CEMMethod_Jan2013

© All Rights Reserved -‐ BP Group 1992-‐2012

Welcome to the all new 2013 overview of CEMMethod.

We are walking you through its main features and you may regard this as the WHAT of the method. Accessing the HOW and associated

resources is discussed at the end of this overview.


2005-‐6 The theory and iniIal case studies

2010 – The pracIce, CEMMethod® case studies, tools and techniques

2001-‐2 The pioneers Enterprise BPM moving “Outside-‐In”

2003-‐4 BPM leaders & champions

An evolu<on in BPM thinking and Prac<ce leading to Outside In 2013 – The High

Performance OrganizaIon has emerged


© All Rights Reserved 1992-‐2012 www.BPGroup.org


CEMMethod® OVERVIEW THE STEPS AND STAGES OF THE

The CEMMethod® has been developed through the last 12 years especially to meet the radically new and challenging business environment of the 21st century. Grown as next practice in leading global companies It is a tried, tested and proven approach for helping organizations win the Triple Crown.

Understand & Develop Successful Customer Outcomes

Create Process Ac<vity List

PROCESS DIAGNOSTICS Iden<fy Moments of Truth

PROCESS DIAGNOSTICS

Iden<fy

Breakpoints

PROCESS DIAGNOSTICS

Iden<fy Business Rules

Perform Risk

Assessment

Develop Ac<on Plan

Manage Delivery


CEMMethod® OVERVIEW THERE ARE 36 SPECIFIC TECHNIQUES STEPS (part 1)

The CEMMethod® techniques and approaches are flexible and straight forward to use. On occasions an extensive toolkit may be required, in other situations point solutions may be appropriate.

Element Always Discretionary Levels Process Activity Map (PAM) Y 1-2-3-4

Process Diagnostics Y 1-2-3-4

Risk Assessment Y 1-2-3-4

Action Plan Y 1-2-3-4

Actions Taken Y 1-2-3-4

POF Dependencies Y 1-2-3-4

Points of Failure profile Y 1-2-3-4

Future State PAM Y 1-2-3-4

Risk Impact Assessment Y 1-2-3-4

Process Elasticity Y 1-2-3-4

Validated Process Activity Map Y 2-3-4

SCO Mind Map Y 2-3-4

Validated Process Diagnostics Y 2-3-4

Innovation Landscape Y 3-4

SCO Statement Metrics Y 3-4

OI Strategic Matrix Y 3-4

Process Performance Landscape Y 3-4

Performance Management Scorecard Y 4-5


CEMMethod® OVERVIEW THERE ARE 36 SPECIFIC TECHNIQUES STEPS (part 2)

A comprehensive toolkit supporting both operational and strategic requirements. Sustaining hard won performance gains requires a robust integrated approach. At the advanced levels the dots can be connected from every task and activity through strategy to the Successful Customer Outcome (SCO).

Element Always Discretionary Levels OI Strategy Map Y 4-5

IT Opportunities matrix Y 4-5

Individual Scorecard Y 4-5

SCO Capabilities Overview Y 4-5

Customer Needs Assessment Y 3-4-5

Expectation Management Profile Y 3-4-5

ORCA Y 3-4-5-6-7-8

Outside-In Centre of Excellence framework Y 3-4-5-6-7-8

Process Performance Audit Y 3-4-5-6-7-8

Team-Enterprise Score carding Y 6-7-8

Customer Needs Alignment Y 6-7-8

CNA Innovation Index Y 6-7-8

ABACUS Y 6-7-8

SCO Revolutions Y 6-7-8

Proactive-Reactive Index Y 6-7-8

Expectation Alignment Y 6-7-8

OI Business Model Y 6-7-8

People Awards Targeting Y 6-7-8


CEMMethod® SCO MAPPING REVEALING THE SUCCESSFUL CUSTOMER OUTCOME

The starting point will be determined by the nature of the challenge. It is however essential that a clear and objective understanding of customer needs is articulated. This specifically involves NEEDS of customer And goes way beyond traditional voice of customer insights.




PROCESS DIAGNOSTICS

Iden<fy

Breakpoints

PROCESS DIAGNOSTICS


Perform Risk

Assessment

Develop Ac<on Plan

Manage Delivery


1: Who is the Customer?

2: What is the Customers current Expectation?

3: What is the process the customer thinks they are involved with?

4: How does what We do impact Customer Success?

5: The Successful Customer Outcome – what does the customer really need from us?

