The BPM-D Application is an intuitive tool that is being developed in an agile approach to meet these requirements (Sims, Johnson, 2014). It is a web-based platform delivering the defined objectives. The result is an integrated enabler of ongoing strategy execution and digitalization for the next generation enterprise.
The BPM-D Application provides the functionality in the key priority areas identified above in figure 7 and then integrates where appropriate with a series of other tools that currently digitalize other functional areas of the PoPM. The integration of the application to other modules is enabled by the prevalence of XML as a standard for data communication. Hence, the BPM-D Application supports from the first prototype on focused integration with existing tools, enhancing the value that those tools deliver and avoiding re-inventing existing digital solutions.
The application consists of a set of modules as shown in the figure 8. In a following commercialization phase of this prototype those modules could be licensed separately.
Figure 8: BPM-D Application Module
The key develop tenets of the BPM-D Application are:
The Application modules are based on the BPM-D framework which segments into six main sections;
The overall architecture of the BPM-D application is shown in figure 9. This is a high level view, stressing
the importance of the integration into an existing PoPM-related software environment.
Figure 9: BPM-D Application Architecture
The basis of the BPM-D Application is the effective management of process knowledge. The definition of business processes in form of process models are typically well supported through modelling and repository tools. The BPM-D Application focuses on contextual and management information about the processes as shown in the Process Master module in figure 10. This has been developed using the comprehensive BPM-D Data Framework (Kirchmer, 2015), describing the data view of the PoPM.
Figure 10: BPM-D Process Master Module
On basis of this master data, the BPM-D Application systematically fills the PoPM gaps identified earlier.
The starting point is the connection of business strategy to the process hierarchy using the Value-Driver Tree and
Process Impact Assessment (Kirchmer, 2015). The easy to us value-tree creation page is shown in figure 11.
Figure 11: BPM-D Application Value Tree Creation
This intuitive interface helps to gather information relevant for process impact and maturity very collaboratively and then identifies the high impact and low maturity processes. Based on the ever-changing strategy, these priorities will also change. The BPM-D Application offers the process professional the ability to react to these changes in an agile manner, being well informed about possible impacts of this strategy change.
Another key component of the BPM-D Application is the Process Governance module. Identifying process performance gaps is only useful if it is clear who has responsibility and accountability for taking any process improvement action. Process governance is multi-dimensional as it needs to reflect three key organisational realities:
These realities need to be applied to all modules of the BPM-D Application to enable an effective support of the
PoPM. This is a pre-condition for a holistic integrated digitalization approach.
Translating the identified process performance gaps (high impact, low maturity processes) into improvement actions is achieved through the definition of work packages in the Process Agenda module. Here the responsible process owner can review the work packages that are already in progress and check how well they address the performance gaps. As shown in figure 12, a graphical interface assists in identifying how many current work packages are in progress in support of each process. It is clearly shown where there are misalignments in the focus of interventions. Where there are a number of work packages in progress impacting lower priority processes, these can be assessed and possibly stopped. High impact low maturity processes with no active work packages identify the need for initiating new action and where there are a number of overlapping work packages, these can be assessed for consolidation opportunities.
Figure 12: BPM-D Application work package analysis
In early discussion with a number of organisations that are evaluating the use of the BPM-D Application they consistently mention that this approach has numerous benefits in better focusing and aligning the portfolio of improvement initiatives in an organisation. It also provides the capability to much better identify and manage the value realisation of initiatives. Each work package is assessed in terms of its impact on delivering process improvements. Then through the process impact assessment KPIs can be identified. The impact that work packages therefore have on the KPIs can be quantified into a much more representative business case. This provides the basis for an effective value realisation approach.
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