IMPLEMENTING BPM IN ROMANIA. EXPERIENCES FROM THE CertiBPM PROJECT - - PowerPoint PPT Presentation

IMPLEMENTING BPM IN ROMANIA. EXPERIENCES FROM THE CertiBPM PROJECT

Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

25-27 June 2012, Vienna - Austria

Presentation topics:

• 1. INTRODUCTION
• 2. THE CertiBPM TRAINING PROGRAM DESIGN
• 3. THE KNOWLEDGE TRANSFER AND SHARE PROCESSES
• 4. THE CertiBPM TRAINING PROGRAM CONTENT DESCRIPTION

4.1. Methodological Aspects for the Training Materials Development and the Examination/Certification Procedure 4.2. Brief Description of the CertiBPM Training Program Content

• 5. MARKETING SURVEY – CERTIBPM IMPACT ON SPI POLITICS

AND STRATEGIES IN ROMANIAN COMPANIES 5.1. The Research Context and Design 5.2. The Survey Results

• 6. CONCLUSION

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Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

25-27 June 2012, Vienna - Austria

• 1. INTRODUCTION – The Research Context (1/3)

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• Business Process Management (BPM) represents a holistic management approach

based on continuous improvement processes, change management theories, and support by modern information and communication technologies/systems.

• This approach aims at attaining an optimal balance between the dynamics of the
• rganization’s external environment and its internal processes functionalities based on

innovation, flexibility and agility (Brocke & Rosemann, 2010).

Changing business environment Emerging management roles Skill implications Globalization Technical changes Business unit focus Stakeholder focus Change management Coach and counselor Team builder Assessor Leader Project manager Project management Staff development IT manager Customer orientation Languages, Process improvement

Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

The Research Context (2/3)

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• The main barrier for the BPM adoptions and implementation was the lack of

knowledge about the concept.

• According to Gartner Inc. specialists, among the competencies required for

successful BPM initiatives include process skills, tools and process assets, and transformation skills.

• Before specific training and development programs are chosen, three needs must

be considered: (1) Organization needs include its developement objectives; (2) Managers availability of, and (3) The turnover rates.

• Needs related to the operations and the job can be determined from job descriptions

and performance standards (Emerson, 2006). Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

The Research Context (3/3)

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• BPM implementation process in a big change management process that has

to be piloted by considering issues such as:

• successfully planning, implementation and communication,
• determination of employees’ involvement and commitment,
• as well as definition and implementation of measurement systems during

change process development. Many training organizations, vendors, offer BPM training programs. During the last few years, several BPM related certifications appeared on the market, delivered by: Object Management Group Certified Expert in BPM certification (OMG, 2011), ABPMP (ABPMP, 2011), International Process and Performance Institute (IPAPI, 2011), BPM Council (BPM Council, 2011). The most known vendors in the field are: IBM, AuraPortal, Bizagi, Ultimus, IDS Scheer, webMethods, IBM Lombardi that offer training specialized on the implementation using different software solutions. Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

25-27 June 2012, Vienna - Austria

Paper Objective:

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The present paper will debate a situation of Management, Knowledge and Learning, in the particular in the context of: (1) Leonardo da Vinci Programme, project no. 2010-1-RO1-LEO05-07445 (financial support and knowledge exchange environment) (CertiBPM, 2009); (2) Transfer of Innovation process from Slovenia to Romania.

Transfer of Innovation Transfer of Innovation Facilitator

Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

25-27 June 2012, Vienna - Austria

• 2. THE CertiBPM TRAINING PROGRAM DESIGN

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UPT - Politehnica University of Timisoara, ROMANIA BICERO, Center za poslovno informatiko Rozman,d.o.o., Orehova, SLOVENIA proHUMAN - Cooperation and Business Management

• Ltd. Maribor, SLOVENIA

I.S.C.N. - International Software Consulting Network, Graz, Austria DENKSTATT ROMANIA Project partners/team: Certified Business Process Manager LLP-LdV/TOI/10/RO/010

Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

Structure of the CertiBPM Qualification and Certification Program:

The original training program and materials have been developed trough creative, synergetic energy of the project members’ interactions (during face-to-face project meetings and virtual meeting using Skype conference facilities, since December 2010 until December 2011). The Training Material, version 2012:

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Learning Units and Elements Code Learning Units and Elements Title

