April 2012 Agenda 9:00 Arrive 9:15 Officer Announcements
Chicago chapter updates 9:30 Guest Speaker: Bryan Rogers
Performance Management 10:30 Networking Break 11:00 Group Round Table Discussion 12:00 Adjourn
International ABPMP Updates New Registries Available:
Independent Consultant Training Providers
CBOK Update International Needs Volunteers:
Development around Training Provider program CBPP study sessions CBPP exams through the Chapters Improve process for tracking certification / continuing
education Renew Certification
Chicago Chapter Updates Chicago chapter meeting changes: update your calendars
NOW MEETING SECOND FRIDAY OF EVERY OTHER MONTH 8:30-12:30 AM
Webinar links will be provided Interested in happy hour events?
TEK systems – IT trends in industry BrainStorm Chicago May 7-8:
http://www.bpminstitute.org/events/brainstorm-chicago Achieve Success With BPM Applying BPM to Transform Your Business Managing Processes and Decisions for Better Business Outcomes Using Business Decision Management to Revolutionize Business Requirements and
Processes Next Meeting: June 8, 2012
Welcome to new members Name Title, Company What do you want to learn about Performance
Management and/or Process Management
Presented to
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Agenda
What is Business Process Management?
What is Business Performance Management?
• What are common themes or issues in Business Performance Management?
SEG & Bryan Rogers introduction
• What aspects are common between both BPM's and how can they be leveraged together?
Summary & Closing remarks
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Business process management (BPM) is a holistic management approach focused on aligning all aspects of an organization with the wants and needs of clients.
Business process management (BPM) is a systematic approach to making an organization's workflow more effective, more efficient and more capable of adapting to an ever-changing environment.
A business process is an activity or set of activities that will accomplish a specific organizational goal.
The goal of BPM is to reduce human error and miscommunication and focus stakeholders on the requirements of their roles.
Business Process Management
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Business Performance Management
Business performance management is a set of management and analytic processes that enable the management of an organization's performance to achieve one or more pre-selected goals.
Business performance management is contained within approaches to business process management.
Business performance management has three main activities:1. Selection of goals,2. Consolidation of measurement information relevant to an
organization’s progress against these goals, and3. Interventions made by managers in light of this information with a
view to improving future performance against these goals.
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Commonalities between Business Process Management and Business Performance
Management
Alignment of processes with needs of clients and goals of organizations
Measurement & Monitoring of processes and results
Consolidation of Information
Best Practices
Solution Decision
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Financial Executive with over 20 years experience FP&A positions with multi-billion dollar companies Former VP of Finance for $300 million business SME for Planning & Reporting
Bryan Rogers, MBA, CPAPrincipal, BPM Practice
Implementation & Design of Budgeting Solutions
BPM Process Redesign Monthly, Quarterly Executive
Management Reporting Business Intelligence Solutions
Pre & Post Merger & Acquisition Planning Incentive Compensation Reporting &
Design Capital Project ROI Analysis
Career Highlights
BPM Expertise
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BPM – Selection of GoalsStakeholders /
InvestorsBoard of
Directors / Senior
Management
Line of Business
Management
Non-Management Employees
Key Performance Indicators (KPIs)
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BPM – Consolidation of Information
HRIS
CRM
ERP
CPM
Business
Intelligence
Dashboards
Metrics
Reports
Distributed via
• Handhelds
• iPads
• Web-access
Best Practices: Business Performance Management Process
Involve all department managers Create complete organizational
integrity Enhance accountability Improve execution Leverage individual skills
Effective integration of people, processes & systems
Business Performance Management
Planning Process Before Best Practice Implementation
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Best Practices: Business Performance Management Process
People are your most important resource . . .
Do they spend their time . . .
re-keying in data or providing business insight? making requests to IT or developing their own reports? tying out financial results or developing scenarios? performing manual tasks or reviewing exceptions?
What is the cost of underutilized human resources?
Effective integration of people, processes & systems
BPM Best Practices: Planning & Forecasting
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1) Drive Collaboration2) Align Strategic and Operating Plans3) Create Driver-Based Plans4) Provide Real-Time Visibility into Financial Performance5) Evaluate Cause and Effect Relationships6) Deliver Timely and Accurate Reports7) Perform Continuous Rolling Forecasts8) Perform What-if Analysis
Planning Process After Best Practice Implementation
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BPM – SaaS solutions
Business Process Management (BPM) Software-as-a-service (SaaS), or “software on-demand”, is business management software that is typically deployed offsite by the vendor, and is accessed via the internet.
The software may also be installed on a company’s own internal servers and accessed via an intranet or internet. SaaS uses cloud technology whereby multiple end-users, management, and IT access shared resources, software and information.
Vendors offering SaaS often provide both shared and dedicated resources (hardware and software), and support a multi-tenant architecture. Licenses are administered on a pay-as-you-go, or per user, basis.
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Spreadsheets
Manual
Inefficient
Error-Prone
Non-collaborative
Enterprise Apps
Difficult to Deploy
Low User-Adoption
Expensive, Poor ROI
IT-Intensive
Cloud-Based CPM
Fast to deploy
Easy to use
Affordable
No IT required
Cloud-Based CPM Solution
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On-Premise vs. Cloud-Based Solutions
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Decision Criteria for Solution
Participants FrequencyDataMaturityExpert
Beginner
ProcessReportingIntegration
Type Number Source How Often Types Features
Complexity & Maturity of Planning and Reporting
ParticipantsAll Mgrs with KPI
Impact
Functional Mgrs
Divisional Mgr
Senior Execs
Finance
FrequencyRolling
Forecasts
Scenario Analysis
Monthly Forecasts
Quarterly Forecast
Semi-Annual Revision
Annual Budget
DataMetrics / KPIsOperational
DataBS / Cash FlowInc. Statement
SalesCapital
PersonnelExpense
MaturityExpert
Beginner
ProcessCollaborative
Online Dialogue
Alerting
Workflow
Annotations
ReportingXBRL
SEC Reporting
Dashboards
Board Packs
Mgmt Reporting
Variance Reports
Budget Summary
IntegrationConnector-
Other Ops DataImport Other
Ops DataConnector GL
DataImport GL DataExport AP to GLNo integration
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Foundation for Successful Business Process or Performance Management Implementation
1) Get Executive sponsorship early
2) Establish quick wins . . . Relieve the pain
3) Maintain project momentum
4) Create a baseline and define desired improvement in key metric
5) Build culture of continuous improvement
6) Transfer knowledge throughout organization
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Roundtable Discussions
1) What strategies have you found to work well when implementing a new BPM process? What has not worked well?
2) Have you established Key Performance Indicators or Metrics for your process?
3) How are these KPIs and Metrics communicated to the organization?
4) Does your process include established Best Practices and what are they?
5) What are your future plans for your BPM process and desired objectives?
Questions & Answers
Please reach out for further information:Bryan Rogers, Principal [email protected]
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Overall Trends in BPerfM More enterprises move to cloud Vendors wake up to virtualization Performance benchmarks shift to competition Introduction of new choices
Round Table Discussion Points Best Practices in BPerfM and BProcM
Create inventory: Identify 6-10 high level “core” processes (order to cash, idea to launch, etc) Identify executives involved in managing these today Ask what are they measuring today and how are they using it? What decisions do they want to make but don’t have metrics today for it? Try to show whether the metrics are aligned to a single process goal or
compete against each other? External organizations on KPI:
KPI Library APQC HIMMS (Healthcare Info Mgmt)
Group consensus building – what is goal of process, then find KPI that support it – use template to rank everyone’s first, second, third priority to show team consensus
Round Table Discussion Points Creating a Process Framework:
Facilitated discussion Use of industry frameworks:
APQC Process Framework Value-Chain.org BPM incubator
Need to continual draft, present, communicate concept of framework – everyone has different perspective of process start/end, level of detail, etc. Only map a process if you want to improve it.. Which ones are a priority? Process has to be end-to-end and not functional or task level
