The tasks of the CPO can be directly deducted from the definition of the PoPMa that he owns (see reference model in figure 2) and his company-wide integration role (see figure 3). There are five groups of tasks:
As part of his general integration tasks the CPO defines and owns the overall PoPMa of the organization, for example based on a reference structure as shown in figure 2. He drives a cross-functional culture in which people think about how they fit into the overall end-to-end process and what that means for their work. The CPO is the overall contact for all process related topics and provides input in the strategic business planning.
Core of the project-related planning task is the management of a BPM strategy. This includes the identification of the high impact high opportunity processes of an organization on which BPM initiatives focus, the identification of required capabilities and capability gaps as well as the definition of the overall process management agenda. The process management agenda includes high-level business cases that allow the prioritization of projects.
Project-related execution task include the launch and oversight over improvement initiatives as well as the ongoing BPM operations. Typical operations tasks are the organization of a value-realization approach that enforces the ongoing focus on value, even after the project has concluded, or the procurement of administrative parts of the PoPMa as externally delivered Managed Services.
The organization of an Enterprise Architecture (EA) approach and the appropriate process governance are key asset-related planning tasks. The governance related-tasks are crucial for a successful BPM-Discipline. They include the definition of governance related roles, like process owners, and procedures as well as the organization of governance bodies, e.g. for the process owners to take cross-process related decisions.
Asset-related execution tasks include the development of capabilities in various improvement methods, like a process transformation approach, so that those can be applied in improvement projects. A key task is to organize people enablement initiatives, like change management (ongoing or as part of a project) or the launch of BPM communities. Last, but not least, the direction and oversight for tool and technology related assets, like: repository tools; process execution systems; social platforms; or process intelligence tools, comes from the CPO. A increasingly important role he/she plays here is the use of “Big Data” and in-memory applications to enable next generation of business processes, for example regarding the predictive maintenance as part of a service processes of a machinery company.
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GeneralStrategy Execution in a Digital World: The Discipline of BPMProcess Modelling IntroductionValue-driven Repository ManagementRapid Process ImprovementAchieving Compliance with DMNBuilding an Organisation for Value-driven BPMPerformance & KPI ManagementTarget Value, Create Your Process AgendaImplementing a Successful Automation (RPA) PractiseValue-driven System ImplementationIntegrated Customer Journey PlanningSystem Design & Requirements GatheringProcess SimulationTargeted Innovation to Maximise PerformanceEnabling Process Standardisation & HarmonisationThe Process of Process ManagementValue-switch to DigitalisationControlling your Systems with Application ArchitectureLean Six Sigma in a BPM ContextProcess Mining: Delivering ImprovementProcess Mining Advanced Technical Training
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