Support Organization and Personnel
Establish the structure, competences, roles, responsibilities, and resource levels to support process improvement activities.
Improvement Planning
Practices-Outcomes-Metrics (POM)
Representative POMs are described for Support Organization and Personnel at each level of maturity.
- 1Initial
- Practice
- Encourage individuals with an interest in process management to learn and apply tools and techniques in selected projects or areas.
- Outcome
- BPM benefits are seen within a few groups. Some individuals are trained in aspects of BPM, but there is no consistency of approach.
- Metric
- Number of projects that address process changes in their project plans.
- 2Basic
- Practice
- Have a group of BPM practitioners to begin to share standards, methods, and/or technologies across some business units.
- Outcome
- Practices are developed, tested, evaluated, agreed upon, and promoted for use.
- Metric
- Number of practices documented and in use.
- Practice
- Educate personnel, who have process responsibility, on various aspects of BPM through training, conferences, and personal study.
- Outcome
- BPM practitioners become skilled, especially in process documentation and improvement.
- Metric
- Number of practitioners developing skills in various aspects of BPM.
- 3Intermediate
- Practice
- Form a BPM Support Group to develop and support foundational capabilities and to provide process consulting services.
- Outcome
- BPM foundational capabilities mature and skills of BPM Support Group personnel increase.
- Metrics
- Number of personnel in the BPM Support Group.
- Skill level assessments of BPM Support Group personnel.
- Practice
- Put in place the training and education required so that personnel have an understanding of BPM best practices, and are in a position to select the appropriate BPM technologies.
- Outcome
- Competencies in the use of accepted BPM practices gradually proliferate.
- Metric
- Number of personnel completing established BPM courses.
- Practice
- Have BPM consultants and Lean Six Sigma facilitators gain experience through their participation in a steady stream of projects.
- Outcome
- Process improvement skills increase among practitioners.
- Metric
- Number of projects completed by each practitioner.
- Practice
- Establish a BPM competency model.
- Outcome
- The skill base and competency levels for BPM are defined.
- Metric
- Number of personnel participating in a BPM competency development program.
- Practice
- Share knowledge and provide training on BPM practices (via a BPM community or experts), in IT and some of the other participating business units.
- Outcome
- Personnel across the organization know where to go to learn and to get guidance and assistance on business processes.
- Metric
- Number of BPM Community of Practice sessions conducted per quarter.
- 4Advanced
- Practice
- Guide and support BPM implementations across the organization by formally using the BPM Support organization.
- Outcome
- BPM roles are recognized for enhancing careers.
- Metric
- Profile statistics of those having BPM support roles (e.g. Lean Six Sigma and similar certifications, to including contract personnel).
- Practice
- Develop BPM practitioners using criteria from a competency model, which can include internal and external certifications or other appropriate standards.
- Outcome
- Skillsets and development paths are clarified and accomplishment is recognized/rewarded.
- Metric
- Satisfaction levels of BPM practitioners with career opportunities.
- Practice
- Put in place a comprehensive BPM training and education programme that serves the needs of all BPM practitioners.
- Outcome
- BPM practitioners are well-trained and well-educated.
- Metric
- Satisfaction of BPM practitioners with educational support.
- 5Optimized
- Practices
- Share knowledge on BPM excellence with external bodies.
- Encourage external recognition of the BPM expertise held within the organization.
- Outcome
- The skills of expert BPM practitioners are positively recognized internally and externally.
- Metric
- Number of citations of an organization's BPM practitioners creating value in a public forum (e.g., as speaker, author, facilitator, leader).
- Practice
- Create and manage BPM training, education, certification and reinforcement programs, to ensure the sustainability and vibrancy of BPM capabilities across the business ecosystem.
- Outcome
- BPM is deeply embedded in the culture of the organization.
- Metric
- Record employees' BPM competencies, experiences, and accomplishments.
- Practice
- Ensure that BPM skills are continually and successfully applied and recognized throughout the business ecosystem.
- Outcome
- All employees understand BPM basic concepts.
- Metric
- Employee participation rates in process management activities.
- Practice
- Evolve the size and mission of a BPM Centre of Excellence to address BPM needs across the business ecosystem.
- Outcome
- The BPM Centre of Excellence is viewed as an efficient and effective partner in pursuit of process excellence.
- Metric
- Satisfaction of the organization's management with various aspects of the BPM initiative.