Business Process Management Center of Excellence

Copyright © 2009 Appian. All rights reserved.

Maximizing BPM Success with a Center of ExcellenceSandy Kemsley, Kemsley Design Ltd.

www.column2.com



Agenda

Why create a BPM CoE?

What functions does a CoE provide?

How do you build a CoE?


Benefits and Drivers for a BPM Center of Excellence


Expected Benefits of a CoE

Knowledge transfer

Synergies between BPM projects

Shared code and components for increased reusability

Results:Faster deployments

Lower costs

Standardized, repeatable BPM projects


Measuring the Impact

Forrester survey, October 2007:

“What impact have BPM efforts had on your enterprise to date?”

“Did the BPM project deliver on your organization’s expectations or goals?”

“Has a team been created to provide BPM guidance?”

Source: “The EA View: BPM Has Become Mainstream”, Forrester Research Inc., February 19, 2009


CoE Correlates with Business Improvement

Forrester survey results:

Of the companies experiencing clear, measurable improvement due to BPM, 49% have a CoE

Of the companies that have had no success with BPM, 4% have a CoE

“Clearly, while a BPM CoE may not be a panacea for BPM success, having one in operation significantly increases the odds of BPM success.”


What Functions Does a CoE Provide?


Skills

BPM knowledge and skills that are too rare to maintain in each project

BPM methodology

Process engineering

BPM tool usage

Mentoring and project-specific advice

Training and skills transfer to project


Governance

Creating common BPM principles and methodologies

Ensuring that principles and methodologies are used


Repository

BPM training materials

Process specialists on projects

Process participants

Best practices and techniques

Common code/components

Shared (sub)processes


Community

Shared ideas and problem-solving

Better view of end-to-end processes across enterprise

Potential to combine common processes

Promoting shift from departmental to enterprise scale projects


Building a CoE


Basics of Creating a CoE

Executive sponsorship and involvement

Establish a BPM methodology independent of technologyTerms and definitions

Standards

Best practices

SOA alignment

Co-locate the expertise and define roles and responsibilitiesBusiness and technical

Practical and visionary


From Project to Program

CoE:

1st BPM project

Plan Core team Expand team

2nd BPM project

ResourcesResources

Resources

Resources

Time


CoE Roles

Chief Process Officer or process czar

Steering committee

Project manager

Enterprise architect

Business process analyst/process architect

BPM developer

Process modeler

User Acceptance Testing and Quality Assurance

BPM software administrator


Key Takeaways

A CoE accelerates your ability to succeed with BPM

Shared skills

Best practices

Enterprise-wide process synergies

CoE functions

Skills

Governance

Repository

Community


Questions?

Thank You!

Sandy Kemsley

www.column2.com

Business Process Management Center of Excellence

Business

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