6: The One liner SCO: One line statement that explains the actual SCO

CEMMethod® NEEDS OF CUSTOMER ANALYSIS: REVEALING THE SUCCESSFUL CUSTOMER OUTCOME

The primary purpose of crafting Successful Customer Outcomes is create a fundamental focus for a process, set of processes or indeed complete enterprise strategy. The SCO extends way beyond legacy inside-out thinking to create an actionable strategic and operational objective for the entire organization.



The Successful Customer Outcome (SCO) map requires teamwork to produce a set of clear objective insights. Often times the process is iterative as ideas develop, discussed and agreed upon. A simple test of the efficacy of the SCO Map is whether it is SMART – Specific, Measureable, Actionable, Relevant and Time bound.



The SCO Map is built on mind mapping principles. It is not a linear left to right listing of attributes. In fact SCO Maps can look messy as we develop an understanding of real Customer Needs. At the more advanced Stages of CEMMethod deployment the SCO Map is a useful input to strategic thinking. But more on that later.


CEMMethod® OVERVIEW UNDERSTAND THE CURRENT STATE PROCESS

The method is designed to be pragmatic in creating the understanding of the Current State. It uses simple and easy to understand ideas (by anyone in the organization) so as to make the picture as near a reflection of what actually takes place currently within the process. Quick to build and easy to share.




PROCESS DIAGNOSTICS

Iden<fy

Breakpoints

PROCESS DIAGNOSTICS


Perform Risk

Assessment

Develop Ac<on Plan

Manage Delivery



People who understand the current state collate their information, initially as individuals and then as teams. Every input has a usefulness, from the detailed operational items through to the big picture observations.



RepresenIng the Current State is about sharing that understanding on a large canvas. It is normally structured with an appropriate Imeline. Structure tends to be freeform (to capture the true nature of external and internal interacIons) rather than relying on factory mindset representaIons of process.



People who understand the current state collate their information, initially as individuals and then as teams. Every input has a usefulness, from the detailed operational items through to the big picture observations.










PROCESS DIAGNOSTICS

Iden<fy

Breakpoints

PROCESS DIAGNOSTICS


Perform Risk

Assessment

Develop Ac<on Plan

Manage Delivery







PROCESS DIAGNOSTICS

Iden<fy

Breakpoints

PROCESS DIAGNOSTICS


Perform Risk

Assessment

Develop Ac<on Plan

Manage Delivery







PROCESS DIAGNOSTICS

Iden<fy

Breakpoints

PROCESS DIAGNOSTICS


Perform Risk

Assessment

Develop Ac<on Plan

Manage Delivery







PROCESS DIAGNOSTICS

Iden<fy

Breakpoints

PROCESS DIAGNOSTICS


Perform Risk

Assessment

Develop Ac<on Plan

Manage Delivery










MOT

Breakpoints

BP

Rules BR

Capture the Moments of Truth

IdenIfy the Breakpoints

Document the Business Rules







UNCO

NTRO

LLED

CHAOS

INEFFICIEN

T

OPTIM

ISED

IDEAL







PROCESS DIAGNOSTICS

Iden<fy

Breakpoints

PROCESS DIAGNOSTICS


Perform Risk

Assessment

Develop Ac<on Plan

Manage Delivery













PROCESS DIAGNOSTICS

Iden<fy

Breakpoints

PROCESS DIAGNOSTICS


Perform Risk

Assessment

Develop Ac<on Plan

Manage Delivery










1. Prepare the Action Plan 2. Outline the new process 3. Calculate the new

POF(f) 4. Revisit and Upgrade the

SCO map 5. Presentation & Playback







PROCESS DIAGNOSTICS

Iden<fy

Breakpoints

PROCESS DIAGNOSTICS


Perform Risk

Assessment

Develop Ac<on Plan

Manage Delivery




Where does your process start and finish?

What is the Successful Customer Outcome?

What are the Key Moments of Truth in this Process?

What business are you (REALLY) in?













PROCESS DIAGNOSTICS

Iden<fy

Breakpoints

PROCESS DIAGNOSTICS


Perform Risk

Assessment

Develop Ac<on Plan

Manage Delivery


Thank you for reviewing the 2013 overview of CEMMethod

The CEMMethod conInues to evolve – The Advanced CEMMethod Includes Strategy, Leadership and ExecuIon. If you would like access to that resource contact [email protected]

CEMMethod_Jan2013

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overview of cemmethod

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