Time Commitment Time commitment is extremely important to the success of any project. It can be difficult to get enough dedicated staff time for the BPM effort. In most cases the business experts are busy doing the daily work. As difficult as it seems, it is important to set scheduled time aside to complete the modeling process. If time is not dedicated to this effort, the models produced will be incomplete, unverified and prone to errors. A poor model introduces new process errors and creates more confusion than no model at all. Dedicated Team Any BPM project should have a dedicated team. The team members may belong to different groups or functions but are assigned to activities on the BPM project. The team needs a balanced set of skills, especially if some team members are specialists. Without balanced viewpoints, the project can suffer from missing requirements, details, or user acceptance, resulting in incomplete processes. The overall success of the BPM effort is directly related to the time dedicated. Schedule The schedule is the list of the BPM project's milestones, activities, and deliverables, with start and finish dates. Schedule elements are designed to closely relate to a Work Breakdown Structure (WBS). A WBS includes an effort estimate for each task and a resource list for each resource. If this information is not available, create it. If the schedule dates do not have the approval of the people who are assigned to complete the work, the schedule will be inaccurate. In order for a project schedule to be healthy, the following criteria must be met: The schedule must be continuously updated. Weekly updates are best. The remaining effort must be appropriately distributed among team members (taking vacations and other commitments into consideration). Success Factors and Measures The ability to measure success is key to any project. On the next page, Figure 1: Process Modeling Success Factors, possible factors that influence the likelihood of success in a BPM project. Every BPM effort is different, and yours may have other success factors not mentioned here. Figure 1: Process Modeling Success Factors
Skills and Competencies To build a successful BPM team you need to first define the right balance of transformational, operational and technical skills and competencies. BPM requires three critical competencies: Transformational competence – supports BPM execution Operational competence – identifies what has to change and how Technical competence – enables this change to be achieved Table 13, below, describes the expertise that is shown at basic, intermediate and advanced levels in these competencies. 13: Description of BPM Competency Levels Basic Competency Includes Knowledge of: Intermediate Competency Includes Knowledge of: Advanced Competency Includes Knowledge of: Transformational Communications Business case justifications Quick-win planning Facilitation and negotiation Organizational and change management Stakeholder impact analysis Process governance Project management Multi-stakeholder communication Translation of business strategy into process outcomes Organization design Evolution of projects into programs Operational As-Is process discovery and modeling To-Be process modeling and iterations Identification of key performance indicators (KPIs) Process benchmarking Creation of process artifacts Planning, coordinating and documenting To-Be processes Negotiating and establishing process governance policies BPM methodologies To-Be process scenario simulation Translation of business strategy into process outcomes Project portfolio management Continuous process improvement Technical Understanding of systems impacted by the business process Identification of application requirements application development Service Oriented Architecture, business intelligence, workflow Solution architecture Management of process artifacts Agile software development Data architecture User experience design Predictive analytics Mobile applications Optimization and simulation Dynamic BPM/goal-driven process expertise Social BPM skills
Where FI$Cal “best practices” are available, departments will consider them over current practices. If there is a specific reason the FI$Cal “best practices” cannot be used, the reason will be documented and escalated to the steering committee for a decision.
Business Process Modeling Creating integrated graphical models representative of system and human processes used to capture, design, simulate, and optimize business processes. Business Process Modeling Notation BPMN A standardized graphical notation for drawing business processes in a workflow, facilitating improved communication and portability of process models. Business Process Owner Person who has the ultimate responsibility for the performance of a business process in realizing its objectives measured by key process indicators, and has the authority and ability to authorize necessary changes, while following policy. Business Process Owners Committee BPOC The BPOC ensures core business process changes align with the enterprise business needs. This includes assessing business needs and business processes, evaluating business process changes, modeling business processes to predict outcomes, simulating what-if analysis, and validating outcomes. Business Process Ownership Library (sometimes Business Process Ownership Repository) The Business Process Ownership Library is a listing of all core business processes and core business sub-processes and the owners of processes. It distinguishes if the process is an enterprise or local process. (Ideally this also includes all support business processes and owners names.) Business Process Reengineering BPR Business process reengineering (BPR) is the analysis and redesign of workflow within and between enterprises. Business Rule 1. A statement that defines or constrains some aspect of the business. It is intended to assert business structure or to control or influence the behavior of the business. (States when something can or cannot be done.) 2. The formal codification of business policies and actions into prescriptive operational practices that are externalized from and maintained independently of application code. Communication The exchange of thoughts, messages, or info, as by speech, writing, signals, or behavior. Core Business Process CBP A.k.a. Operational Business Process. 1. A process directly involved in the essential objective of the organization. A core business processes constitute the core business and create the primary value chain. 2. A business process which is vital and immediately affects the day to day running of the business. Functional Flowchart A cross functional flowchart or deployment flowchart is a business process modeling tool used to articulate the steps and stakeholders of a given process.
7 Run Proof List Click on Proof List. <insert screenshot here> Legacy Accounting Application 8 Enter Journal Entry Print Detail Enter the Fiscal Period and JE No., all other items should be marked as shown. Click on the green diskette icon. <insert screenshot here> Legacy Accounting Application 9 Submit for Review JE Proof List and supporting documents will be submitted to the Supervisor for review. Example: Journal Entry Proof List <insert screenshot here> Legacy Accounting Application 10 Select Commit Once Review is complete the AP Supervisor will select Commit. <insert screenshot here> Legacy Accounting Application 11 Commit Journal Entry AP Supervisor selects corresponding JE No. and clicks on the green check mark icon. JE has been committed and documentation is returned to AP Analyst for filing. <insert screenshot here> Legacy Accounting Application END