5.0 BPM-Discipline to Sustain Value

Once business processes have been designed and implemented targeting business value, these results need to be sustained. You have to “control” and reevaluate your business processes, especially the high impact processes, to see if the KPIs remain in an acceptable range and adjust the design or implementation if necessary. Also changes in business strategy need to be reflected. Therefore the value-driven design and implementation approach needs to be part of the larger BPM-Discipline, the management discipline focused on moving strategy to execution, fast and at low risk. This BPM-Discipline is established through an appropriate “process of process management”, that manages the lifecycle of each business process to keep it on track (Kirchmer, Franz, 2014-2) (Franz, Kirchmer, 2012). This BPM-Discipline is visualized in figure 9.

Figure 9: The BPM-Discipline – Management Discipline to move Strategy into Execution

Providing appropriate process governance is especially important to make a BPM-Discipline reality and keep processes focused on creating value. This means that the process ownership, accountability and responsibility, as well as a mechanism to take decisions and execute resulting actions across organizational boundaries are defined (Kirchmer, Hofmann, 2013). In many successful organizations the “process of process management” is owned and focused on value by a chief processes officer (CPO) and operationally managed by a BPM Center of Excellence (CoE) with various operational roles (Franz, Kirchmer, 2012) (Kirchmer, Franz, 2014-1). Business processes require roles like process owners and supporting operative roles to be kept on target over time. These roles can be decentralized in business units or centralized, project based or permanent, inhouse or out-sourced.

The groups of extended and core roles of a BPM-Discipline are shown in the BPMD Organization Framework in figure 10. Targeting value in the design and implementation of processes only leads to real business success if that value is sustained through a BPM-Discipline and kept alive through people in the required governance roles.

The approach of value-driven business process design and implementation allows an organization to move its strategy systematically into execution. It aligns the modeling and implementation efforts with the strategic direction of the organization.

First experiences with real live companies showed that this approach helps on one hand to dramatically reduce process design and implementation times due to the efficient handling of commodity processes. Companies estimated more than 50% savings in time and effort. On the other hand it enables real strategic advantage though the innovation and optimization of high impact process areas based on the KPIs and the related strategic value-drivers.

Figure 10: BPM-D Organization Framework – Providing Process Governance

While the basic approach has proven to be successful in practice there are still gaps to close. In the design phase the systematic achievement of appropriate process innovation is still a topic that needs further research. Considering the importance of process innovation, this is a real key research topic. In the field of process implementation the integration of the process modeling and execution environments must still be improved. While there is quite a bit of progress on the software-side (Scheer, 2013) (Stary, 2012), there is work to do on integrating software and organizational governance solution. The biggest remaining challenge is to build the overarching BPM-Discipline to keep the value-driven processes on track while providing the appropriate degree of freedom necessary in an agile organization.


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