BusinessProcessManagement–Lifecycle

BPMStrategy&BusinessCaseJuly27,2012Presenters2MikeMcCleeryBPM-LManagermichael.mccleery@Atlanta,GAParuMehrotraBPM-LConsultantparixit.mehrotra@Ballston,VABPMStrategy&BusinessCase

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3TheBPMStrategyapproachiscriticalinidentifying,targeting,anddeliveringrealbusinessvaluethroughBPMBPMStrategy-ObjectiveFromIssuePaceCertaintyStrategicAgilityToOutcomeDeliveringrealbusinessvaluethroughBPMandcreatingaprocessbasedadvantagebydirectlysupportingthebusinessstrategyWithouttargetingtherightBPMinitiativeswiththerightBPMmethodsinthecontextofrealbusinessvalue,BPMinitiativesdon’tdeliverthefullpotentialofdesiredbenefitsFastidentificationofhighimpactprocesses,capabilitygapsandaprioritizedBPMroadmapClientengagement+execution+outcomeBusinessmodel+OperatingModel+Execution4?2011AccentureAllrightsreserved.BPMStrategy

-ComponentsProcessImpactMatrix(PIM)CapabilityAssessmentModel(CAM)ProcessSegmentationBPMCapabilityMaturityAssessmentBPMBusinessCaseBPMRoadmapThePIMhelpstargetclienteffortsontoprocesseswiththegreatestimpactandpotentialtodrivemostvaluefortheclientTheCAMidentifieshowwellspecificprocessesarecurrentlyfunctioningtodeterminetheoneswiththesignificantimprovementpotentialProcesssegmentationmakesitclearwhichprocessimprovementapproachandgovernanceprocedureswillbemostappropriateTheBPMMaturityAssessmentevaluatesallrelevantaspectsofhowtodevelop,retainandmanagetherequiredbusinessprocessmanagementcapabilitiesTheBPMRoadmapdefinesthecurrentandend-statematurityofBPMfortheclientwiththebusinessobjectiveschartedovertimetodriveaprioritizedlistofprojectsTheBPMBusinesscaseprovidesanapproachtodeterminingtherealvalueoftheBPMinitiativesandalsohelpstoprioritizeinitiatives5?2011AccentureAllrightsreserved.InordertodefineaBPMStrategythattargetsanddelivervalue,therearethreemainactivitiesthatanorganizationneedstoundertakeBPMStrategy-Approach6TheAccentureBPMBusinessCaseapproachhaseightdistinctphasesfordevelopingaBPMBusinessCase:TheBPMBusinessCasetemplateisintendedtoprovidethestructure,approach,andfunctionalityforBPMBusinessCasedevelopment.Itissupplementalto(itdoesnotreplace)BPMandbusinesscaseexpertise,andotherresourcesthatarenecessarytodevelopaBPMBusinessCase.Everysituationisunique,soBPMBusinessCaseswillvaryintermsofstructure,BPMcomponents,assumptions,keymetrics,etc.AlthoughtheBPMBusinessCasetemplatecoversthekeycomponentsandapproach,specificsituationsmightonlyuseportions,duplicateothersections(multipleprocessanalysis),oraddadditionalcustomsections.BPMStrategy–BusinessCase71.UnderstandSituation&FormulateHypothesis4.DetermineConcreteBPMBenefitValues5.PerformProcessImprovementAnalysis2.DetermineBPMBenefits&ValueDrivers3.EstablishFinancialBaseline6.CalculateBPMBenefits8.PerformSensitivityAnalysisandAssessResults7.DetermineBPMInitiativeInvestmentStructureBPMStrategy&BusinessCase

