As with any other function in a Business, organisations recognise the need to establish a more robust Business Process Management (BPM) discipline. They do this to scale up their performance, or as we put it: “to enable the journey to the next generation enterprise”. BPM transforms strategy into execution – getting those good ideas into consistent execution, at pace, with certainty.
The BPM-D® Framework is a patent-pending architecture and toolset to establish the right BPM Discipline in an organisation. This sets a reference framework for the BPM discipline and is a useful guide to improving this capability regardless of the current maturity of your BPM function. Both organisations with mature BPM and those starting the journey have already benefited from this pragmatic guide.
The BPM-D® Framework helps resolving current issues and preparing the way for agile innovation and growth. The BPM-D® Framework describes the “Process of Process Management”, as you should do of any major process, with reference to the ARIS framework. It details the major functions, who executes them (organisation and roles), what information they use (Data and Systems together necessary approaches, methods and tools), delivering best value in the specific business situation of an organization.
The BPM-D® Framework helps to realize the full potential of the BPM Discipline of an organisation. The 4 major components of the framework are summarised in the sections below.
BPM-D® Value
The BPM discipline is only as good as the value that it generates. The BPM-D® Framework Value Model details the major potential areas where value can be found and outlines pragmatic approaches to identify and then focus all BPM development efforts (projects) on delivering this value.
BPM-D® Process
At the core is the “Process of Process Management” – the BPM-D® Framework Process Model. This is a reference model of the project-based and asset-based processes you would expect to find in a effective BPM discipline. As with any good reference process model, it is detailed through 4 layers of decomposition with descriptions, reference methods, and best-practice examples.
We have further encapsulated this extensive knowledge into a capability assessment tool. This provides a ready-reconner to gauge where an organisation is on their journey to implement BPM and to prioritise those areas of focus that will drive the most business value.
BPM-D® Organisation
Processes are merely descriptions of “what we do” and the roles and responsibilities for executing BPM are detailed in the BPM-D® Framework Organisation Model. This is a reference model that recognises the various internal and external roles that play a part in delivering an effective BPM Discipline. It also includes a reference organisation structure together with examples of how this has been implemented in other organisations. Best practices are described and included in the BPM capability assessment (described earlier).
For most of the major roles this also includes an outline of their responsibilities and key performance metrics. Implementing BPM requires clarity of the governance. Who is allowed to design and change processes and who is responsible for their successful implementation and performance. The model includes recommended governance structures that pragmatically overlay sound process management on existing (often complex) organisations.
BPM-D® Data
The processes are all then mapped to the BPM-D® Framework Information Model. This is a reference model that details all the major data entities required to bring the processes to life. We have examples of the attributes of these entities and what media they would most effectively be stored in. If in a repository, guidelines of the modelling techniques to be used for each of the entities and how to represent these and bring them to life.