transformacion empresarial y evolucion bpm
TRANSCRIPT
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Enterprise Transformation &
the Evolution of BPM
Paul Harmon
Executive Editor
Business Process Trends
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Business Process Management (BPM)
A comprehensive, strategic approach toorganizing company change
At the high-level, a management
philosophy that emphasizes focusing on
processes and process performance
At the lower-level, a set of new toolsand technologies that can facilitate
better processes and more agile change
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We Have Lots of Technologies to Use
Business Rule
Management Systems
SEI's CMM for IT
1980s 1990's 2000s
Management
Business
Process
Redesign
Information
Technology
Workflow
Software Modeling Tools and Methodologies
(CASE, UML, MDA)
Quality
Control Total Quality
Management
Porter's Value
Chains
Business Process
Reengineering
Rummler-Brache
Performance Improvement
Performance
Improvement
Activity Based
Costing
Six Sigma
Lean
BPM
EAI
Packaged Software
(ERP, CRM)
Balanced
Scorecard
SCOR VCOR
BPO
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Today: Horizontal & Vertical Alignment
Sales
Department
Executive
Management
Strategy
Committee
VerticallyIntegrated
Measures,
Managers, and
Resources
Employees & IT Applications and
Infrastructure
Horizonally Integrated
ProcessesFrom Suppliers to Customers
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An Aside on the Meaning of Process
Value Chain
Business Process Business Process Business Process
ProcessProcess Process
Sub-Process Sub-ProcessSub-Process
Sub-Sub-Process
Activity Activity
Sub-Sub-Process
Architecture
SCOR Framework
Process Redesign ProjectsBusiness Rule Projects
Six Sigma ProjectsIT Automation Projects
SAP Process Models
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A Process-Centric Model
Strategy
Level
Business ProcessLevel
Specific Process
Value Chain
Plans
& Goals
ImplementationLevel
Process Automatedby IT SystemsProcess Performedby Employees
Physical Plant and Hardware Used.
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Three Critical Areas
Strategyand Goals
Specific
Activity
Strategy
Level
Business
Process
Level
Business Process
Implementation
Level
Physical Plant and Hardware Used.
BP Architecture
BP Analysis& Redesign
Organization
Performance
Mangement and
Measurement Issues
Involved inExecuting Actual
Business Processes
and Activities
Human ResourceArchitecture IT Architecture
Data
Architecture
Application
Architecture
Network
Architecture
Application
Designs
and Code
Database
Designs and
Data
Management
Systems
Technology
Architecture
Hardware Architecture
Job
Design
ActivityMeasurement
Plan
Activity
Management
Plan
Job Aids,
Training
Programs,
Knowledge
Management
System
Activity/
Performance
Monitoring
System
Plans, Budgets,
Hiring, Resource
Allocation,
Feedback,
Consequences
Human-ITInterface
Model
Screens
and
Reports
Logical
Level
Physical
Level
Lean Six
Sigma IT
BP Management
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The Process Management Alignment ProcessOngoing B usiness
Strategic Proces s
Business
Model
Management
Plan
Performance
Measures
Business P rocess A rchitecture
CEO
Value Chain
SubProcess
Activi ties
Process
SubProcess
SubSubProcess
Activi ties
Organizational Alignm ent
See that models, measures and managem ent plans arealigned with those above and below
Process
Hierarchy
Management
Hierarchy
Line
Managers
Middle
Managers
Supervisors
Bus Process Bus Process
Process
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BP Management
The Senior Management BP Team A Business Process Architecture
Process-Based Performance Measures Managers Trained to Use the Tools
A Management System that RewardsManagers for Using the Tools
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The Business Process Architecture
Strategyand Goals
Specific
Activity
Strategy
Level
Business
Process
Level
Business Process
ImplementationLevel
Physical Plant and Hardware Used.