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8Themailsortationprocess,equipmentandprograms...SortProgramManagement(SPM)9Originating/IncomingMailMailProcessingEquipment(MPE)SortProgramSystem(SPS)SortProgramsSortProgramMgmt(SPM)TheSortProgramManagementAssessmentfocusedonanalyzingallaspectsofthecurrentsortprogrammanagementmethodsDetailedanalysisintoexistingmethodsandtoolsincluding:ProcessmappingGapanalysisoncurrentvs.desiredSPSsystemcapabilitiesBenchmarkingofpeople,processes,andtechnologiesascomparedtootherhighperformingSPMprocessesandtechnologiesusedformanagingsortplansPotentialoptionsforimprovedSPMCentralizedmanagementanddisbursementofsortplanupdatesStandardizedsortprogramcreationrules,naming,andalgorithms/toolsusedtogeneratethesortplansHigh-levelquantificationofvalueofeachoptionforuseinaBusinessCaseSortProgramManagement“Assessment”10Toperformacomprehensiveassessment,welookedatthepeople,process,andtechnologyrelatedtosortplancreationandmanagementAssessingPeople,Process,andTechnology11PeopleProcessTechnologyIdentifyvariousskills,levels,andexperienceofresourcesinvolvedinsortplancreation,approval,andmanagementSurveytheskills,levels,andexperienceofresourcestaskedwithmanagingsortplansathigh-performingforeignpostsandmailserviceprovidersProcessmappingidentifiesmanualstepsofthesortplancreationprocessAssessmentofhand-offpointsanddatagapsinsortplancreation,naming,andcatalogingDefineprocessofcreatingsortplan“l(fā)ibrary”andimplementingdynamicupdatestosortplansandthesortingequipmentIdentifygapsbetweencurrentSPScapabilitiesanddesiredSPScapabilitiesDevelopsolutionrecommendationsthatwouldallowcentralmanagementofsortplansConsidertechnologiesusedbyotherhigh-performingforeignpostsandmailserviceprovidersAprocessimprovementlifecycleprovidedclearstepsforprojectactivitiesanddeliverablesApproach-ProcessImprovementLifecycle12Thiswasa12-weekeffortwith3majorphasesand3primarydeliverablesTimeline13123456789101112As-IsAnalysisTo-BeBenchmarkPeople,Process,andTechnologyatOtherHighPerformingPostsandMailServiceProvidersPerformProcessMappingtoIdentifyManualProcesses,Hand-offPoints,UserInteractions,etc.AnalysisofPeople/SkillsInvolvedinSortProgramManagementDevelopProcessandSolutionImprovementRecommendationsSPSSystemCapabilityGapAnalysisAs-IsReportBenchmarkReportTo-BeReportThefollowingdeliverableswerecreatedasaresultofthiseffort:Deliverables14DeliverableDescriptionAs-IsReportStakeholderconsultationtoobtainfeedbackonexistingmethods,technologies,painareas,areasforimprovement,rolesandresponsibilitiesAssessmentoftheexistingITSolutionsandhardwareinfrastructurerelatedtoSortPlanManagementintermsoffunctionality,user-friendliness,integrationcapability,enterprisestandardizationBenchmarkingReportStudyandreportoninternationalleadingpracticesintheareaofSortPlanManagementusedbyhigh-performingforeignpostsandmailserviceprovidersTo-BeReportDevelopITsolutionandhardwareinfrastructureoptionsthatcanbeconsideredtoaddresscapabilitygapsidentifiedinAs-IsreportIdentifypotentialoperationalefficiencyimprovementsonexistingprocessesandhigh-levelplansandtimelinesforimplementationProvidefeedbackontrainingandresourceskillsetimprovementsforresourcestaskedwithSortPlanManagementacrosstheenterpriseHigh-levelquantificationofvalueoftheoptionsdescribedaboveThefollowingsponsors,stakeholdersandSMEswereinvolvedintheprojecttoprovidethenecessaryownershipanddecisionmakingwithrespecttorecommendationsProjectTeam15ClientLeadSEProgramMgrSM(1)ProjectLeadManager(1)FunctionalLeadConsultant(1)TechnicalLeadConsultant(1)SpecialistAnalyst(1)AccentureClientTeamBPMStrategy&BusinessCase

