Wednesday, April 22, 2009

10:00 - 10:45 Process - It's a People Thing

Ian Gotts

When process discussed people immediately think about tools, methodologies and training. But this is only half the story. Every organization depends on its staff to work consistently and efficiently. Simple when the company is only 10 people, but what about 10,000 or 1 million? The current economic environment requires process professionals to step up and drive help operational improvements and competitive advantage. Encouraging, enabling and empowering staff to deliver more with less. Now is the time to process to make a different.

11:15 - 12:00 Supply Chain Management in a Service Environment or Fixing a self-inflicted Wound

Willem Van Open

The Case study that will be presented concerns Royal KPN, the Dutch incumbent telecom provider which after having suffered a major breakdown of its newly introduced VOIP service in 2006 was able to launch a breakthrough turnaround in stabilizing its services in the 2007 timeframe.

A system dynamic analysis of the VOIP service showed that no one had an insight in the real dynamics of the “VOIP Business Processes”. On an operational level, firefighting, on a tactical level, departments acted in splendid isolation and on a strategic level we had to conclude that the VOIP business process as laid down was not designed but had grown to become a monstrosity over time. The result of all this was a cascading down of quality problems throughout the service process, whereby consumers were continuously confronted with non performance. The analysis led to the adoption of a Sales & Operations process that made sure that demand and capability to deliver are managing the VOIP Business Process jointly as a whole. The result was astounding as the VOIP service was stabilized; Customer Appreciation went up and at the same cost was drastically reduced. The Management methodology is now widely adopted throughout the KPN Service Portfolio, giving it a major competitive advantage over its fierce competition. This amongst others is translated in KPN currently being the darling stock at the Amsterdam Stock Exchange. 

The relevance for the audience is that KPN’s problems are not unique. The Service Industry as a whole and the B2C Service Industry in particular are confronted with the same dynamics that almost brought KPN’s service to a halt. Here we have to think of Banks, Insurance Companies, Healthcare. Each of these industries offer complex service portfolio’s that lack a proper process design and intra-organizational collaboration to give the consumer a succinct service experience. The methodology used and the lessons learned will be in particular of great benefit to these industries. As we see a trend of Servitization in the industry at large these lessons also hold for the more traditional providers of physical goods or equipment.

12:00 - 12:45 BPM in Public administration in Belgium

Noel Van Herreweghe

Business Process within the context of a Holistic Enterprise Architecture

Today, improving the performance of public and private sector organizations requires an overview of all elements of an enterprise and how these elements relate to each other.

The Flemish Government in Belgium has been on the go with high level BPM for the last eight years. Process- and information modelling has been done as a front-end to development, reorganisation and optimalisation efforts, HR planning etc... A team of internal and external process- and information consultants have produced an extensive amount of models, diagrams, processes.

However, process- and information modelling also needs to be seen within the context of business and IT architecture and not as a goal in itself.

Establishing a methodology together with the choice of relevant tools was, and will be, a challenge for the whole of the Flemish Government with his staff of 42.000.

The results achieved thusfar can be of benifit to any governmental organisation as well as private business.

Noël will also share with you a new and exciting way of looking at process in relation to innovation, called Customer Process Management.

12:00 - 12:45 BPM no Instituto Geográfico Português - A oportunidade do desafio

Maria do Rosário Gaspar

A apresentação relata a adesão do Instituto Geográfico Português (IGP) à modelação e optimização de processos através do Business Process Management(BPM) que aconteceu, apenas, em 2008. O caso de estudo tinha por objectivo, na primeira fase, a modelação do processo de formação que a Direcção de Serviços de Investigação e Gestão de Informação Geográfica (DSIGIG) ministra e, na segunda fase, a apresentação de uma proposta de modelação cujo ganho de eficiência,face à situação existente, fosse igual ou superior a 20%.

A introdução de uma metodologia que muitos ainda julgam ser exclusiva das organizações ditas privadas, enfrentou alguns desafios, salientando-se, a relutância na aplicabilidade de BPM à Administração Pública e, a ausência de hábitos de debate e/ou exposição, por cada interveniente no processo, das suas tarefas.

Para ultrapassar estas dificuldades organizou-se um workshop, designado intencionalmente Sessão Informal, com a presença da Direcção do IGP e de todos os intervenientes no processo de formação no âmbito anteriormente referido.

Além dos resultados alcançados superarem os inicialmente estabelecidos - a optimização da proposta (To Be), no cenário mais pessimista, resultou numa redução de 64% no número das actividades, 25% dos cargos envolvidos (lanes), 60% nos momentos de verdade (MV) e de 69% nos pontos de quebra (PQ) - verificaram-se alterações significativas no alinhamento do “negócio” com as Unidades Orgânicas do IGP responsáveis pelo processo de formação.