BP Architecture
BP Analysis
& Redesign
OrganizationPerformance
Mangement and
Measurement Issues
Involved inExecuting Actual
Business Processesand Activities
Human ResourceArchitectureIT Architecture
Data
Architecture
Application
Architecture
Network
Architecture
Application
Designs
and Code
Database
Designs and
Data
ManagementSystems
Technology
Architecture
Hardware Architecture
Job
Design
Activity
Measurement
Plan
Activity
Management
Plan
Job Aids,
Training
Programs,
Knowledge
Management
System
Activity/
Performance
Monitoring
System
Plans, Budgets,
Hiring, Resource
Allocation,
Feedback,
Consequences
Human-IT
Interface
Model
Screens
and
Reports
Logical
Level
Physical
Level
Lean SIx Sigma IT
BP Management
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The Business Process Architecture
A key tool for process management A high-level overview of the value chains and
key processes that make up the organization
An alignment of strategic goals, value chainsand key processes
A clear-cut way to monitor the performance ofthe value chains and processes (KPIs)
A BP Architecture is NOT an IT EA Architecture
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BP Frameworks
A BP Framework is a template for a BPArchitecture
It includes an process vocabulary,
domain process models for at least 2-3
layers of processes, measures for
processes, and best practices. BP Frameworks are set to revolutionize
BP Architecture Development
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The Supply Chain Councils SCOR
The best example of the good horizontalBP architecture is provided by the
Supply Chain Councils SCOR
framework
Created in past 5 years by consortium
of some 700 companies Defines a top-down approach to
organizing the BP architecture of acorporate supply chain process
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SCOR MODEL: Level 1
Supply
Chain
DeliverMakeSource
Plan
Return
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One Value Chain Framework
PlanPlanPlan Plan
Resources
Organization
DesignChain
BusinessDevelopment
Enabling Processes
R3.1
Receive,
Validate &
Approve
R3.2
Assign
Account
Team
R3.4
Obtain
Customer
Needs
R3.5
Establish
Customer
Profile
AmendResearch
AssistSource
Make
Deliver
Return
Supply
ChainProcess
Design Sell
Customers
Level 3 Subprocesses in Relate to Named Account
Level 1 Processes
Level 4
Activities Specific to Particularprocess and company
R3.3
Define
Engagement
Model
Tables for Each Process and
Subprocess
Information on specific metrics
and best practices to implement
this subprocess
CustomerChain
ReviseAnalyze
Develop
Level 2 Processes: Made to
Stock, Made to Order,
Engineered to Order
Level 2 Processes: Relate to
Intermediary, Relate to Grouped
Account, Relate to Named Account
Level 2 Processes:
Expansion, Extension, and
Creation
Level 2 Processes:
New Technology, New
Product, Product
Revision
R3.6
Publish
Business
Rules
R3.7
Release
to Sell
Relate
Level 0.
Organization
Divided into 4 Major
Domains
Level 2
Variations
Level 3
Subprocesses
Metrics and Best Practices for
Subprocesses
Integrate Market Contact
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OR Frameworks and 6 Sigma
There are already efforts aimed ataligning SCOR and Lean Six Sigma
They fit very naturally, since both are
very oriented towards measurement
and SCOR provides an ideal way to
help Lean Six Sigma teams identifyareas to focus on
Several consulting companies arefocusing on this effort
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Another Aside: Frameworks and BP Maturity
The process is ad hoc. Few
activities are explicitlydefined and succ ess
depends on individual effort
and heroics.
Basic project management
processes are established to
track cost, schedule, and
functionality. The necessary
discipline is in place to
repeat earlier successes
The process f or both
management and
engineering is documented,
standardized and integrated
by an organization
methodology
Detailed measures of the
process and product quality
are collected. Both the
process and products are
quantitatively unders tood andcontrolled.
Continuous process
improvement is enabled by
quantitative feedback for theprocess and from piloting
innovative new ideals and
technologies.
1. Initial
2. Repeatable
3. Defined
4. Managed
5. Optimizing
Organizations with an imm ature mastery of their processes.
Organizations with an mature mastery of their processes.
A Framework
Provides all of the
basic structure and
documentation to
move an organization
from 2.5 to 4.5
Combining a Framework with Six
Sigma is a good way to deal with 5.
Extending a Framework
to support PackagedApplications, BPMS, or
BAM will provide even
stronger packages.
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The Process-Centric Company Today
Most companies want to move toward a moreprocess-centric organization, but
They are overwhelmed with changes
With technologies that dont integrate
With management and measurement
systems that arent designed for process
They simply dont have the time and people
to achieve a process-centric company if they
approach it with first generation methods
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What Is Needed?
We need to move faster- Otherwise we getlost in the day-to-day details
We need a comprehensive approach
Otherwise we dont achieve enoughalignment between the different technologies
We need an approach that can appeal to
both business and IT managers
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For More Information
www.bptrends.com
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EnterpriseEnterprise
TransformationTransformation
Integrating BusinessIntegrating Business
Process Management (BPM)Process Management (BPM)
with Lean/Six Sigmawith Lean/Six Sigma
DeploymentDeployment
byby
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Must We Change ?
Change is not useful
It is just an intellectual exercise to try to be
different
Customers dont care about change as long as
we provide good service and quality, on time
and for a reasonable, controlled price
Employees will resist change
Change is challenging, but necessary!
