April 2012 Agenda

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Nov 20, 2013 (3 years and 6 months ago)

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April 2012 Agenda


9:00

Arrive


9:15

Officer Announcements




Chicago chapter updates


9:30

Guest Speaker: Bryan Rogers



Performance Management


10:30

Networking Break


11:00

Group Round Table Discussion


12:00

Adjourn

International ABPMP Updates


New Registries Available:


Independent Consultant


Training Providers


CBOK Update


International Needs Volunteers:


Development around Training Provider program


CBPP study sessions


CBPP exams through the Chapters


Improve process for tracking certification / continuing education


Renew Certification







Chicago Chapter Updates


Chicago chapter meeting changes: update your calendars


NOW MEETING


SECOND FRIDAY OF EVERY OTHER MONTH


8:30
-
12:30 AM



Webinar links will be provided


Interested in happy hour events?


TEK systems


IT trends in industry


BrainStorm

Chicago May 7
-
8:
http://www.bpminstitute.org/events/brainstorm
-
chicago



Achieve Success With BPM


Applying BPM to Transform Your Business


Managing Processes and Decisions for Better Business Outcomes


Using Business Decision Management to Revolutionize Business Requirements and
Processes


Next Meeting: June 8, 2012







Welcome to new members


Name


Title, Company


What do you want to learn about Performance
Management and/or Process Management

Presented to

6

Agenda



What is Business Process Management?




What is Business Performance Management?





What are common themes or issues in Business Performance Management?




SEG & Bryan Rogers introduction





What aspects are common between both BPM's and how can they be
leveraged together?




Summary & Closing remarks


7



Business process management (BPM) is a
holistic management

approach
focused on aligning all aspects of an organization with the wants and needs of
clients.




Business process management (BPM) is a systematic approach to making
an organization's workflow more effective, more efficient and more capable
of adapting to an ever
-
changing environment.




A
business process

is an activity or set of activities that will accomplish a
specific organizational goal.




The goal of BPM is to reduce human error and miscommunication and
focus stakeholders on the requirements of their roles.

Business Process Management

8

Business Performance Management



Business performance management is a set of
management

and analytic
processes that enable the management of an
organization
's performance to
achieve one or more pre
-
selected goals.




Business performance management is contained within approaches to
business process management
.




Business performance management has three main activities:

1.
Selection of goals,

2.
Consolidation

of measurement information relevant to an
organization’s progress against these goals, and

3.
Interventions made by managers in light of this information with a
view to improving future performance against these goals.

9

Commonalities between Business Process
Management and Business Performance
Management



Alignment of processes with needs of clients and goals of
organizations




Measurement & Monitoring of processes and results




Consolidation of Information




Best Practices




Solution Decision

10



Financial Executive with over 20 years experience



FP&A positions with multi
-
billion dollar companies



Former VP of Finance for $300 million business



SME for Planning & Reporting

Bryan Rogers, MBA, CPA

Principal, BPM Practice


Implementation & Design of Budgeting
Solutions


BPM Process Redesign


Monthly, Quarterly Executive
Management Reporting


Business Intelligence Solutions


Pre & Post Merger & Acquisition Planning


Incentive Compensation Reporting &
Design


Capital Project ROI Analysis

Career Highlights

BPM Expertise

11

BPM


Selection of Goals

Stakeholders /
Investors

Board of
Directors /
Senior
Management

Line of
Business
Management

Non
-
Management
Employees

Key Performance Indicators (KPIs)

12

BPM


Consolidation of Information

HRIS

CRM

ERP

CPM

Business

Intelligence



Dashboards




Metrics




Reports


Distributed via




Handhelds




iPads




Web
-
access




e
-
mail




PDF







Best Practices: Business Performance
Management Process


Involve all department managers


Create complete organizational
integrity


Enhance accountability


Improve execution


Leverage individual skills

Effective integration of people, processes & systems

Business Performance Management

Planning Process Before Best Practice
Implementation

15

Best Practices: Business Performance
Management Process

People are your most important resource . . .


Do they spend their time . . .




re
-
keying in data or providing business insight?



making requests to IT or developing their own reports?



tying out financial results or developing scenarios?



performing manual tasks or reviewing exceptions?


What is the cost of underutilized human resources?