• No. of

Performance Criteria BPM.U0 Informative package 5 BPM.U0.E0 Introduction 2 BPM.U0.E1 ECQA and certification information (demonstration on www.ecqa.org and the Learning Portal) 2 BPM.U0.E2 Conclusions and References data base 1 BPM.U1 Process Oriented Management 24 BPM.U1.E1 Management System (ISO 9001:2008) 5 BPM.U1.E2 Managing BPM projects 5 BPM.U1.E3 BPM and Modeling 5 BPM.U1.E4 Documenting Business Process 4 BPM.U1.E5 Process Simulation & Analysis basics, tools and techniques 5 BPM.U2 BPM and Information Technologies (IT) 16 BPM.U2.E1 Choosing your BPM tool/platform 5 BPM.U2.E2 BPM tools/platform 7 BPM.U2.E3 BPM and architecture 2 BPM.U2.E4 BPM systems and IT integration 2 BPM.U3 BPM human aspects. Frameworks and Standards 12 BPM.U3.E1 Human factors in BPM 4 BPM.U3.E2 Motivating people for process change 3 BPM.U3.E3 BPM models, frameworks and standards 5 BPM.U4 BPM Specializations

• BPM.U4.E1

BP manager for IT processes

• BPM.U4.E2

BP manager for core sales & marketing processes

• Community 4: Business Process Innovation and Improvement

Networked Workshop 2012: Business Process Management (CertiBPM)

Target group interests:

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• Project managers (as project managers, CIOs, quality managers, organization

managers, process owners, unit leaders, business analysts) wish to:

• document business processes; model business processes; manage business

process projects; change the way their employees work;

• Users of different BPM solutions (as employers trainers, quality supervisors, IT

supervisors, administrators or consulting, human resources managers) implemented in companies want to:

• better understand the users’ perceptions and to correct their misunderstandings

by improving the software solutions; avoid misunderstandings and develop better user’s guides; find the best support solution for the change management process when the BPM software solution is implemented or updated or when they are confronted with new users (accelerate the learning process).

• Students (MBA students and PhD.) wish to improve their knowledge and learn

methodological aspects related modeling and simulation of BPM – usefull for their research activity and future careers. Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

Where we start ... Pilot training in Maribor (June 2011):

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Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

Train the Trainers Event in Maribor (June 2011):

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Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

Explotation.....First Training event in Timisoara (March 2012):

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Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

Second Training event in Timisoara (March 2012):

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Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

First Training event in Bucharest (April 2012):

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Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

First Training event in Bucharest (May 2012):

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Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

The Target Groups Structure and Their Satisfaction!

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The trainees group structure:

56% 9% 10% 16% 9%

Automotive Industry Logistics Software development Master and PhD. Students Other industries

Trainees Feed-Back for the CertiBPM program 0,5 1 U 1.E 1 U 1.E 2 U 1.E 3 U 1.E 4 U 1.E 5 U 2.E 1 U 2.E 2 U 2.E 3 U 2.E 4 U 3.E 1 U 3.E 2 U 3.E 3

Understanding the course content (clear presentation, training materials, trainer support, students notes support) Pedagogical methods Trainer explanations including examples and case studies

Timisoara Bucharest

Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

• 3. THE KNOWLEDGE TRANSFER AND SHARE PROCESSES

The CertiBPM Transfer of Innovation Process

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Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

Mechanisms of Knowledge Transfer and Sharing Between CertiBPM Project Partners:

Specific activity of CertiBPM Knowledge Transfer activities/tools Knowledge Sharing tools Project proposal Know-how transfer in the field of BPM qualification Strategic alliance creation for new knowledge transfer and for research Description of some project work packages (related to the skill set development; dissemination and exploitation; description of project’s specific objectives on the RO market; Skype meetings and e-mail exchange Training materials translation Sl - EN - RO Know-how transfer in the field of BPM Face-to-face discussions and demonstrations; Virtual office Skype meetings and e-mail exchange; Virtual office definition and use Project web page ECQA web page Analysis of similar courses (and certification) on the international market Research report analysis Romanian marketing research for the training need identification Research report analysis CertiBPM Skill Set Brainstorming, Mind maps for different versions; Knowledge integration of the research results CertiBPM Training Program Development of the learning materials (PPT. and students notes); multimedia materials; e-learning system (Moodle) Exploitation of the CertiBPM Training Program Dissemination of CertiBPM project; CertiBPM training program,

• Face-to-face; e-mail; mail; telephone;

Internet

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Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

25-27 June 2012, Vienna - Austria

• 4. THE CertiBPM TRAINING PROGRAM CONTENT DESCRIPTION

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4.1. Methodological Aspects for the Training Materials Development and the Examination/Certification Procedure

Specific Profession UNIT 1 UNIT 2 UNIT i U1.E1 U1.E2 U1.Ej U2.E1 U2.E2 U2.Ek Ui.E1 Ui.E1 Ui.En