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What Does the Economy & EnvironmentTell Us About Change?
75% of the product sold in a supermarket did not exist 7 years
ago
The time to launch a car ( from conception to sale ) has beenreduced from 6 years to 36 months
Internet sales were representing less than 2% in Europe 5
years ago, now it is covering 15% of the transactions
The importations of textile from China have increased by
300% in Q1 2005
Changes impact day to day life as well as our business,We must adapt to these changes to stay competitive!
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Is Your Business Changing ?
On the template :1 list the names of the 5 main customers you had 5 years ago
2 list the top 5 products & services contributing to your sales or
revenue numbers 5 years ago
3 list the 5 main regions / countries you supplied 5 years ago
4 Do the same for the current situation ( 2004/5 )
5 Calculate the % of change
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Today5 yearsago
Today5 yearsago
Today5 yearsago
% change = ( nb items in
order ) / 15 =
Main Customers Main Products Main Regions
Your Companys Evolution
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Enterprise TransformationProgram Deployment Emphasis
EnterpriseTransformation
Redefine
The
Industry
ExtendedValue
Chains
Business ProcessReengineering
OptimizeValue
Chains
PrimaryValue
Chains
Breadth of Change
ChangeObjecti
ves
Value Optimization
Business Context Focus BPM Value Chain Opportunity Prioritization
Program Expansion
Value Realization
Strategic
Competitive Focus Enterprise Value Optimization
Program Integration with the Business
Competitive Advantage
Process RedesignValue Expansion
Leverage
Best
Practices
CoreBusiness
Processes
Process ImprovementValue Capture
Improve
Process
Efficiency
FunctionSpecific
Projects
Tactical
Content Focus Known Opportunities
Proof-of-Concept Pilots
ROI Justification
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Evolving Organization Design to Support ProgramMaturity
CEOExecutiveLeadership
Middle
ManagementLevel
Functional
GroupLevel
Phase 1 Pilot ProgramPhase 2 Program Value ExpansionPhase 3 Value Chain OptimizationPhase 4 Enterprise Transformation!
Suppliers Customers
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Company Specific EnterpriseTransformation Roadmap
Vision 200X
World Class
Customer Service Level
& Enterprise Performancee
200X200X
Processes
Customers/Markets
No commitment to a common
planning system - many legacyapplications
Limited ability to support onesystem implementation
Time 3Time 3
World Class
Process
Performance
Learning
Organization
Product Focus
Multiple Processes
Functional Focus
SystemsCulture
Business focuson internalperformance
Performance
Management
Time 1Time 1
Customer Satisfaction Metrics
Improved Customer Retentionthrough harvesting strategies
Focal Point for
EnterpriseTransformation
Six Sigma Expertise Development
Develop common process definitionusing Business Process Management
Introduce Lean/Flowconcepts
Process improvementprojects
Key Metrics DataGathering & Reporting
External BusinessProcess Focus
Cross Functional
Project Teams
Target Markets
Target Profitability and Pricing
Customer / supplier
system interface
End to End ProcessFocus
Elimination of legacy
systems
System reportedstandard scorcard
Market segmentation bycompetitive requirements
World classservice levels
Standard Processes &Scorecard Metrics
Seamless processintegration
Market research defines key growthareas
Improved Customer Loyalty
Marketfocused
Data Based DecisionMaking
Supplier / customer
interaction through e-
portals
Real time Process
performance data available
One commonplanning system
Routine performance
metrics drive process
improvement
priorities
Process improvements
through Project Teams
Internal Lean Six
Sigma Expertise
Reward systems
aligned with company
objectives
Team Recognition vs.
Individual
Strong CustomerRelations Performance standards
& expectations
established
Standard work and
RACI clearly defined
HPWO
People
Career
Development
supports company
strategy
Lean competency
Time 2Time 2
Appropriate
metrics to drive
desired behavior
Clear RACI for customer interaction
Lean concepts generallyapplied across all processes
Continuous
Improvement is a
way of life
MarketLeader/PreferredSolutionsProvider
Multiple Site SpecificInstallations of the samesystem
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Phases of Program MaturityPhase 4Phase 3Phase 2
Pilot Program
Value CaptureProgram Value
Expansion
Value Chain
Optimization
Enterprise
Transformation
Phase 1
Program Design& Preparation
Leadership
Development
Opportunity
Identification
Execution Skills
Development
Organizational Context Determines Program Needs!
Content Focus
What is Lean? What is Six Sigma?
What does a Lean Six Sigma
Program look like?
Are we ready for Lean Six
Sigma?
What are our goals?
