Part 1: Foundations of Holistic Process Optimization

© 2011 M. Gappmaier, Process optimization made easy

GappBridging Togetherpp g g gProcess.Innovation.Storm the Peak™

Part 1: Foundations of Holistic Process Optimization

Dr. Markus GappmaierGappBridging International/Academy



Our Story

GappBridging is a world leader in holistic business processholistic business process management. Our methods and tools have enabled hundreds of organizations to improve their business operations, the communication and relationships pbetween departments, and the relationships with their customers.

© 2011 M. Gappmaier, Process optimization made easy 4

BPM Success Requirements (Management Self-Assessment)

53%

31%

47%

20%

Real Commitment Effective Methods Coordination Between Business

Units

Cooperation Between IT and Business Units

Companies without BPM Success


Research: Business Process Management,” CIO Insight, August 13, 2002


76%

59%64%

43%

59%53%

31%

47%

20%

Real Commitment Effective Methods Coordination Between Business

Units

Cooperation Between IT and Business Units

Companies with BPM Success Companies without BPM Success




Effective Methods76%

Effective MethodsBPM methods are particularly

critical for success:

Biggest difference between success and

failure: 115%53%

And effective BPM methods are rarely spread as far as y p

they should be!

Effective Methods



Perceived Need for Methods 2011: An Example

Layna FischerF t St t i I f t t tFuture Strategies Inc: www.futstrat.com, Publishers of unique books on BPM and Workflow

”Ever moved around sticky notes to help you think through a business process before using your modeling software? And then you couldn't remember what they represented? We've been there too.”(http://handsonmodeling.com/ New hands on modelling toolset mit BPMN symbols, for working with whiteboards and magnetboards)


Process Management Methods: Proven Principles for Use

• All employees participate (Principle of Participation)Participation)

• Everyone sees and feels the opportunities for change (Principle of Reflection)change (Principle of Reflection)

• Attention is focused on what works (Principle of Solution Orientation)Solution Orientation)


PCDM Based Process Modeling as a Dialogue


Typical PCDM Business Process Model (As-Is Subprocess)


Simplified PCDM Modeling Procedure (As-Is)


Simple Process Modelling Step 1: Determine Start Event; e.g. “Order is received”


Step 2: Determine End Event; e.g. “Customer Receives Goods”


Step 3: Define Subprocesses (Groups of Related Activities); e.g. ‘‘Job Definition”


Step 4: Define All Activities of the Subprocesses; e.g. “Job Description”


Step 4 (Cont.): Capture Activities in as Much Detail as Required by the Modeling Purpose


Step 4 (Continued: 2nd Part of the Model)


Step 5a: Define Important Additional Features for the Modelling Purpose; Employee


Step 5a: Define Important Additional Features for the Modelling Purpose; Employee


Step 5b: Define Important Additional Features for the Modelling Purpose; Resources


Step 5b: Define Important Additional Features for the Modelling Purpose; Resources


Step 5c: Define Any Other Important Additional Features for the Modelling Purpose


Result of Simplified, Integrated PCDM Modelling


Tips for Effective and Comprehensive PCDM Modeling

• Legibly label the picture cards with capital or print letters• Select short phrases, ideally a maximum of 6 words

W it l i f bj t ( A ti it ) d• Write only one info object (e.g., Activity) on a card• Formulate the event as a state or condition: for example "Goods have

arrived"• When possible, use a verb for subprocesses, activities and tasks (e.g.,

versus using the names of different departments in the organization)• Activities and tasks should not include anything that describes the ‘‘who“

or the ‘‘what“ (resource) of the activity or task• A representation of redundancy in the process model helps (e.g., same

role in sequential activites)• The white ‘‘Document“ card typically should only be used for resources in

paper form• Complete each modeling step before moving to the next one


p g p g

Modelling Process and Result, Stacking Procedure

31 2

44

5


PCDM Process Development: Reusable, Easy to Develop

There is a circular pattern in PCDM development f th “A I ” M d l tfrom the “As-Is” Model to the “To-Be” model and ultimately to a completely y p ynew process and working reality.


Other PCDM Modules for Process Management

• As-Is: Overview Modelling• As-Is: Detailed Modelling• As-Is: Process Analysis• To-Be: Visioning• To-Be: Framework Modelling• To-Be: Implementation Modelling• To-Be: Detailed Modellingg• Company Process Model• Action Planning


g

PCDM Supports Process Improvement and Renewal

Meets the respectiveMeets the respective requirements fordifferent approaches ofdifferent approaches of process improvement (process optimization) and process renewal (process innovation)


Example of Integrated Process Optimization

3

5

24b 4a

6 6

Implementation Modelling7

6

+1

G1 Z

1

RR-G


+1+1 +1+1

Example of a PCDM Process Innovation Module

4 4 40

1 212 4 4 43

5

6


Unlimited Possibilites of the PCDM

• In every area of work (Production, Management, ( oduct o , a age e t,R&D, Customer Service ...)

• On every hierarchical levelOn every hierarchical level and with every business size

• Receives general acceptance and helps ‘‘move attitudes andmove attitudes and behaviors“ (and not just the PCDM cards)


Example of the PCDM in Other Applicable Areas

33

2

1


The PCDM has Proven Successful in…

• Process management with BPMN, ARIS, SAP, ITIL, ISO Certification etcISO-Certification, etc.

• Project management (also with SCRUM analysis)• CoachingCoaching• Employee leadership (also with employee interviews)• Planning• Knowledge management• And many other areas


What Users of the GappBridging PCDM are Saying

• “It is one of the most important and valuable programs available to businesses today. By putting a series of efficacious tools in the hands y y p gof participants, Mr. Gappmaier returns them to their businesses ready to analyze and improve their business processes. Mr. Gappmaier has a well-deserved reputation as one of the world’s foremost BPM experts and we highly recommend his programs and his related services ”and we highly recommend his programs – and his related services.

– Richard H. Tyson, President, CEObuilder/Harvard MBA

• "My BPM project, performed with the hBPM™ principles and the Picture Card Design hBPM Method was the most successful and fun BPM project I have ever done."

– Dr. Judie Lyon, Principal Consultant

• “The picture cards are excellent, intuitive and applicable. Thanks alot!“– Beatrix Biwanke, Certified Process Manager, IT Project Leader, Business Analyst,

Trading & Consulting 'H.P.C.' GmbH


Thank you

We look forward to your request for a free presentation.

GappBridging Internationalwww.GappBridging.cominfo@GappBridging [email protected]



Part 1: Foundations of Holistic Process Optimization

Technology

business process management

process modeling

process management methods

ppg g g process

simple process modelling

bpm success research

bpm successcompanies

fective methods bpm