Effective integration of people, processes & systems

BPM Best Practices: Planning & Forecasting

17

1)
Drive Collaboration

2)
Align Strategic and Operating Plans

3)
Create Driver
-
Based Plans

4)
Provide Real
-
Time Visibility into Financial Performance

5)
Evaluate Cause and Effect Relationships

6)
Deliver Timely and Accurate Reports

7)
Perform Continuous Rolling Forecasts

8)
Perform What
-
if Analysis

Planning Process After Best Practice
Implementation

18

19

BPM


SaaS solutions



Business Process Management (BPM) Software
-
as
-
a
-
service (SaaS), or
“software on
-
demand”, is business management software that is typically
deployed offsite by the vendor, and is accessed via the internet.




The software may also be installed on a company’s own internal servers
and accessed via an intranet or internet. SaaS uses cloud technology whereby
multiple end
-
users, management, and IT access shared resources, software
and information.




Vendors offering SaaS often provide both shared and dedicated resources
(hardware and software), and support a multi
-
tenant architecture. Licenses are
administered on a pay
-
as
-
you
-
go, or per user, basis.

20

Spreadsheets

Manual

Inefficient

Error
-
Prone

Non
-
collaborative

Enterprise Apps

Difficult to Deploy

Low User
-
Adoption

Expensive, Poor ROI

IT
-
Intensive

Cloud
-
Based CPM

Fast to deploy

Easy to use

Affordable

No IT required

Cloud
-
Based CPM Solution

21

On
-
Premise vs. Cloud
-
Based Solutions

22

Decision Criteria for Solution

Participants


Frequency


Data


Maturity


Expert






Beginner

Process


Reporting


Integration


Type Number Source How Often Types Features

Complexity & Maturity of Planning and Reporting

Participants


All Mgrs with KPI
Impact

Functional Mgrs

Divisional Mgr

Senior Execs

Finance

Frequency


Rolling Forecasts

Scenario Analysis

Monthly Forecasts

Quarterly Forecast

Semi
-
Annual
Revision

Annual Budget

Data


Metrics / KPIs

Operational Data

BS / Cash Flow

Inc. Statement

Sales

Capital

Personnel

Expense

Maturity


Expert






Beginner

Process


Collaborative
Online Dialogue

Alerting

Workflow

Annotations

Email

Reporting


XBRL

SEC Reporting

Dashboards

Board Packs

Mgmt Reporting

Variance Reports

Budget Summary

Integration


Connector
-

Other
Ops Data

Import Other Ops
Data

Connector GL
Data

Import GL Data

Export AP to GL

No integration

24

Foundation for Successful Business Process or
Performance Management Implementation

1)


Get Executive sponsorship early


2)
Establish quick wins . . . Relieve the pain


3)
Maintain project momentum


4)
Create a baseline and define desired improvement in key metric


5)
Build culture of continuous improvement


6)
Transfer knowledge throughout organization

25

Roundtable Discussions

1)


What strategies have you found to work well when implementing a new BPM
process? What has not worked well?


2)


Have you established Key Performance Indicators or Metrics for your process?


3)


How are these KPIs and Metrics communicated to the organization?


4)


Does your process include established Best Practices and what are they?


5)


What are your future plans for your BPM process and desired objectives?

Questions & Answers


Please reach out for further information:


Bryan Rogers, Principal
brogers@solomonedwards.com


26

Overall Trends in
BPerfM


More enterprises move to cloud


Vendors wake up to virtualization


Performance benchmarks shift to competition


Introduction of new choices


Round Table Discussion Points


Best Practices in
BPerfM

and
BProcM


Create inventory:


Identify 6
-
10 high level “core” processes (order to cash, idea to launch, etc)


Identify executives involved in managing these today


Ask what are they measuring today and how are they using it?


What decisions do they want to make but don’t have metrics today for it?


Try to show whether the metrics are aligned to a single process goal or compete
against each other?


External organizations on KPI:


KPI Library


APQC


HIMMS (Healthcare Info Mgmt)


Group consensus building


what is goal of process, then find KPI that
support it


use template to rank everyone’s first, second, third priority
to show team consensus


Round Table Discussion Points


Creating a Process Framework:


Facilitated discussion


Use of industry frameworks:


APQC Process Framework


Value
-
Chain.org


BPM incubator


Need to continual draft, present, communicate concept of
framework


everyone has different perspective of process start/end,
level of detail, etc.


Only map a process if you want to improve it..


Which ones are a priority?


Process has to be end
-
to
-
end and not functional or task level