How do we develop
leadership support? How do we manage the
culture change?
What are leaderships roles &
responsibilities?
How do we capture known
improvement opportunities?
How can we prioritize &
scope our issues into specific
projects and project charters?
What tools will be taught to
Green Belts? Black Belts?
What success criteria will be
associated with certification?
Context Focus
How do we develop theinfrastructure to support
program growth?
How do we maintain
accountability?
Where else can we leverage
Lean Six Sigma?
How do we engage leaders of
other functions? Divisions? How do we begin to engage
cross-functional projects?
How do we improve guidance
of the Lean Six Sigma team?
How can we identify &
prioritize projects of greater
business impact?
What improvements can be
made to the core business
processes?
What unique curriculums will
be required for specific
process areas?
What tools apply best in
transactional / engineering?
What customer channels andproduct lines drive our
business?
How can we strengthen our
primary value chains?
How do we engage suppliers
& customers?
What customer and strategic
information is needed to drivevalue chain optimization?
Who will champion and drive
value chain projects?
What resources and
methodologies should we use
to target and prioritize value
chain improvement
opportunities?
How do we execute value
chain project?
What inputs and leadership
interaction is needed for
value chain optimization?
Competitive Focus
How do we integrate andleverage process improvement
efforts across the enterprise?
How do we develop suppliers &
customers to share our business
improvement goals?
What leadership roles must be
developed to manage enterprisetransformation?
How do we better define customer
channel strategies?
How do we ensure seamless
linkage of business strategy to
business process improvement
and resource development?
How do we leverage skilled
resources across the enterprise?
How do we execute enterprise
wide improvement projects?
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Consulting Services
Business Assessment, Organization Design, IT Deployment, Product Development, Advanced Planning,Logistics, Lean Six Sigma Project Management, Advanced Tools Application, Best Practices Expertise
Execution Skills DevelopmentLean / Six Sigma Training, Methodology & Tools Application, Project Execution,
Project Tracking, Review, Results Validation, Certification
Opportunity IdentificationStrategic Reqts, Performance Baseline, Value Steam Assessment,
BPM Deployment, Project Definition, Portfolio Prioritization
Leadership
DevelopmentGoals, Change Mgmt, Roles & Responsibilities,
Infrastructure, Selection Processes, Program Mgmt
Enterprise Transformationusing the .
Program
Design &
Preparation
Building the Capability to Transform the Enterprise!
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Program Design
& Preparation
Leadership
Development
Opportunity
Identification
Execution SkillsDevelopment
Consulting
Services
Pro-Ex
Program
Workshop(1 day)
Deployment
Planning
Workshop(2 days)
Infrastructure
Deployment
Workshop(5 days)
Program
Readiness
Assessment(5 days)
Leading
Strategic
Change(2 days)
Executive
Leadership
Training(1 day)
Champion
Training(3 days)
Management
Training(4 days)
Project
Portfolio
Workshop(2 day)
Value
Stream
Assessment(3-5 days)
Diagnostic
Assessment(5-15 days)
Business Process Management (BPM)
SCOR, DCOR, CCOR Certification(17 days; 12-16 weeks)
Executive
Green Belt
Certification(5 days; 5 weeks)
Awareness
Training(1 hour)
Soft
Skills
Training(1 day)
Essential
Skills
Training(2 days)
Yellow Belt
Certification(4 days)
Kaizen
Workout(5 days)
Green Belt
Certification(5 days; 5 weeks)
Black Belt
Certification(25 days; 5 months)
Master
Black Belt
Certification(30 days; 6 months)
Project
Definition(1 day)
Six Sigma
Lean
Six Sigma Curriculums Design-for-Six Sigma (DFSS)
Transactional Six Sigma
Product Delivery Excellence
Lean Curriculums Lean Product Development
Lean Transactional
Lean Production
Hybrid Traininge-Training Train-Apply-Review
Applied Training & CertificationExperiential Development
Modular Approach to Build True Enterprise Transformation!
Analysis & Design
Tools &
Techniques
Business
Assessments
(S&OP, IT, etc.)
