Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.

CEMMethod ORCA Overview

5 610 vues

Publié le

The CEMMethod ORCA toolkit is a Process Governance resource. Originally launched in 2004 now significantly updated to this version.
For more see www.cemmethod.com and www.oibpm.com

Publié dans : Business
  • Soyez le premier à commenter

CEMMethod ORCA Overview

  1. 1. tm tm8 Omega ORCA® and CEMMethod® ORCAOrganisation Readiness & Competence AssessmentA Process Governance FrameworkSteve TowersBP Group www.bpgroup.org BP Group, New Bond House, 124 New Bond Street, London W1S 1DX Offices in London – Houston – Denver - Bangalore – Sydney - Associates in 118 countries
  2. 2. tm PROPRIETARY NOTICE1. All ideas, information, concepts, methods and know-how embodied in this material (the "Information”) have been created by or for BP Group or another company within our group.2. The Information is of considerable value to our business and is disclosed to you on the basis that you do not use it otherwise than as expressly permitted by us. Copyright on all materials contained in this presentation is owned by us (unless otherwise stated). We are providing this material to you on the basis that you agree that you will use it only for reference. No part of this material may be reproduced or disclosed to any third party without our express written permission.3. Save as provided above, all our other rights are reserved.
  3. 3. tm Objectives • Provide process leaders with an overview of the CEMMethod® ORCA process • Provide direction on undertaking ORCA • Provide process leaders with information regarding additional techniques and templates for undertaking „Deep‟ ORCA
  4. 4. A New Way for thetm Age of the Customer Many of the challenges facing businesses today are forcing organisations to make changes for which they have no existing delivery mechanism. These changes often place corporations between the proverbial “rock and a hard place,” caught between external change forces and internal change barriers. Enterprise Business Process Management has come to the rescue, almost. Leading business thought leaders have delivered compelling materials to help businesses understand why enterprise business process management can “deliver the goods.” What was missing, until recently, was a framework focused on achieving results that is proven, flexible, technology neutral and that can apply to virtually any business or business problem. Launched originally in 2004* the framework is now updated to reflect the continuing evolution of next practice in the worlds leading organisations. * see www.8omega.com
  5. 5. tm A New Way for a New Age CEMMethod® is this overarching approach that provides a single framework that can be applied to any enterprise, business process, challenge or problem. The framework is not a theoretical concept or academic exercise, nor does it mandate the depth, breadth and sophistication of the actions taken by the organisations that use it. The framework is flexible and adaptable to meet the broad range of individuality and needs of corporations in all markets and any size. The CEMMethod® comes from real world experience with hundreds of organisations that have made the transition to being process managed. More than anything else CEMMethod® is DOMAIN KNOWLEDGE gathered from leading business process management professionals, most of whom have been actively practicing BPM for over ten years.
  6. 6. tm A New Way for a New Age The framework is the revised, refined and tested results of these real activities, in real businesses, by BPM experts, over a broad market spectrum. The origin of the framework came from the common, stated desire by corporations all over the globe for an approach that was clear, actionable and that would help them achieve their desire to become processed managed organisations. Implementing the original 8 Omega framework and its successor the CEMMethod ® allows organisations to realise the benefits of Enterprise Business Process Management. A major component of the frameworks is the organisation Competence & Readiness Assessment (ORCA). That is what this resource focuses on .CEMMethod® ORCA Overview Information in this pack provides a structured technique for understanding an organisations process maturity. It helps to identify the main dimensions of change and understand the current status, the organisational aspiration and the potential future state
  7. 7. tm What is CEMMethod® ORCA? ORCA is an approach within the CEMMethod® which allows organisations to assess and evaluate, develop and then build their competence in achieving Successful Customer Outcomes. It goes beyond the concept of process maturity by including key dimensions of an organisations capability. As such it is a Process Governance framework. Accordingly it is a pragmatic and immediately useful approach to helping organisations identify and develop consensus around where they are now, where they would like to get to, and the gap between the two.
  8. 8. tm The Good News: You can actually measure how you are progressing towards your Strategic Goals!• Commitment by Top Management• Program Organisation & Structure• Improvement Training• Performance Objectives• Functioning of Improvement teams• Tools and Techniques• Stakeholder specifications• Information Systems• Accreditation/Certification (individual – enterprise – partners)• Customer AlignmentAnd in doing so align the organisation to achieve SCO‟s. The ORCA approach fits neatly with the CEMMethodTM (see www.cemmethod.com)
