| A | B | C | D | E | F | G | H | I | J | K | L | M | N | O | P | Q | R | S | T | U | V | W | X | Y | Z | |
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1 | Role | Deliverables (What the role is expected to deliver | Actions/Tasks req'd of 'Role' | Standards (Expectations/Feedback) (1) | Tools-Process-Resources (2) | Consequences-Incentives (Risk) (3) | Training (Skills-Knowledge) (4) | Communication-Awareness (4) | Capacity (5) | Motives-Preferences (Attitude/Feel) (6) | How we engage this audience? | sales pitch for BPM (Levers) | Column 1 | Column 2 | Column 3 | Column 4 | Column 5 | Column 6 | Column 7 | Column 8 | Column 9 | Column 10 | Column 11 | Column 12 | Column 13 | Column 14 |
2 | Executive Committee | > Walk the talk & lead by example to drive the process mindset > Hold their LT's accountable to following process > Report on external stakeholder and shareholder feedback | > Serve as EPOs > Define incentives that mitigate risks > Define requirements that align with org values and business results | > Requirements derived from org values and business results > Your feedback will lead to discovery of expectations | > Identify tangeable incentives (non-monetary) > Your feedback will lead to the discovery of consequences (which can also be used as incentives) | - SEE BELOW for EPOs | - Regular EC check-ins following OLT (quarterly) | > How fits with organizational values > Personally rewarding | What BPM culture do you want? Are you willing to actively endorse and incentivize (e.g. BPM category for Great Performer, BPM in Competency matrix) Are you willing to support embedding process thinking Will also tie into Risk Committee (EC audience) - needs evaluation Need to reinforce that this is an enabler and not a distraction - that processes of focus need to be chosen carefully | - Risk Mitigation and prevention - Achieving deliverables OTIF/Corporate goals - Illustrates to the street/Board/Shareholders that the company has a level of maturity and control over core and critical processes | ||||||||||||||||
3 | Operations Leadership Team | > Help define the requirements of BPM > Walk the talk > Provide feedback for to working group | > Define quarterly update requirements > Provide feedback through continuous improvement channels > Set expectations and requirements for BPM Working group (what role do we want them to play; how do we want them to be viewed by the rest of the org) > Define BPO roles and expectations | > Quarterly updates > Guidance on priority processes of focus > Provide feedback on process performance and value, outcomes > Help make meaningful and targeted connections between key processes and other mechanisms of management system (e.g. Business Review reporting, etc.) | - See BELOW for BPOs | - Regular OLT check-ins | > Personally rewarding | What BPM culture do you want? Are you willing to actively endorse and incentivize (e.g. BPM category for Great Performer; BPM in Competency matrix) Are you willing to support embedding process thinking Do you support that we need to start this early on and across the organization so there is early alignment/adoption? Need to reinforce that this is an enabler and not a distraction - that processes of focus need to be chosen carefully Describe role of BPO and what is required of that role. Clarify that although we will establish architecture with BPO/EPO assignment, many will continue as BAU but with visibility to the accountability. Other BPOs/processes that require uplift or improvement will be prioritized through OLT | - All of above +: - Improved efficiency and reduced re-work | |||||||||||||||||
4 | Functional Leaders | > Requirements > People assignments | > Assign resources to processes > Serve as EPO and/or BPO > Define priority process areas | > Provide feedback on process performance and value, outcomes > Actively follow BPM principles, methods to establish processes > Actively engage and follow processes, provide feedback to support continuous improvement | > Provide access to all BPM tools, methods, content | > BPM Baseline Overview > EPO & BPO Training | > Process team members assigned > Time allocated for process work | > Personally rewarding | > Awareness Training | |||||||||||||||||
5 | People Managers | > General expectations and standards for direct reports working on BP > Requirements > Resource match, people assignments, and availability | > Match resources to process teams > Serve as BPO ad EPO | > Provide feedback on process performance and value, outcomes > Actively follow BPM principles, methods to establish processes > Actively engage and follow processes, provide feedback to support continuous improvement | > Provide access to all BPM tools, methods, content | > BPM Baseline Overview | > Process team members assigned > Time allocated for process work | > Personally rewarding | > Awareness Training | - Visibility to the "D" and the process network of "A's" - Common tool/language that other people managers are aligned to | ||||||||||||||||
6 | Risk Committee (EC) | > Align and support BPM Framework connected/aligned to risk focus areas > Hold BPOs accountable for managing risk related to process | > Maintain awareness of process framework | > Alignment of core processes and BPO/EPO accountability to manage risk. Risk visibility | > BPM Baseline Overview > Same as EPO/BPO | |||||||||||||||||||||