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16DefininghighperformanceandhowtomeasureitwasanecessaryandfoundationalcomponentfordrivinganalysisandformulatingrecommendationsforSPMStrategy–PerformanceFramework(KPIs)17ThePerformanceFrameworkestimatedqualitativeandquantitativeimpactonoperatingcostcomponentsusingthefollowingstepsStrategy–RelationshiptoOperationalPerformance18ThesenewmetricsfocusedmeasurementonSPMareasthatwoulddrivethebiggestcostsavingsforOperationsoverallStrategy–StandardforMeasuringValue19Toperformacomprehensiveassessment,welookedatthepeople,process,andtechnologyinvolvedinsortplancreationandmanagementusingthefollowingmethodsStrategy-AssessingPeople,Process&Technology20PeopleProcessTechnologyPeopleSurveysLeaderinterviewsFront-lineinterviewsLogicalOperatingModelProcessModeling&AnalysisPlanttoursConceptualArchitectureVendorresearchThefollowingprocessesweredefinedtoscopetheSortProgramManagementassessment.ConsiderationwasmadefortherelatedprocessesoutsidethisscopethatcouldhaveanimpactAs-IsReport–LogicalOperatingModel21ProcessImpactMatrixtoolsandOpportunityAnalysistrackinghelpedguideandprioritizetheeffortPIM-identified2Highand3MediumimpactareasthatdroveourfocusandpriorityOpportunityAnalysis-60+opportunitieswereidentifiedandtrackedincluding:RelatedprocessesAnalysissynopsisPrioritylevelChangeimpactKPImappingsAs-IsReport-PIM/Opportunities22ProcessImpactMatrixOpportunityAnalysisAs-IsReport-Governance23ItwascriticalthatthefollowingentitiesworkedinconjunctionacrossacommonunderstandingofsortprogramoptimizationinordertodevelopfeasibleandeffectivesolutionstoimproveoveralloperationalperformanceThebenchmarkingsurveywasdividedinto5majorsections.Foreachcomponent,specificquestionswereincludedtoallowparticipantstodescribetheirkeyactivitiesaroundSPM.BenchmarkReport–Survey&Results24SectionQuestionsA:PerformanceA1:WhatfactorsareconsideredformeasuringtheperformanceofSPM?A2:Whatistheinvestmentlevelforcentralized(e.g.,headquarters)SPMfunctionsforeachofthefollowingcategories?B:ProcessesB1:Whatarethemajorissues(e.g.,significantpainpoints,highcomplexity,lowperformance,etc.)withrespecttoSPMprocesses?B2:WhatSPMprocessesareperformedatthelocal(decentralized)vs.headquarters(centralized)level?B3:Whatarethecriticalinputsfordesigningandcreatingsortprograms?Indicatethesignificanceoftheinput.C:PeopleC1:WhatistheaveragenumberofpersonnelinvolvedwithSPMatthelocalandHQlevels?Indicatetheaverageskilllevel.D:TechnologyD1:WhereistechnologyusedtooptimizeSPMwithrespecttotheprocesses?Whattechnologyand/orvendorsareusedforSPMoptimizationE:GeneralE1:WhatisyourstrategyforenhancingSPMperformancewithrespecttotimeline?E2:Contact&Follow-upBenchmarkingSurveyOutof12solicitations,5foreignpostsrespondedandtheresultsweresummarizedtodevelopthebenchmarkResultsweresummarizedto:CompareresponsesEvaluatelevelofmaturityProvidekeyobservationstosupporttheto-bephaseNOTE:ThisapproachwasusedsinceCapabilityAssessmentModels(CAMs)werenotavailableforthisdomainBenchmarkReport-Summary25Workpackageswerecreatedbasedoncombiningrelatedopportunities,alongwithprioritizationandrefinement.Theyweremappedagainsttheareasofimpact.To-BeReport–WorkPackages26NOTE:Someworkpackagesidentifiedtouch-pointsthatwere“outofscope”whichidentifiedadditionalE2EeffortsAnoverviewwasprovidedforeachsolutioncategorythatincludedthefollowingsummarylevelinformation.Aconceptualsolutiondesignwasalsoprovidedforeachsolutionset.To-BeReport-Solutions27SolutionswereevaluatedforexpectedbenefitandtotalefforttoimplementTo-BeReport-Rankings28Benefitvs.Effortprovidedaperspectiveonhighlyvs.lessdesirableopportunities.To-BeReport–Benefitvs.Matrix29RecommendationswerebasedonpriorityandincludedrationaleandactionablestepsTo-BeReport-Recommendations30Theroadmapprovidestimingwithrespecttorelatedinitiatives,solutionpriorityandinterdependencies.Identifyingclearownerswaskeytoestablishingtherightsponsorship.To-BeReport-Roadmap