  9. 9. tm CEMMethod® ORCA™ (organisation Readiness & Competency Assessment) Programme Information Commitment by Top Improvement Performance Functioning of Tools and Stakeholder Customer and Level Organisation and Systems Accreditation Management Training Objectives Improvement Teams Techniques Specifications Maturity Centricity Structure Integration Processes operate within, More than 50% of all Embedded within all aspects All processes fully measured This is where 10 Process improvement is a normal part of the culture. Process improvement is part Everybody trained. Process of the day to day culture of the organisation. improvement is a natural part of training efforts. of work. The Process Performance Landscape encompasses the whole organisation. Outside-In Approach is part of normal working practice. and controlled with appropriate tools. The CEMMethod® is deployed fully. Specification reviewed and periodically revised with stakeholders. and are supported by IS been deployed and is maintained to agreed standards. processes and people have tools. A complete BPMS has received accreditation. More than 1 in 20 are qualified as Certified Process Professional Masters® Every employee is aligned to delivering Successful Customer Outcomes we want to be Communicates improvement Process improvement cost Process improvement Teams systematically All process measurement Stakeholder contracts Key processes supported by Remedial work and review of Successful Customer Initial targets achieved, full established, communicated IS infrastructure. 9 information to customers savings significant, competence achieved by all audit review complete. identify new actions and complete and on-going as and understood by Integration work towards a actions to achieve full Outcomes used to drive and internally. measured and achieved. staff. developments. part of daily reporting. accreditation. continuous improvement organisation. full BPMS is underway. More than 50% of Pilot testing underway, Successful Customer Stakeholder requirements Improvement is an integral BPM systematically being Trainers, facilitators and Performance measures organisation have actively success criteria monitored Outcomes developed for key Gap analysis complete for all monitoring process Initial external accreditation 8 part of objective setting and implemented with full IS mentors fully deployed and identified for all key participated within teams. key processes. established. First deliveries and reviewed. Initial of processes. processes. Customer appraisals. support. integral to process. processes. Positive results of projects deployment of strategic IS expectations actively against key stakeholder. are recognised. tools within key processes. managed Processes and improvement Customer experience Improvement is an agenda Regular communication Middle management trained Performance indicators and Implementation of Rapid All key processes are Initial work underway to IS review of delivery tools to actions revised and management program in item in meetings, manager activity and BPM evaluation in PI approach. Training in maintenance methods Actions complete. Core measured and tracked, communicate stakeholder 7 gives meetings and underway. BPM proposals techniques completed across introduced into the process teams delivering exception reporting and requirements and required support key processes and upgraded. Internal place. Customer interactions This is the gap publishes on improvements. costed. the organisation. organisation. first results. action plans delivered. action. agreed deployment plan. accreditation complete and actively managed. Customer reviewed. needs understood Communication to the Has participated in an Regular progress meetings. Customer interactions organisation of performance Action teams assigned and Tools and techniques Key process requirements Initial key process identified improvement project. WPR complete and business PI training underway. Action programme agreed understood. Customer 6 Involved in progress and process redesign (BPR) Facilitators assigned. objectives underway. underway within key harmonised. User training with stakeholders. understood, agreed and and submitted for internal experience management Performance reviews and processes. complete. action plan developed. accreditation. commits available resources. underway. planned audit begun. 