7 | Governance Teams/Committees | > Requirements > Consequences | > Create rules, controls, and policies aligned with consequences | > Rules > Controls > Policies | > What does good/poor look like | > Personally rewarding | ||||||||||||||||||||
8 | Working/Steering Group | > Working group charter > Process Framework/Architecture > Catalog of existing processes > List of process gaps > List of phase 1 process targets > List of phase 2 process tragets > Process team members with appropriate skills, knowledge, awareness > Tools and resources > Standards (criteria for "good") > Expectations > Continuous improvement feedback > Process language | > Establish working group > Create wg charter > Identify existing processes > Identify process gaps > Identify key process targets > Identify BPM skills, knowledge, awareness needed by process teams, stakeholders, and customers > Create/gather tools and resources to support process development and management > Define BPM cycle for creating/managing processes > Define standards that align and integrate processes > Define level of interaction with PMO > Gather expectations from stakeholders > Set expectations for process teams, stakeholders, customers > Establish a BPM continuous improvement process and measures 1 how much 2 how long 3 how well > Establish a standard for risk identification and management for BPOs/EPOs > Gather feedback from customers and stakeholders > Define process language > Update decision forum on a quarterly basis | > High Level Process Standards -> EPOs and BPOs identified ->Defined scope, purpose, outputs -> Documented to meet requirements -> Defined measures -> Resource type(s) defined -> Aligns with standard > Continuous improvement feedback process -> from who, how, frequency -> during phases (definition, test, post establish) | > Doc template and criteria > Flow template and criteria > Repository > File conventions > Scenario simulation template for testing and improving processes > Process team role descriptions > Glossary of terms | > Decisions across processes linked to risks (what does good/poor look like) > Rework/duplicate work > Unreliable outcomes > Unidentified owners and decision maker(s) | BPM Baseline Training Training and Reference-able Resources for: > Language > Standards > Templates > Repository > Format and file conventions > Scenario development and simulation | > Updates > Successes/failures/improvements > Lessons learned >> Communication TO this group >> Communication ABOUT what this group is/does and why | > EPOs and BPOs identified > Decisions across processes linked to required capabilities > Selection methods/requirements for process team members | > Personally rewarding | ||||||||||||||||
9 | Process Team | > Resources | > Develop, implement, establish, and improve process | > A good match for process team role > Time alocated | > Connect with co-workers, managers, and leaders | |||||||||||||||||||||
10 | Individual Contributors | Process feedback | > Provide feedback through continuous improvement channels | > Awareness training | ||||||||||||||||||||||
11 | Business Process Owners | > Document of improvements based on feedback from stakeholders and customers > Process | >Define Process: -> scope -> purpose -> stakeholders -> expectations -> customers -> inputs and input requirements -> outputs/outcomes -> steps -> decisions -> measures -> time parameters --> risks > Update EPO on process status, improvement, and performance against measures > on-going risk management of process | > Process rules/standards > Process controls/measures > Risk Management of the respective process(es) | > Process documentation > Tools, standards, templates | > BPM Baseline Overview > EPO, BPO, process team training | > Connect with co-workers, managers, and leaders > Personally rewarding | |||||||||||||||||||
12 | Executive Process Owners | > Expectations (standards) > Feedback > Scope > Purpose | > Define process scope and purpose > Set standards for the process > Set requirements for process updates > Provide feedback throughout process lifecycle through continuous improvement channels > Update working group on process status, improvements, and performance against measures | > BPM Baseline Overview > EPO & BPO Training | > Connect with co-workers, managers, and leaders > Personally rewarding | |||||||||||||||||||||
13 | Contractors | > Resources | > Provide capacity | > A good match for process team role > Time | ||||||||||||||||||||||
14 | Vendors | > Tools and resources > Consequences > Process feedback | > Provide feedback through continuous improvement channels | > Tool functionality | > Feedback will lead to discovery of consequences | |||||||||||||||||||||
15 | Internal Customers | > Integrated process input requirements > Consequences > Process feedback | > Provide feedback through continuous improvement channels > Create requirements for inputs to integrated process | > Process input specifications | > What does good/poor look like > Feedback will lead to discovery of consequences | |||||||||||||||||||||
16 | External Customers | > Consequences > Feedback > Product output requirements | > Provide feedback through continuous improvement channels | > Industry standards > Feedback will lead to discovery of requirements | > Feedback will lead to discovery of consequences | |||||||||||||||||||||
17 | Partners | > Consequences > Process feedback | > Provide feedback through continuous improvement channels | > Feedback will lead to discovery of consequences | ||||||||||||||||||||||
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