Atlanta, GA
November, 19th 2008
Introduction to ABPMP Guide to the BPM
Common Book of Knowledge™
Why is it so important to YOU?
By: Filipe Pinto
Chief Architect M2MSys®

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Agenda
 CBOK™ Introduction
 A New Breed of Professional – The BPM Professional
 What is the BPM CBOK™?
 Why is the CBOK™ important?
 Who created the CBOK™?
 CBOK™ Knowledge Areas:
 Business Process Management (Modeling, Analysis, Design,
Performance Measurement, Transformation)
 Process Management Organization
 Enterprise Process Management
 BPM Technology
 News from the ABPMP Georgia Chapter!

•Why we need it?
•What it is?
•Why is it important?

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A New Breed of Professional
 “There is a new professional in the business world
today, the business process professional. The work
they do is critical to the future of competitive
organizations today.”
 “…business can’t wait for someone to tell them the
“best” way to do this, they have to do this work
today and there just aren’t enough knowledgeable
skilled people to go around.” - Brett Champlin - President of
the ABPMP BPM Strategies October 2006
 The world needs to accelerate the formation
competent BPM Professionals to overcome the
enormous challenges ahead.

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What is the BPM CBOK™?
 BPM is a constantly evolving discipline.
 BPM evolves based on practical experience and
academic research.
 BPM knowledge is assembled in books, articles, blogs,
presentations, process models and best practices.
 The BPM Common Body of Knowledge (BPM CBOK™)
provides BPM Professionals a comprehensive overview
of the issues, best practices and lessons learned
commonly practiced as collected by the ABPMP.

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Why is the CBOK™ important?

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Who created the CBOK™?
 The development and management of the Guide to
the BPM CBOK™ is the responsibility of the
Education Committee within the ABPMP.
 At this time, the Guide will only be provided to
solicit input from ABPMP professional members and
recognized industry experts who are members of
the ABPMP Education Committee Advisory Group.
 Subsequent releases will be made available to the
general public.

CBOK™ Knowledge Areas
Process Process
Process Process Process
Perform. Trnsfrm.
Modeling Analysis Design
Mngmt.

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Business Process Management
• BPM is a disciplined approach to identify, design,
execute, document, measure, monitor, and control
both automated and non-automated business
processes to achieve consistent, targeted results
aligned with an organization’s strategic goals.
• This section explains key concepts such business,
process, customer value, the nature of cross-
functional work, process types, process
components, BPM lifecycle, critical skills and
success factors

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BPM.Process Modeling
 Process Modeling enables people to understand,
communicate, measure, and manage the primary
components of business processes.
 This section explains the purpose and benefits of
process modeling, a discussion of the types and uses
of process models, and the tools, techniques, and
modeling standards.

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BPM.Process Analysis
 Process Analysis assesses the efficiency and
effectiveness of business processes.
 This section describes the use of process models
and other process documentation to validate and
understand both current and future state processes.
A variety of process analysis types, tools and
techniques.

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BPM.Process Design
 Process Design creates specifications for business
processes within the context of business goals and
process performance objectives.
 It defines how the organization’s resources should
interact with both internal and external processes.
 It is the intentional and thoughtful planning for how
business processes function and are measured, governed
and managed.
 This section explores process design roles, techniques,
and principles of good design along with an exploration
of common process design patterns and considerations
such as compliance, executive leadership and strategic
alignment.

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BPM.Process Performance
Measurement
 This chapter is currently under development.
 Key process performance definitions
 Importance and benefits of performance measurement
 Monitoring and controlling operations
 Alignment of business process and enterprise
performance
 What to measure
 Measurement methods
 Modeling and simulation
 Decision support for process owners and managers
 Considerations for success

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BPM.Process Transformation
 Process transformation addresses process change.
Process changes are discussed in the context of a
business process lifecycle.
 This section describes various process
improvement, redesign and reengineering
methodologies, including with the tasks associated
with implementing process change.

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Process Management
Organization
 The process management organization addresses
the roles, responsibilities and reporting structure
to support process-driven organizations.
 This section defines the cultural considerations, the
cross-functional-team-based performance of a
process driven enterprise and defines the
importance of business process governance, along
with a variety of governance structures.
 Introduces the BPM Center of
Expertise/Excellence (COE).

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Enterprise Process Management
 Enterprise process management manages the
enterprise process portfolio to ensure that it supports
corporate or business unit strategies and provides a
method to manage and evaluate initiatives. At its core,
it is driven by the need to maximize the results of
business processes consistent with business strategies
and functional goals.
 This section identifies tools and methods to assess
process management maturity, it identifies several
Business Process Frameworks and the notion of process
integration.

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BPM Technology
 BPM is a management discipline supported and
enabled by technology, which includes stand-alone
tools to assist BPM professionals and workers in BPM
related activities, as well as integrated Business
Process Management System (BPMS).
 This section describes the technologies available
to support the planning, design, analysis,
operation, and monitoring of business processes.
BPM standards, methodologies and emerging trends
are also covered.

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Thank you!
 Become a member of the ABPMP. As a member you
will have free access to the BPM CBOK™
 For more information about becoming Certified
Business Process Professional (CBPPTM) please visit
the ABPMP site – www.ABPMP.org
 Visit the ABPMP Georgia blog to read about BPM
topics pertinent to the Georgia BPM Professionals -
http://abpmpga.blogspot.com/
 Visit the ABPMP Georgia Website to know more
about your local Chapter -
http://abpmp.ga.googlepages.com/