1 in 10 of the organisation Performance objectives CEMMethod® with Stakeholder Management IS/IT SWOT Analysis More than 5% of the Improvement Goals are Three CEMMethod® End to End process maps has been trained and able to linked to individual Leadership of Improvement associated techniques Matrix established and complete AND more than organisation have achieved 5 understood across the workshops complete with deploy Outside-In objectives across the Teams 80% implemented deployed to more than 50% deployed to Process 50% IT systems evaluated the Certified Process reflect the customer management teams Action Plans implemented experience techniques organisation of organisation. Improvement teams for Process Maturity Professional® accreditation Initial team undertake work Accreditation process Steering group assigned, Performance objectives Tools and support in place. Initial processes reviewed Customer advocate Improvement goals are Whole organisation aware of process redesign and Key shortfalls and targets communicated. Awareness 4 defined and published. first work process redesign PI programme. quantified and charted. complete report back to Tracking and monitoring identified with stakeholders. for IS support and workshops define issues and appointed. Improvement (WPR) underway. Initial stretch targets agreed. underway. specifications developed projects implemented This is where steering group. agree targets. we are 3 Is chairman of the improvement effort. Process improvement responsibility assigned. Process improvement responsibility assigned. Managers have participated in PI workshop. Senior management have identified key objectives. Initial team structure in place and communicated to the organisation. Tool kit agreed and communicated to senior management. Most important areas identified for the establishment of stakeholder specification requirements. Gap analysis undertaken to identify key requirements and quick hits. Senior management participate in accreditation workshop. Customer feedback results measured. Add hoc improvements projects planned Improvement principles Process improvement Process improvement Responsibility assigned for Accreditation process agreed understood, verbal support Approach defined, selection Team structure(s) agreed Tools and techniques Current state analysis agrees Customer feedback surveys 2 given, but no personal discussed but no formal training agreed, method criteria agreed. within senior management. identified and short-listed. establishing stakeholder current integration. and communicated to senior underway responsibility assigned. selected. requirements. management. involvement. Structure completely No process improvement No customer initiatives 1 Has no interest. lacking. training. Non identified. No improvement projects. Not identified. No progress. Not identified. No action. underway Answers a number of questions against a range of key Enterprise BPM Issues
  10. 10. Programme Functioning of Information Customer and Commitment by Improvement Performance Tools and StakeholderLevel tm Organisation and Improvement Systems Accreditation Maturity Top Management Training Objectives Techniques Specifications Structure Teams Integration Centricity More than 50% of all Processes operate Embedded within all All processes fully processes and people within, and are Process improvement Everybody trained. aspects of work. The measured and Specification reviewed have received Every employee is Process improvement Outside-In Approach supported by IS tools. is part of the day to Process improvement Process Performance controlled with and periodically accreditation. More aligned to delivering 10 is a normal part of the day culture of the is a natural part of Landscape is part of normal appropriate tools. The revised with A complete BPMS has than 1 in 20 are Successful Customer culture. working practice. been deployed and is organisation. training efforts. encompasses the CEMMethod® is stakeholders. qualified as Certified Outcomes maintained to agreed whole organisation. deployed fully. Process Professional standards. Masters® Key processes Communicates All process Stakeholder contracts Process improvement supported by IS Remedial work and Successful Customer improvement Process improvement Initial targets Teams systematically measurement established, cost savings infrastructure. review of actions to Outcomes used to 9 information to significant, measured competence achieved achieved, full audit identify new actions complete and on- communicated and Integration work achieve full drive continuous customers and by all staff. review complete. and developments. going as part of daily understood by and achieved. towards a full BPMS is accreditation. improvement internally. reporting. organisation. underway. More than 50% of Pilot testing Stakeholder Successful Customer organisation have underway, success Improvement is an Trainers, facilitators requirements Outcomes developed BPM systematically Performance actively participated criteria monitored and Initial external integral part of and mentors fully Gap analysis complete monitoring process for key processes. 8 objective setting and being implemented deployed and integral measures identified within teams. for all key processes. established. First reviewed. Initial accreditation of Customer with full IS support. for all key processes. Positive results of deployment of processes. appraisals. to process. deliveries against key expectations actively projects are strategic IS tools stakeholder. managed recognised. within key processes. Improvement is an Middle management Processes and Customer experience Regular Performance Implementation of All key processes are Initial work underway agenda item in trained in PI IS review of delivery improvement actions management program communication indicators and Rapid Actions measured and to communicate meetings, manager approach. Training in tools to support key revised and upgraded. in place. Customer 7 gives meetings and