14:15 - 15:00 Smart BPM: Business Rules and Processes

Jan Vanthienen

When modeling business processes, we need a dynamic approach, where not only the business logic inside activities and decisions is flexible (discount policies, acceptance rules, premiums, allowances), but where the entire process is guided, and often constrained, by business rules. Hard coding the process flow, based on policies and regulations, into process models is too static. When the rules of the business change (due to internal or external reasons), the processes should change accordingly. Smart BPM leads to simple and agile business processes. In this way we can also guarantee that the rule-based processes are compliant to the rules of the business.

17:00 - 17:45 BPM Shop - Holistic Products & Services for BPM initiatives - Wiston Wolf

Mário Moreira

This presentation lead by Wiston Wolf CEO Mário Moreira, covers the aspects of the BPM shop concept, a place to find what you may need for an BPM initiative.

BPM can be quite challenging to implement and deserves a lot of attention from internal enterprise BPM coaches and executives, both for organization improvement and innovation as people change management tasks. Relaying in an one stop shop for BPM, permits that company efforts get entirely focused on implementing, coaching, improving and moving the organization towards the benefits of BPM, while the BPM consulting shop take care on providing you specialized services and tools that will support you on your work.

17:00 - 17:45 BPI Business Process Improvement - Exact Portugal

Jorge Saraiva

Your business is made up of processes. Lots of processes. There are management processes which govern the operation of your company, operational processes that run the core of your business, and supporting processes that round out and supplement the business foundations, just to note a few.

If you can’t define all those processes at\ work around you, don’t have a firm grasp of how they work, or understand how you can improve them, achieving your performance objectives will be a mere pipedream.
This is what Business Process Improvement (BPI) is ––– improving the processes that support your business by evaluating and streamlining them, developing new ones, and monitoring and measuring their performance. This in turn can uncover and benefit business practices that you had no idea were even broken.
BPI is one of the few corporate practices that can be applied enterprise–wide; from a single internal task to a multi–national project, your departments, vendors, suppliers, partners and customers both produce and are affected by your business processes.

Business process problems can be identified with rudimentary analysis, but if there is no means of defining, capturing, measuring or monitoring those processes, you can’t determine if you are benefitting.
Exact Software provides the technology pillars needed to persuing BPI, including:
    - Mapping your processes to real activities
    - Increasing the efficiency and speed of processes
    - Providing measurement tools for process analysis and accountability
    - Making processes more visible to those who require it

Asking the questions, What do we do, who do we serve and is there a better way to do it?, is the start of BPI ––– and with Exact, you can make your business work more effectively, and do more with less.

17:30 - 18:00 Pecol - Sustentar o sucesso com uma abordagem BPM

Jorge S. Coelho


A Pecol é uma PME que tem tido taxas de crescimento importantes nos últimos anos, convertendo-se na segunda ou terceira maior da Europa no seu sector.

O crescimento deveu-se a aquisição de outras empresas nacionais e espanholas, a crescimento orgânico e ao aumento das exportações.

A dimensão, a complexidade organizativa e a diversidade de culturas adquiridas determinaram a necessidade de implementar maior consistência e integridade organizacional, assim como assegurar alinhamento estratégico de toda a organização.

A estratégia da empresa assenta da diferenciação e na capacidade de responder a solicitações exigentes, sendo a agilidade organizacional uma característica fundamental para o negócio a par da eficiência.

Neste contexto a Pecol decidiu implementar uma reorganização global de forma a garantir uma melhor implementação da sua estratégia, recorrendo à metodologia MLEARN.

Esta apresentação pretende transmitir o projecto de mudança e as principais etapas, dificuldades e resultados.

O projecto contempla a concepção de uma arquitectura de competências organizacionais, a definição de um scorecard, a melhoria do sistema de gestão/qualidade, a especificação da melhoria dos sistemas de informação, a clarificação de responsabilidades, o estabelecimento de parcerias com universidades e a implementação de um sistema de controlo da estratégia e de gestão.

17:30 - 18:00 Business Information Services Library (BISL)

Bert Pranger

In this case study Bert Pranger will show the BISL model can be usefull in aligning business processes and IT. He is currently working on implementing BISL as a method to control the proces of service delivery from a Shared Service Organization for Employee Self Service and Management Self Service within the Dutch Ministry of Justice.

Business processes and IT
Within the complexity of today's market, businesses simply cannot do without properly functioning information technology (IT). As such, IT is one of the most important aids for the implementation of any business strategy. The most critical points are found in the alignment of IT with business processes. It is precisely this alignment that is often far from optimum. Business information administrators and information managers bear final responsibility for this alignment.

The purpose of BiSL
BiSL establishes a bridge between IT and business processes, and between business information administrators and information managers. The BiSL process model provides an insight into all of the primary processes within their field of operations and into the relationship between the various processes. It offers a starting point for the improvement of these processes using best practices, amongst other things, and it provides uniform terminology.