埃森哲-业务流程管理PPT课件.pptx

BusinessProcessManagement LifecycleBPMStrategy BusinessCase July27 2012 Presenters 2 MikeMcCleeryBPM LManagermichael mccleery Atlanta GA ParuMehrotraBPM LConsultantparixit mehrotra Ballston VA 2012AccentureAllrightsreserved BPMStrategy BusinessCaseOfferingOverviewCaseStudyProposalandApproachDeliverablesandResultsWrap upLessonsLearnedQ A 3 TheBPMStrategyapproachiscriticalinidentifying targeting anddeliveringrealbusinessvaluethroughBPM BPMStrategy Objective FromIssue Pace Certainty StrategicAgility ToOutcome DeliveringrealbusinessvaluethroughBPMandcreatingaprocessbasedadvantagebydirectlysupportingthebusinessstrategy WithouttargetingtherightBPMinitiativeswiththerightBPMmethodsinthecontextofrealbusinessvalue BPMinitiativesdon tdeliverthefullpotentialofdesiredbenefits Fastidentificationofhighimpactprocesses capabilitygapsandaprioritizedBPMroadmap Clientengagement execution outcome Businessmodel OperatingModel Execution 4 2011AccentureAllrightsreserved 4 BPMStrategy Components ProcessImpactMatrix PIM CapabilityAssessmentModel CAM ProcessSegmentation BPMCapabilityMaturityAssessment BPMBusinessCase BPMRoadmap ThePIMhelpstargetclienteffortsontoprocesseswiththegreatestimpactandpotentialtodrivemostvaluefortheclient TheCAMidentifieshowwellspecificprocessesarecurrentlyfunctioningtodeterminetheoneswiththesignificantimprovementpotential Processsegmentationmakesitclearwhichprocessimprovementapproachandgovernanceprocedureswillbemostappropriate TheBPMMaturityAssessmentevaluatesallrelevantaspectsofhowtodevelop retainandmanagetherequiredbusinessprocessmanagementcapabilities TheBPMRoadmapdefinesthecurrentandend statematurityofBPMfortheclientwiththebusinessobjectiveschartedovertimetodriveaprioritizedlistofprojects TheBPMBusinesscaseprovidesanapproachtodeterminingtherealvalueoftheBPMinitiativesandalsohelpstoprioritizeinitiatives 5 2011AccentureAllrightsreserved 5 InordertodefineaBPMStrategythattargetsanddelivervalue therearethreemainactivitiesthatanorganizationneedstoundertake BPMStrategy Approach 6 TheAccentureBPMBusinessCaseapproachhaseightdistinctphasesfordevelopingaBPMBusinessCase TheBPMBusinessCasetemplateisintendedtoprovidethestructure approach andfunctionalityforBPMBusinessCasedevelopment Itissupplementalto itdoesnotreplace BPMandbusinesscaseexpertise andotherresourcesthatarenecessarytodevelopaBPMBusinessCase Everysituationisunique soBPMBusinessCaseswillvaryintermsofstructure BPMcomponents assumptions keymetrics etc AlthoughtheBPMBusinessCasetemplatecoversthekeycomponentsandapproach specificsituationsmightonlyuseportions duplicateothersections multipleprocessanalysis oraddadditionalcustomsections BPMStrategy BusinessCase 7 1 UnderstandSituation FormulateHypothesis 4 DetermineConcreteBPMBenefitValues 5 PerformProcessImprovementAnalysis 2 DetermineBPMBenefits ValueDrivers 3 EstablishFinancialBaseline 6 CalculateBPMBenefits 8 PerformSensitivityAnalysisandAssessResults 7 DetermineBPMInitiativeInvestmentStructure BPMStrategy BusinessCaseOfferingOverviewCaseStudyProposalandApproachDeliverablesandResultsWrap upLessonsLearnedQ A 8 Themailsortationprocess equipmentandprograms SortProgramManagement SPM 9 Originating IncomingMail MailProcessingEquipment MPE SortProgramSystem SPS SortPrograms SortProgramMgmt SPM TheSortProgramManagementAssessmentfocusedonanalyzingallaspectsofthecurrentsortprogrammanagementmethods Detailedanalysisintoexistingmethodsandtoolsincluding ProcessmappingGapanalysisoncurrentvs desiredSPSsystemcapabilitiesBenchmarkingofpeople processes andtechnologiesascomparedtootherhighperformingSPMprocessesandtechnologiesusedformanagingsortplansPotentialoptionsforimprovedSPMCentralizedmanagementanddisbursementofsortplanupdatesStandardizedsortprogramcreationrules naming andalgorithms toolsusedtogeneratethesortplansHigh levelquantificationofvalueofeachoptionforuseinaBusinessCase SortProgramManagement Assessment 10 Toperformacomprehensiveassessment welookedatthepeople process andtechnologyrelatedtosortplancreationandmanagement AssessingPeople Process andTechnology 11 Aprocessimprovementlifecycleprovidedclearstepsforprojectactivitiesanddeliverables