activity and BPM techniques completed maintenance methods complete. Core tracked, exception stakeholder processes and agreed Internal accreditation interactions actively evaluation underway. introduced into the process teams reporting and action requirements and publishes on across the deployment plan. complete and managed. Customer BPM proposals costed. organisation. delivering first results. plans delivered. required action. improvements. organisation. reviewed. needs understood Regular progress Communication to the Has participated in an Key process meetings. WPR organisation of Initial key process Customer interactions improvement project. Action teams assigned Tools and techniques Action programme requirements complete and PI training underway. performance identified and understood. Customer 6 Involved in progress business process Facilitators assigned. objectives underway. and underway within harmonised. User agreed with understood, agreed submitted for internal experience and commits available key processes. training complete. stakeholders. and action plan redesign (BPR) Performance reviews accreditation. management planned resources. developed. underway. and audit begun. 1 in 10 of the Performance CEMMethod® with Stakeholder IS/IT SWOT Analysis More than 5% of the Improvement Goals Three CEMMethod® organisation has been objectives linked to Leadership of associated techniques Management Matrix complete AND more organisation have End to End process are understood across workshops complete 5 the management with Action Plans trained and able to individual objectives Improvement Teams deployed to more established and than 50% IT systems achieved the Certified maps reflect the deploy Outside-In across the 80% implemented than 50% of deployed to Process evaluated for Process Process Professional® customer experience teams implemented techniques organisation organisation. Improvement teams Maturity accreditation Performance Initial team undertake Initial processes Accreditation process Steering group Customer advocate Improvement goals Whole organisation objectives quantified work process redesign Tools and support in Key shortfalls and reviewed for IS communicated. assigned, first work appointed. 4 are defined and process redesign aware of PI and charted. Initial and complete report place. Tracking and targets identified with support and Awareness workshops Improvement projects published. programme. stretch targets back to steering monitoring underway. stakeholders. specifications define issues and (WPR) underway. implemented agreed. group. developed agree targets. Most important areas Process improvement Initial team structure identified for the Gap analysis Senior management Customer feedback Process improvement responsibility Senior management Tool kit agreed and Is chairman of the in place and establishment of undertaken to identify participate in results measured. Add 3 improvement effort. responsibility assigned. Managers have identified key communicated to the communicated to stakeholder key requirements and accreditation hoc improvements assigned. have participated in PI objectives. senior management. organisation. specification quick hits. workshop. projects planned workshop. requirements. Improvement Responsibility Process improvement Accreditation process principles understood, Process improvement Approach defined, Team structure(s) Tools and techniques assigned for Current state analysis discussed but no agreed and Customer feedback 2 verbal support given, formal responsibility training agreed, selection criteria agreed within senior identified and short- establishing agrees current communicated to surveys underway but no personal method selected. agreed. management. listed. stakeholder integration. assigned. senior management. involvement. requirements. Structure completely No process No improvement No customer 1 Has no interest. Non identified. Not identified. No progress. Not identified. No action.
  11. 11. tm Steps for Using ORCA 1. Identify the Participants 2. Arrange the ORCA Process 3. Undertake the Review 4. Assess the Results 5. Prepare the Findings
  12. 12. tmIdentify the Participants Identify a representative cross sample: the senior management team key process practitioners front-line staff
  13. 13. tm Arrange the ORCA Process Plan the process to complete within two weeks Brief the ORCA team Supply the ORCA team with the template Confirm meetings/workshops for the ORCA sessions
  14. 14. tm Undertake the Review Brief the participants Complete the template Co-ordinate data entry Resolve issues
  15. 15. tm Assess the Results Review current situation Discuss future aspiration Agree Gap(s) Determine Transition Plan Confirm Action Plan
  16. 16. tm Prepare the Findings • Report to the Board/Sponsor • Confirm Program • Implement Change
  17. 17. tm For More Information • Orca@bpgroup.org – To contact us. • www.bpgroup.org • www.bp2010.com • www.oibpm.com – To catch the latest news on BPM and Outside-In
  18. 18. tm tm8 Omega ORCA® and CEMMethod® ORCAOrganisation Readiness & Competence AssessmentA Process Governance FrameworkSteve TowersBP Group www.bpgroup.org BP Group, New Bond House, 124 New Bond Street, London W1S 1DX Offices in London – Houston – Denver - Bangalore – Sydney - Associates in 118 countries