Best Practices
(SAP, RFID)
VCOR
Linking BPM
Value Chains
Supplier
Development
Program
Analytical Software (Minitab, JMP, I-Graphics)
I-Solutions
Behavioral Simulation
Hertzler SCOR Wizard
I-Solutions
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VCOR Integration with the .Value-Chain Operations Reference (VCOR) ModelVCOR
Implementation(Baseline, Benchmark, Analyze,
Identify & Validate)
CCOR Project
Portfolio
Lean Design
DFSS
Design-for-Six Sigma (DFSS) Projects focused on minimizing Process Design and Development
Risk, Uncertainty, and Variation
Lean Six Sigma Lean/Six Sigma Projects focused on minimizing Waste, Variability and Defects in the
Product Development process
TransactionalLean Sigma
Transactional Lean Sigma Projects focused on maximizing Transactional Efficiency, Timeliness
and Yield to optimize information flow in the Product Development
process
Methodology & Resource Requirements
Prioritization &
Implementation
Planning
CCOR Portfolio
Implementation Plan
BPM
Hertzler
I-Solutions
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Enterprise Transformation &Information Technology
Evan J Miller, CEO
Hertzler Systems [email protected]
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Existing Information Infrastructure
Deployment
Tools
BusinessSystemsProjectTools
Disparate Systems Leave Gaps
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Deployment
Tools
BusinessSystemsProjectTools Measurement
System
The Measurement System Bridges the Gaps
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What the Measurement System Does
Connect => Collect & Alarm => Analyze
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Measurement System Enables Because Repeatable data source for Define &
Measure Phases drives multiple projects
Appropriate level of data granularity
Automatically identify defects through business
system Ask for additional information from process
owners
Forms foundation of Control Phase datasystem
The Measurement System Enables Enterprise Transformation
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Enterprise Transformation
Turning Data into Knowledge
ForEnabling Strategy Execution
Enterprise Transformation
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Hertzler / i-Solutions Integration
ERP
SupplyChain
Call
Center
SFA
GainSeeker
Data Mart
Process Owners
Advanced Statistical
Tools
New/Enhanced
Capabilities
Business
Performance
Performance
Manager
Program
Manager
Process
Manager
Business
Objectives
Requires Access to the Right Data by
the Right Tools at the Right Time
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Enterprise Transformation is noteasy Many challenges are faced
translating strategy into results:
How Do You?
Systematically cascade corporate goals
throughout the organization.
Identify, prioritize and resource the
thousands of strategic and operationalprojects needed to implement the strategy.
Ensure that all strategic projects are driven
to completion.
Effectively embed the new/enhanced
capabilities into the organization. Drive consistent execution of the
new/redesigned business processes.
Monitor achievement of the strategy and
make changes mid-course as situation
changes.
Define/Adjust
Strategy
Implement
Strategic
Projects
Execute
Business
Processes
Business
Objectives
New/Enhanced
Capabilities
Business
PerformanceEnterprise
StrategyExecution
Cycle
Enterprise Transformation
i-nexus is the leading web-based enterprise
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software solution for helping global companies
translate strategy into results.
Enterprise Transformation Requires
Integration of Objective Flow downM
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ShareholderValue
Cash (Profit)
From Operations
Capital
Employed
Fixed
Assets
Working
Capital
Accounts
ReceivableAccounts
PayableInventory
Advance
Payments
WACC
Quote to Cash
Prepare
Quote
Receive
Order
Plan
OrderProcure Make
Pack &
Ship
Collect
Cash
Prepare
Invoice
Transmit
Invoice
Approve
Invoice
Pay
Invoice
Define Process
Model
Flow-down
Objectives
Select KPIs vs.
Targets (Scorecards)
Prioritise
Causes
Project Charter
Reduce Invoice Defects
Who
What
When
How
WhyScope and Select
Projects
ImplementProject &
Update
Process Model
Debtor Days Control Chart
Integration of Objective Flow-down,
Process Definition, Dashboard
Development and Project Selection
How do we measure the overallM
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People Process
CustomerFinancial
Leadership Capability
Index
Belt Capability Index
Number of Certified
Belts, Sponsors, and
Process Owners
By implementing a Deployment
Dashboard
Process SuccessRates
Project Lead-times
Project Leverage
Index
Project Productivity
Index
Product/Service
Capability
Improvement Indices
Customer
Satisfaction Indices
Net Program
Benefits (Profit &
Capital Employed
Impacts)
Net Benefits/Project Net Benefits as % of
Revenue
Measure relativeimprovement in process
capability not absolute
process capability
Measure the key return onInvestment drivers
Measure customer
satisfaction to validateprocess capability
improvement
Measure the underlying
organizational capability
Measure net benefits that
impact the P&L and
balance sheet only
success of enterprise
transformation?E I
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For More InformationIndustry Showcase featuring Hertzler Systems & i-Solutions
Today at 6:15 p.m.Enterprise Transformation Booth
Leadership Circle Retreat
Aug 11-12, 2005
Lake Tahoe.
Enterprise Transformation WorkshopAug 25-26, 2005
Tempe, AZ