埃森哲 业务流程管理

BusinessProcessManagementLifecycleBPMStrategy&BusinessCase,July27,2012,2,Presenters,MikeMcCleeryBPM-LManagermichael.mccleeryAtlanta,GA,ParuMehrotraBPM-LConsultantparixit.mehrotraBallston,VA,3,BPMStrategy&BusinessCaseOfferingOverviewCaseStudyProposalandApproachDeliverablesandResultsWrap-upLessonsLearnedQ&A,TheBPMStrategyapproachiscriticalinidentifying,targeting,anddeliveringrealbusinessvaluethroughBPM,BPMStrategy-Objective,FromIssue,Pace,Certainty,StrategicAgility,ToOutcome,DeliveringrealbusinessvaluethroughBPMandcreatingaprocessbasedadvantagebydirectlysupportingthebusinessstrategy,WithouttargetingtherightBPMinitiativeswiththerightBPMmethodsinthecontextofrealbusinessvalue,BPMinitiativesdontdeliverthefullpotentialofdesiredbenefits,Fastidentificationofhighimpactprocesses,capabilitygapsandaprioritizedBPMroadmap,Clientengagement+execution+outcome,Businessmodel+OperatingModel+Execution,4,2011AccentureAllrightsreserved.,BPMStrategy-Components,ProcessImpactMatrix(PIM),CapabilityAssessmentModel(CAM),ProcessSegmentation,BPMCapabilityMaturityAssessment,BPMBusinessCase,BPMRoadmap,ThePIMhelpstargetclienteffortsontoprocesseswiththegreatestimpactandpotentialtodrivemostvaluefortheclient,TheCAMidentifieshowwellspecificprocessesarecurrentlyfunctioningtodeterminetheoneswiththesignificantimprovementpotential,Processsegmentationmakesitclearwhichprocessimprovementapproachandgovernanceprocedureswillbemostappropriate,TheBPMMaturityAssessmentevaluatesallrelevantaspectsofhowtodevelop,retainandmanagetherequiredbusinessprocessmanagementcapabilities,TheBPMRoadmapdefinesthecurrentandend-statematurityofBPMfortheclientwiththebusinessobjectiveschartedovertimetodriveaprioritizedlistofprojects,TheBPMBusinesscaseprovidesanapproachtodeterminingtherealvalueoftheBPMinitiativesandalsohelpstoprioritizeinitiatives,5,2011AccentureAllrightsreserved.,6,InordertodefineaBPMStrategythattargetsanddelivervalue,therearethreemainactivitiesthatanorganizationneedstoundertake,BPMStrategy-Approach,7,TheAccentureBPMBusinessCaseapproachhaseightdistinctphasesfordevelopingaBPMBusinessCase:,TheBPMBusinessCasetemplateisintendedtoprovidethestructure,approach,andfunctionalityforBPMBusinessCasedevelopment.Itissupplementalto(itdoesnotreplace)BPMandbusinesscaseexpertise,andotherresourcesthatarenecessarytodevelopaBPMBusinessCase.Everysituationisunique,soBPMBusinessCaseswillvaryintermsofstructure,BPMcomponents,assumptions,keymetrics,etc.AlthoughtheBPMBusinessCasetemplatecoversthekeycomponentsandapproach,specificsituationsmightonlyuseportions,duplicateothersections(multipleprocessanalysis),oraddadditionalcustomsections.,BPMStrategyBusinessCase,1.UnderstandSituation&FormulateHypothesis,4.DetermineConcreteBPMBenefitValues,5.PerformProcessImprovementAnalysis,2.DetermineBPMBenefits&ValueDrivers,3.EstablishFinancialBaseline,6.CalculateBPMBenefits,8.PerformSensitivityAnalysisandAssessResults,7.DetermineBPMInitiativeInvestmentStructure,8,BPMStrategy&BusinessCaseOfferingOverviewCaseStudyProposalandApproachDeliverablesandResultsWrap-upLessonsLearnedQ&A,9,Themailsortationprocess,equipmentandprograms.,SortProgramManagement(SPM),Originating/IncomingMail,MailProcessingEquipment(MPE),SortProgramSystem(SPS),SortPrograms,SortProgramMgmt(SPM),10,TheSortProgramManagementAssessmentfocusedonanalyzingallaspectsofthecurrentsortprogrammanagementmethods,Detailedanalysisintoexistingmethodsandtoolsincluding:ProcessmappingGapanalysisoncurrentvs.desiredSPSsystemcapabilitiesBenchmarkingofpeople,processes,andtechnologiesascomparedtootherhighperformingSPMprocessesandtechnologiesusedformanagingsortplansPotentialoptionsforimprovedSPMCentralizedmanagementanddisbursementofsortplanupdatesStandardizedsortprogramcreationrules,naming,andalgorithms/toolsusedtogeneratethesortplansHigh-levelquantificationofvalueofeachoptionforuseinaBusinessCase,SortProgramManagement“Assessment”,11,Toperformacomprehensiveassessment,welookedatthepeople,process,andtechnologyrelatedtosortplancreationandmanagement,AssessingPeople,Process,andTechnology,12,Aprocessimprovementlifecycleprovidedclearstepsforprojectactivitiesanddeliverables,Approach-ProcessImprovementLifecycle,13,Thiswasa12-weekeffortwith3majorphasesand3primarydeliverables,Timeline,BenchmarkPeople,Process,andTechnologyatOtherHighPerformingPostsandMailServiceProviders,PerformProcessMappingtoIdentifyManualProcesses,Hand-offPoints,UserInteractions,etc.,AnalysisofPeople/SkillsInvolvedinSortProgramManagement,DevelopProcessandSolutionImprovementRecommendations,SPSSystemCapabilityGapAnalysis,As-IsReport,BenchmarkReport,To-BeReport,14,Thefollowingdeliverableswerecreatedasaresultofthiseffort:,Deliverables,15,Thefollowingsponsors,stakeholdersandSMEswereinvolvedintheprojecttoprovidethenecessaryownershipanddecisionmakingwithrespecttorecommendations,ProjectTeam,ClientLeadSE,ProgramMgrSM(1),ProjectLeadManager(1),FunctionalLeadConsultant(1),TechnicalLeadConsultant(1),SpecialistAnalyst(1),Accenture,ClientTeam,16,BPMStrategy&BusinessCaseOfferingOverviewCaseStudyProposalandApproachDeliverablesandResultsWrap-upLessonsLearnedQ&A,17,DefininghighperformanceandhowtomeasureitwasanecessaryandfoundationalcomponentfordrivinganalysisandformulatingrecommendationsforSPM,StrategyPerformanceFramework(KPIs),18,ThePerformanceFrameworkestimatedqualitativeandquantitativeimpactonoperatingcostcomponentsusingthefollowingsteps,StrategyRelationshiptoOperationalPerformance,19,ThesenewmetricsfocusedmeasurementonSPMareasthatwoulddrivethebiggestcostsavingsforOperationsoverall,StrategyStandardforMeasuringValue,20,Toperformacomprehensiveassessment,welookedatthepeople,process,andtechnologyinvolvedinsortplancreationandmanagementusingthefollowingmethods,Strategy-AssessingPeople,Process&Technology,21,ThefollowingprocessesweredefinedtoscopetheSortProgramManagementassessment.Considerationwasmadefortherelatedprocessesoutsidethisscopethatcouldhaveanimpact,As-IsReportLogicalOperatingModel,22,ProcessImpactMatrixtoolsandOpportunityAnalysistrackinghelpedguideandprioritizetheeffort,PIM-identified2Highand3MediumimpactareasthatdroveourfocusandpriorityOpportunityAnalysis-60+opportunitieswereidentifiedandtrackedincluding:RelatedprocessesAnalysissynopsisPrioritylevelChangeimpactKPImappings,As-IsReport-PIM/Opportunities,ProcessImpactMatrix,OpportunityAnalysis,23,As-IsReport-Governance,Itwascriticalthatthefollowingentitiesworkedinconjunctionacrossacommonunderstandingofsortprogramoptimizationinordertodevelopfeasibleandeffectivesolutionstoimproveoveralloperationalperformance,24,Thebenchmarkingsurveywasdividedinto5majorsections.Foreachcomponent,specificquestionswereincludedtoallowparticipantstodescribetheirkeyactivitiesaroundSPM.,BenchmarkReportSurvey&Results,BenchmarkingSurvey,25,Outof12solicitations,5foreignpostsrespondedandtheresultsweresummarizedtodevelopthebenchmark,Resultsweresummarizedto:CompareresponsesEvaluatelevelofmaturityProvidekeyobservationstosupporttheto-bephaseNOTE:ThisapproachwasusedsinceCapabilityAssessmentModels(CAMs)werenotavailableforthisdomain,BenchmarkReport-Summary,26,Workpackageswerecreatedbasedoncombiningrelatedopportunities,alongwithprioritizationandrefinement.Theyweremappedagainsttheareasofimpact.,To-BeReportWorkPackages,NOTE:Someworkpackagesidentifiedtouch-pointsthatwere“outofscope”whichidentifiedadditionalE2Eefforts,27,Anoverviewwasprovidedforeachsolutioncategorythatincludedthefollowingsummarylevelinformation.Aconceptualsolutiondesignwasalsoprovidedforeachsolutionset.,To-BeReport-Solutions,28,Solutionswereevaluatedforexpectedbenefitandtotalefforttoimplement,To-BeReport-Rankings,29,Benefitvs.Effortprovidedaperspectiveonhighlyvs.lessdesirableopportunities.,To-BeReportBenefitvs.Matrix,30,Recommendationswerebasedonpriorityandincludedrationaleandactionablesteps,To-BeReport-Recommendations,31,Theroadmapprovidestimingwithrespecttorelatedinitiatives,solutionpriorityandinterdependencies.Identifyingclearownerswaskeytoestablishingtherightsponsorship.,To-BeReport-Roadmap,32,BPMStrategy&BusinessCaseOfferingOverviewCaseStudyProposalandApproachDeliverablesandResultsWrap-upLessonsLearnedQ&A,33,The“secretsauce”includedstep-by-stepinstructionsonhowtoapplytobusinesscasetofutureinitiativestoevaluatepotentialbenefitalong