • Develop the SCO mind map for any process, product or service. • Understand the substantive difference between customer wants, desires and needs. • Learn how to identify clearly customer needs and expectations (even when the customer doesn’t know it themselves) • Understand Current and Future State Process Models • Develop a Current State Process Model – individual, team and enterprise wide. • Utilise CPP Level One skills (learned on Day 1) in conjunction with the Customer Expectation Management Method (CEMM) and the Advanced Process Management approach to analyse the Current State Model • Assess the Risk factors (organisation and customer) identified in Current State Modelling • Develop the Risk Assessment Profile against a matrix of the 8 key factors that drive performance improvement • Prepare a Risk Assessment Profile that informs the Future State • Develop and substantiate an Action Plan to mitigate risks Consulting Buy Enterprise Architecture Center of Excellence Ask the Architect Credits Online Learning Licenses Business Process Management Application Rationalization Webinar Licenses Online Consulting Enterprise SOA Architecture Assessment Workshop Registration Onsite Consulting Resources Useful Links Architecture Gallery Architect Skill Quiz Why iCMG Site Map Short Videos E-Learning Architecture Awards 2013 Career iCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy