Plotting a course forprocess-based management

BPM MATURITY ASSESSMENT HANDBOOK

BPMMASSESS

Are we evolving our ability to manage and improve our business processes?

Is there a way to know if we are getting better at discovering, modelling, measuring, and improving our business processes?

Yes, there is.

STEP 1: PREPARE. Plan the logistics. Remove obstacles. Get ready.

STEP 2: SURVEY. Organisation-wide survey. Assess the lived experience.

STEP 3: EXAMINE. Interviews and documentation reviews. Test the reality.

STEP 4: ASSESS. Diagnostic review workshop. Co-create the roadmap.

The Leonardo BPM maturity assessment cost- effectively combines the ‘power of the crowd’, rigorous analysis, and deep experience, in a simple and non-intrusive format, resulting in a practical BPM maturity development roadmap.

Figure 1: Indicative BPM Maturity Assessment Timeline

Assessing BPM Maturity—a quick overview The BPM maturity assessment takes an elapsed time of about five weeks. Only a small fraction of that time requires the active involvement of the organisation being assessed. Examples, templates, and detailed guidance are available for the four phases Prepare, Survey, Examine, Assess. The process for BPM maturity assessment is well documented and is being continuously measured and improved!

In the preparation phase the online survey and other assessment logistics are finalised. This phase also includes two communications (usually emails) to all who will be involved. Draft examples are available. The first raises awareness to encourage a high participation rate. The second, sent out at the beginning of the survey phase, includes a link to the online survey. The online survey may involve the whole organisation, or a subset. It takes 15 minutes to complete using any computer or tablet. Expertise in BPM theory is not required—the 31 multiple-choice questions are about personal, normal workplace experience.

The examination involves a review of documented evidence and interviews with key stakeholders to cross-check the survey outcomes.

Three deliverables are finalised during the final phase: (a) BPM Maturity Assessment Report, (b) BPM Maturity Diagnostic Review, and (c) BPM Maturity Roadmap. The roadmap, co-created during the Diagnostic Review, outlines plans for increasing the organisation’s BPM maturity.

A Roadmap for BPM Maturity DevelopmentThe BPM Maturity Roadmap matrix is populated with initiatives required to achieve the agreed maturity level change for each enabler. Indicative program planning is accomplished at the same time, to understand critical timing and other success factors, and maximise the chances of success.

Assessing Business Process Management MaturityThis handbook describes the approach used by Leonardo Consulting to cost-effectively assess process management maturity, combining the ‘power of the crowd’, rigorous analysis, and deep experience.

Increasing business process management (BPM) maturity (BPMM) is mission-critical for every organisation. A higher level of BPM maturity means increased control, agility, resilience, responsiveness, and sophistication in process analysis, improvement, innovation, and management—leading directly to higher levels of organisational performance.

Why BPM?In thinking of BPM as a management philosophy, the intent is to effect ‘process-based management’. This means that the cross-functional processes that every organisation uses to create, accumulate, and deliver value are central to strategic, operational, and tactical management. To do that, the processes are identified, performance targets are set, governance mechanisms are created, and process performance is improved in a process- aware culture where everyone contributes, and appropriate support is provided.

This is process-based management, for which the business case is summarised as follows:• Organisations are traditionally managed via the organisation chart.• No organisation chart entity can, by itself, deliver value to a customer.• All organisations create, accumulate, and deliver value by collaborating

between business units across the organisation chart.• An organisation, therefore, executes its strategy via its cross-functional

processes.• Other organisations are likely to be involved in the effective delivery of value

to customers and the collaboration needs to include them as well.• Performance is dependent on cross-functional, multi-organisational processes.Process-based management refocuses efforts on the customer. The focus is on what value should be delivered and to whom, how that work is done, what impedes it being done efficiently and effectively, and how that might be changed in small or radical ways.

BPM Maturity AssessmentSuccessfully becoming a more process-centric organisation requires an understanding of the current state of operations, and a mechanism to plan and track progress towards a known target state. This understanding needs to be both at the overall organisation level, and at a level of detail that allows the initiation of thoughtfully targeted initiatives resulting in sustained continuous improvement.

BPMM assessments assist by shaping, evaluating, forecasting, and tracking the journey towards becoming an increasingly process-centric operation. This provides credible and repeatable measurements of the development of BPM maturity resulting in a greater return on investment in the development of BPM capability.

ObjectivesThe Leonardo BPM maturity assessment seeks to:a) provide a framework for better understanding of the BPM approach,b) understand the quality of process management currently in effect,c) determine the current and target levels of BPM maturity,d) understand the best way to achieve the target levels,e) develop & maintain a roadmap of initiatives and projects to achieve the targets,f) provide waypoints for the BPM development journey, andg) facilitate ongoing discussion of process and organisational performance issues.

Assessment Process & Methodology OverviewThe assessment process consists of four steps, as shown below

The assessment has three main modes: (i) an online survey that is completed by as many staff members as possible, (ii) an examination phase during which reference documentation is analysed and interviews with selected key BPM stakeholders are conducted, and (iii) a diagnostic review that facilitates co-creation of the BPM development roadmap.

BPM Maturity Assessment Handbook

BPM Maturity Assessment Phases Phase 1: Prepare BPM Maturity AssessmentFigure 4 displays the preparation stage, during which assessment requirements are confirmed, the online survey is set up and all assessment logistics are clarified, including identification of the key stakeholders.

The client designates a coordinator who will be responsible for internal management of the assessment. Leonardo works with the Client Coordinator to define timing, frequency, and content of all communications with assessment participants. All communications with survey participants are executed internally by the Client Coordinator; Leonardo communicates only with the coordinator.

The Client Coordinator provides Leonardo with the names and contact details for interview participants and any supporting documentation that can be used to independently assess the client’s BPM maturity such as strategy documentation, existing process architectures, process performance reports, and process improvement methodologies.

BPM Maturity Assessment Handbook

Figure 4: Prepare BPM Maturity Assessment

BPM Maturity Assessment PhasesPhase 2: SurveyThe online survey consists of a series of statements reflecting the different aspects of the respondent’s experience of management in the organisation, as indicated in Figure 5. Respondents are asked to provide their personal assessment of each statement based a five- level scale: never, early days, becoming common, almost always, always.

We do not publish the survey statement details. However, the follow are indicative examples of the statements to which respondents are asked to respond as above:• We measure the performance of business processes.• Particular employees are nominated to react to the performance of the

process.• Senior management actively promotes process improvement.• Our organisation provides access to process management and improvement

training.• We have a dedicated team providing a wide range of useful BPM support

services.

The survey does not assume respondents have any familiarity with process-based management principles; it asks respondents to comment based only on their personal experience within the organisation. It seeks to capture the personal opinions and perspectives of the respondents, wanting to understand, not the theory of BPM, but the lived experience. Completion takes most people approximately 15 minutes on a computer or tablet.

BPM Maturity Assessment Handbook

Figure 5: Survey BPM Maturity

BPM Maturity Assessment Phases Survey Data QualityThe survey collects opinions of people about their personal experiences. While somerespondents may not have experience or expertise in BPM directly, they all have practical experience working in the organisation and the survey questions are designed to capture that. A ‘Don’t know’ option is provided as an equally valid answer. The statements and the ranking scale are quite specific, and respondents generally have no trouble choosing the best answer.

In this style of survey, where we seek to understand personal experience, we do not delete data as being incorrect. However, we do remove data that is clearly an unjustified outlier having a material effect on the aggregated result.

Phase 3: Examine BPM MaturityIn the examination phase, displayed in Figure 6, interviews with five key stakeholders are conducted, and an examination is made of the various artefacts of process-based management that are in use. The interviewees are selected from staff who have some active involvement in process-based management activities.

Process management practices are examined through interviews and reviews of relevant documentation. These activities allow more extensive and experiential discussions about practical BPM application. During interviews and artefact reviews, the extent of process discovery, documentation, analysis, improvement, and management are discussed.

BPM Maturity Assessment Handbook

Figure 6: Examine BPM Maturity

BPM Maturity Assessment PhasesPhase 4: AssessThe final assessment of the current BPMM levels is formed by considering the assessments from both the online survey and the examination as shown in Figure 7.

Any mismatch between the assessment made during the examination and the opinions gathered by the survey is considered and reconciled based on the experienced judgment of the Assessor.

The final BPMM levels are, therefore, a credible synthesis of the informed opinion of staff, informed observation of operational realities, and the broader experience of the Assessor.The assessment is then presented, tested, and confirmed during the Diagnostic Review, a half- day workshop attended by the Assessor and appropriate client staff. Its purpose is to ensure thorough understanding of the assessment outcomes and implications, and to co-create the BPM Maturity Roadmap (previously illustrated). Causes of low maturity, future target levels, and interventions that might close the gaps, are discussed. The workshop can be conducted online if a physical meeting is not possible.The assessment process is then complete, and the client initiates a program of work that will advance the organisation’s BPM maturity in accordance with the agreed roadmap.

BPM Maturity Assessment Handbook

Figure 7: Assess BPM maturity

BPM Maturity Assessment Deliverables

There are three key deliverables from the Leonardo BPM maturity assessment:1. BPM Maturity Assessment Report2. BPM Maturity Diagnostic Review3. BPM Maturity Roadmap The BPM Maturity Assessment Report presents the analysis of maturity levels. It is based on self-assessment by staff moderated by an experienced consultant based on observations and interviews. The image below is an example of the graphic used to present the maturity analysis.

The BPM Maturity Diagnostic Review is a workshop of key stakeholders during which the results are presented and discussed. A draft agenda is provided later in this handbook.

Based on the assessment and the review, the BPM Maturity Roadmap contains recommendations for change, shaped into a plan to achieve target BPM maturity levels.

Figure 8: Example BPMM Summary

BPM Maturity AssessmentUsing the assessment outcomes

Measuring BPM maturity across an organisation is a multifaceted task; there are many complex variables. The approach taken in this assessment seeks to avoid intrusive, time- consuming data collection while still achieving a defensible, repeatable, and useful outcome. In many ways, the consequent conversation about the assessed maturity levels is as important as the BPM maturity number itself. The assessment outcomes should only be used as a general guideline for maturity levels and should not be the sole considerations for organisational change decisions.

The BPM Maturity FrameworkThe idea of process maturity and its formal assessment effectively began with the US Department of Defense (DoD) and the Software Engineering Institute (SEI) at Carnegie Mellon University. DoD wanted a way to evaluate which software development vendors were likely to reliably deliver complex, long-term projects on time and on budget. DoD asked the SEI to study the matter, and SEI responded, in 1995, with the publication of The Capability Maturity Model: Guidelines for Improving the Software Process.

The SEI believed that software developers who understood their business processes, and could consistently execute them, were most likely to produce successful DoD projects, i.e. on time and on budget delivery of software systems that met the defined business requirements.

As shown on the next page, the SEI five-step maturity model can be used to describe an organisation as it evolves from an immature organisation, without process discipline, to a mature organisation where all processes are measured, managed, and consistently performed.

It is important to note that what is being assessed is not the maturity of an organisation’s processes, but the maturity with which it manages those processes.

BPM Maturity Assessment Handbook

There are many ways to assess BPM maturity. The different approaches are on a spectrum from labour-intensive and requiring extensive fact finding and detailed calculation, through to a more phenomenological approach based on informed, self-assessment of general awareness of BPM maturity within the organisation’s own community.

The Leonardo approach is an amalgam of those two, incorporating a self-assessment survey supported by observational data and outcomes of interviews with key people. The methodology is designed to give credible, useful, and repeatable results, in a reasonably short time, and with a minimum of intrusion into daily operations.

Figure 9: BPM Maturity Framework

Achieving MaturityAn indicative list of the general maturity level characteristics is shown below.

BPM Maturity Assessment Handbook

LEVEL CHARACTERISTIC

1 No organized processes No organized processes• very little structured, proactive process work• dominant organisational view is functional• no consistent use of BPM methodology and tools• no reliable funding for process activity• low penetration of process thinking• low levels of executive involvement• decision making without reference to process implications

2 Some organized processes• growing acceptance of the importance of processes• some documented processes• process improvement projects becoming common• process improvement scope still quite limited• process work remains siloed• initial attempts to document a consistent methodology• limited executive support• limited focus on process performance management

3 Most processes organized• process architecture is in common use• extensive process improvement activity with proven benefits• significant, frequent, meaningful executive involvement• measures assigned to the top three levels of the architecture• well developed, and consistently used, process tools• process training as part of new staff induction• process owners appointed to at least the top 2 process levels• initial form of process support• well understood, compelling reasons for the use of BPM

4 Processes are managed• the “process of process” is actively managed and improved• effective process ownership across the process architecture• process support services for the whole organisation• improving business processes is everyone’s job• much reduced need for external support• genuine process improvement culture discernible

5 Processes continuously improved• high penetration of process thinking in all daily work• process thinking, and working is integrated into everything• process issues covered in all job descriptions• central support service in guidance / compliance role only• process-aware decision making is ubiquitous• consistent BPM methodologies

Diagnostic Review AgendaThe Diagnostic Review is a crucial and central activity in the assessment, turning the survey and examination data into an actionable plan.

Diagnostic Review management notes

• The Diagnostic Review does not present maturity development plans, it creates them. Both client and Leonardo personnel co-create the roadmap, based on analysis of the survey and examination data, inhouse knowledge, and practical experience.

• Attendees include those actively involved in process management and improvement. Senior managers and executives are briefed in the last part of the review.

• The review may be a physical meeting with all participants in the room, or a virtual meeting via audio/video connections.

• The review is planned in two parts which occur on the same, or separate, days. For a review with remote participants, it may be useful to split the review over two days.

• Participants do not require to do any preparation.

PART A: Determining the Targets [3 hours]

A1. Set the scene: review the work to-date, and the purpose and format of the Diagnostic Review [15]A2. Examine the data: discuss survey and examination results, compare to expectations, and address any survey comments, issues, or surprises [90]A3. Agree baseline: discuss, agree, and confirm the current BPM maturity assessments for each of the 7Enablers, and overall [15]A4. Set the targets: discuss and agree the BPM maturity targets for each of the 7Enablers, and overall [60]

PART B: Co-Creating the Roadmap [3 hours]

B1. Confirm the gaps: review and confirm Part A outcomes showing the current/ future maturity gap for each enabler [15]B2. Close the gaps: for each of the enablers, determine the initiatives necessary to close the agreed gap, i.e. create the BPM maturity development roadmap [90]B3. Make it happen: assign the roadmap initiatives to the people who will manage and complete them [15]B4. Mitigate risk: for each initiative, identify critical success factors, risks, and countermeasures [30]B5. Wrap it up: review and resolve any outstanding issues or concerns [15]B6. Brief executive: short outcomes briefing for executive decision makers [15]

Frequently Asked QuestonsIs the survey confidential?Yes, the survey is confidential. Individual responses will not be identified.

How long will the survey take to complete?It should take no more than 15 minutes to complete the online survey.

Is there an offline (paper-based) version of the survey?No, the survey is to be completed online at the link provided.

Do I need to understand BPM?No, you don’t need any understanding of BPM concepts at. The survey asks you to report onyour personal experience and understand of how the organisation works.

What happens to the answers I provide?The answers are collected by the survey system and provided to the consultants in an anonymized form. They will do further analysis and produce an assessment report for further discussion. Recommendations will be made based on that information and discussion.

Can I stop during the survey and come back later?Yes, this is possible. If you do not want this option to be available, please let us know when we clarify the survey logistics with you, and the setting will be changed.

Can the survey be answered more than once?No, the survey can only be answered once per participant. For the survey results to accurately reflect BPM maturity across the organisation, multiple responses that skew the results towards one opinion cannot be allowed.

Is there a limit to the number of markers?Technically, there is none. However, survey participants must have confidence that their answers are anonymous and that they cannot be identified through their responses. We do not recommend using more than 5 markers. During the survey setup process, we will assist you in choosing the right markers.

What device can I use for the survey?Any device that can access the internet, i.e. computers, laptop, tablets and mobile phones.

How many people are interviewed?This depends on the size of the organisation and availabilities of relevant staff member. Generally, about 5 people are interviewed.

BPM Maturity Assessment Handbook

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me

wo

rk h

as

sta

rte

d o

n t

he

pro

cess

a

rch

ite

ctu

re, i

t m

ay

eve

n

be

we

ll a

dva

nce

d, b

ut

the

arc

hit

ect

ure

is n

ot

in

com

mo

n u

se; i

ts u

se is

th

e e

xce

pti

on

or

pro

ject

re

late

d, n

ot

the

ru

le.

Me

asu

res

are

co

llect

ed

fo

r co

mp

lian

ce o

r

pro

cess

-im

pro

vem

en

t p

roje

cts.

So

me

p

roce

sse

s a

re m

ea

sure

d

bu

t p

erf

orm

an

ce

eva

lua

tio

n is

in

de

pe

nd

en

t o

f p

roce

ss.

Pro

cess

go

vern

an

ce is

in

use

in s

om

e a

rea

s b

ut

is n

ot

we

ll u

nd

ers

too

d

or

see

n t

o b

e v

alu

ed

by

ma

na

ge

me

nt.

Pro

cess

o

wn

ers

are

no

t ro

uti

ne

ly

con

sult

ed

ab

ou

t ch

an

ge

.

Pro

cess

imp

rove

me

nt

is

spo

rad

ic a

nd

un

eve

n a

nd

lo

caliz

ed

to

fu

nct

ion

al

are

as.

Th

e c

ha

ng

e

pro

cess

is n

ot

we

ll d

efin

ed

an

d o

utc

om

es

are

ha

rd t

o p

rove

or

rep

lica

te.

So

me

pe

op

le a

re

‘th

inkin

g p

roce

ss’.

Th

e

ide

a o

f th

e o

rga

niz

ati

on

a

s a

se

t o

f p

roce

sse

s is

d

eve

lop

ing

, bu

t o

nly

in

pa

rts

of

the

org

an

iza

tio

n

to s

up

po

rt is

ola

ted

in

itia

tive

s.

Pro

cess

ca

pa

bili

tie

s a

re

de

velo

pin

g. B

PM

tra

inin

g

is h

ap

pe

nin

g in

so

me

a

rea

s. B

PM

kn

ow

led

ge

is

bu

ildin

g

bu

t is

no

t ye

t o

rga

niz

ed

or

acc

ess

ible

b

y e

very

on

e.

A B

PM

gro

up

is n

asc

en

t o

r w

an

ted

. An

info

rma

l g

rou

p o

f e

mp

loye

es

is a

ble

to

ad

vise

on

B

PM

. So

me

to

ols

an

d

sta

nd

ard

s a

re in

pla

ce

bu

t a

re n

ot

form

ally

co

ntr

olle

d.

Level 1: Non-existent

No

pro

cess

arc

hit

ect

ure

d

efin

ed

, do

cum

en

ted

, o

r in

use

. Th

ere

ma

y b

e

som

e p

roce

ss m

od

els

b

ut

the

re is

no

co

he

ren

t a

rch

ite

ctu

re (e

ven

if

the

re is

a d

esi

re b

y so

me

to

ha

ve o

ne

).

No

ove

rall

pro

cess

m

ea

sure

me

nt

is in

use

. S

om

e m

ea

sure

s m

ay

be

a

ssig

ne

d t

o

pro

cess

es

bu

t o

nly

fo

r lo

caliz

ed

an

d

ad

ho

c p

urp

ose

s a

nd

are

n

ot

wid

esp

rea

d.

No

eff

ect

ive

pro

cess

g

ove

rna

nce

is in

pla

ce.

Go

vern

an

ce is

no

n-

exi

ste

nt

or,

at

be

st,

ill-d

efin

ed

. Pro

cess

o

wn

ers

hip

is n

ot

tru

ste

d

du

e t

o it

s la

ck o

f cl

ari

ty o

f p

urp

ose

.

No

pro

cess

-im

pro

vem

en

t in

itia

tive

s a

re h

ap

pe

nin

g.

An

y im

pro

vem

en

ts

ga

ine

d a

re t

hro

ug

h

ind

ivid

ua

l exc

elle

nce

. T

he

re is

no

pre

dic

tab

ility

th

at

cha

ng

e w

ill b

e

be

ne

fici

al.

No

pro

cess

min

dse

t is

p

rese

nt.

Th

e o

rga

niz

ati

on

is

no

t se

en

as

a s

et

of

pro

cess

es

tha

t sh

ou

ld b

e

imp

rove

d. T

he

fu

nct

ion

al

vie

w d

om

ina

tes

an

d w

ork

is

th

ere

fore

do

ne

in s

ilos.

No

pro

cess

ca

pa

bili

ty.

BP

M-d

eve

lop

me

nt

pro

gra

ms

are

no

t o

ffe

red

. T

he

re a

re n

o s

tan

da

rd

too

ls, c

on

ven

tio

ns,

or

me

tho

do

log

ies

for

BP

M

an

d r

ela

ted

act

ivit

ies.

No

de

dic

ate

d B

PM

su

pp

ort

gro

up

exi

sts.

If

the

re a

re p

eo

ple

wit

h

BP

M s

kill

s, t

he

y a

re n

ot

form

ally

in a

gro

up

th

at

can

be

co

nsu

lte

d b

y th

e

rest

of

the

org

an

iza

tio

n.

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w.le

on

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|

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rdo

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M

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