Approach ProcessImprovementLifecycle 12 Thiswasa12 weekeffortwith3majorphasesand3primarydeliverables Timeline 13 BenchmarkPeople Process andTechnologyatOtherHighPerformingPostsandMailServiceProviders PerformProcessMappingtoIdentifyManualProcesses Hand offPoints UserInteractions etc AnalysisofPeople SkillsInvolvedinSortProgramManagement DevelopProcessandSolutionImprovementRecommendations SPSSystemCapabilityGapAnalysis As IsReport BenchmarkReport To BeReport Thefollowingdeliverableswerecreatedasaresultofthiseffort Deliverables 14 Thefollowingsponsors stakeholdersandSMEswereinvolvedintheprojecttoprovidethenecessaryownershipanddecisionmakingwithrespecttorecommendations ProjectTeam 15 ClientLeadSE ProgramMgrSM 1 ProjectLeadManager 1 FunctionalLeadConsultant 1 TechnicalLeadConsultant 1 SpecialistAnalyst 1 Accenture ClientTeam BPMStrategy BusinessCaseOfferingOverviewCaseStudyProposalandApproachDeliverablesandResultsWrap upLessonsLearnedQ A 16 DefininghighperformanceandhowtomeasureitwasanecessaryandfoundationalcomponentfordrivinganalysisandformulatingrecommendationsforSPM Strategy PerformanceFramework KPIs 17 ThePerformanceFrameworkestimatedqualitativeandquantitativeimpactonoperatingcostcomponentsusingthefollowingsteps Strategy RelationshiptoOperationalPerformance 18 ThesenewmetricsfocusedmeasurementonSPMareasthatwoulddrivethebiggestcostsavingsforOperationsoverall Strategy StandardforMeasuringValue 19 Toperformacomprehensiveassessment welookedatthepeople process andtechnologyinvolvedinsortplancreationandmanagementusingthefollowingmethods Strategy AssessingPeople Process Technology 20 ThefollowingprocessesweredefinedtoscopetheSortProgramManagementassessment Considerationwasmadefortherelatedprocessesoutsidethisscopethatcouldhaveanimpact As IsReport LogicalOperatingModel 21 ProcessImpactMatrixtoolsandOpportunityAnalysistrackinghelpedguideandprioritizetheeffort PIM identified2Highand3MediumimpactareasthatdroveourfocusandpriorityOpportunityAnalysis 60 opportunitieswereidentifiedandtrackedincluding RelatedprocessesAnalysissynopsisPrioritylevelChangeimpactKPImappings As IsReport PIM Opportunities 22 ProcessImpactMatrix OpportunityAnalysis As IsReport Governance 23 Itwascriticalthatthefollowingentitiesworkedinconjunctionacrossacommonunderstandingofsortprogramoptimizationinordertodevelopfeasibleandeffectivesolutionstoimproveoveralloperationalperformance Thebenchmarkingsurveywasdividedinto5majorsections Foreachcomponent specificquestionswereincludedtoallowparticipantstodescribetheirkeyactivitiesaroundSPM BenchmarkReport Survey Results 24 BenchmarkingSurvey Outof12solicitations 5foreignpostsrespondedandtheresultsweresummarizedtodevelopthebenchmark Resultsweresummarizedto CompareresponsesEvaluatelevelofmaturityProvidekeyobservationstosupporttheto bephaseNOTE ThisapproachwasusedsinceCapabilityAssessmentModels CAMs werenotavailableforthisdomain BenchmarkReport Summary 25 Workpackageswerecreatedbasedoncombiningrelatedopportunities alongwithprioritizationandrefinement Theyweremappedagainsttheareasofimpact To BeReport WorkPackages 26 NOTE Someworkpackagesidentifiedtouch pointsthatwere outofscope whichidentifiedadditionalE2Eefforts Anoverviewwasprovidedforeachsolutioncategorythatincludedthefollowingsummarylevelinformation Aconceptualsolutiondesignwasalsoprovidedforeachsolutionset To BeReport Solutions 27 Solutionswereevaluatedforexpectedbenefitandtotalefforttoimplement To BeReport Rankings 28 Benefitvs Effortprovidedaperspectiveonhighlyvs lessdesirableopportunities To BeReport Benefitvs Matrix 29 Recommendationswerebasedonpriorityandincludedrationaleandactionablesteps To BeReport Recommendations 30 Theroadmapprovidestimingwithrespecttorelatedinitiatives solutionpriorityandinterdependencies Identifyingclearownerswaskeytoestablishingtherightsponsorship To BeReport Roadmap 31 BPMStrategy BusinessCaseOfferingOverviewCaseStudyProposalandApproachDeliverablesandResultsWrap upLessonsLearnedQ A 32 The secretsauce includedstep by stepinstructionsonhowtoapplytobusinesscasetofutureinitiativestoevaluatepotentialbenefitalongwith