Total number

• f correct

answers in the exam pool Correct answers selected by the user Score per question 1 0% 2 1 50% 3 1 33% 3 2 66% 4 1 25% 4 2 50% 4 3 75% ECQA Evaluation Rules Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

25-27 June 2012, Vienna - Austria

4.2. Brief Description of the CertiBPM Training Program Content

CertiBPM training program Management Psychology Technical (IT)

U0; U1.E1 – E5 BPM.U0.E0 – Introduction BPM.U0.E1 - ECQA and Certification Info BPM.U0.E2 - Conclusions and References BPM.U1.E1 - Process oriented management BPM.U1.E2 - Managing BPM projects BPM.U1.E3 - BPM and Modeling BPM.U1.E4 - Documenting Business Processes BPM.U1.E5 - Process Simulation & Analysis basics, tools and techniques U3.E1 – E3 BPM.U3.E1 - Human factors in BPM BPM.U3.E2 - Motivating people for process change BPM.U3.E3 - BPM models, frameworks and standards U2.E1 – E3 BPM.U2.E1 - Choosing your BPM tool/platform BPM.U2.E2 - BPM tools/platform BPM.U2.E3 - BPM and Enterprise architecture

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Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

• 5. CertiBPM Impact on SPI Politics and Strategies in RO Companies

5.1. The Research Context and Design

• This marketing survey was organized and developed in the end of each CertiBPM training

sessions that take place in March 2012 (two training sessions, six days of in-class trainings and some webinars on specific BPM software solution exploitation and use – modeling and simulation).

• The objectives of each training session (workshops with the formed target groups) were

related to the training needs that were identified in a survey in 2011 and also, expresed by the trainees at the begining of training program.

• Feed-back collected : (1) identifying what trainees like / do not like during the in-class

interaction regarding: the trainer presentation style and his/her rhythms of training; (2) the content of the element that was taught and the usefulness of the knowledge gained by the trainees when they go to apply or to exploit these knowledge in their companies or

• rganization, including their impact upon the SPI politics and strategies.

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Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

Type of company in the sample

• No. of companies / %
• No. of trainees / %

Automotive 8 / 36.36% 38 / 56.50% Logistics 6 / 27.27% 6 / 8.75% Software development 4 / 18.18% 7 / 10.25% University (master and PhD. students) 1 / 4.54% 10 / 15.50% Other industries 3 / 13.65% 6 / 9% TOTAL 22 / 100% 67 / 100%

No. The Critical Element The Key Questions 1 Clear, decisive objectives Are all efforts directed towards clearly understood, decisive and attainable overall goals? 2 Maintaining the initiative Does the strategy preserve freedom of action and enhance commitment? 3 Concentration Does the strategy concentrate superior power at the place and time likely to the decisive? 4 Flexibility Has the strategy purposely built in resource buffers and dimensions for flexibility and man-oeuvre? 5 Coordinated and committed leadership Does the strategy provide responsible, committed leadership for each of its major goals? 6 Surprise Has the strategy made use of speed, secrecy and intelligence to attack exposed or unprepared opponents at unexpected times? 7 Security Does the strategy secure resources based and all vital

• perating points for the enterprise?

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Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

A focus group (qualitative marketing research) was initiated in the end of each unit training session and the trainees were asked to express their opinions. For the CertiBPM knowledge impact upon the SPI politics and strategies in different Romanian (trainees) companies, the Mintzberg model has been used to collect information. Mintzberg Critical Elements as Criteria for Effective SPI Strategy

5.2. The Survey Results (trainees feed-back) (1/2)

• The focus group debates has underlined that approaching SPI as a change management

process, makes it clear that a SPI effort has the main characteristic features of a change process, through which the practice of software work is object for change.

• Trainees expressed that the focus of improvements should be moved from resources

to process, and then to practice and the improvement efforts should be organized as a change management program rather than a process improvement project - in a SPI program more attention has to be given on defining expected effects, planning,

• rganizing and managing changing behaviors and knowledge rather than only

improving processes.

• In Romanian companies, an SPI effort in itself can be optimize from the perspective of

an organized and planned effort which is based on gathering feedback information about the processes from the field of practices.

• SPI can further be seen as an incremental based change process rather than a

revolutionary one. A SPI effort does not happen in an ad-hoc way! It is not an expert

• riented effort; it is rather based on practitioners’ ideas and ideals!
• Romanian employees/trainees debate that an important step in an SPI effort is focused on

identifying which processes to improve, when to do what and assigning people to the different process improvement tasks needed to be done.

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Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

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5.2. The Survey Results (trainees feed-back) (2/2)

Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

• Trainees agree that, this effort will be structured through a SPI plan which shows the detail
• f the SPI project .
• A SPI effort on the other hand, is a knowledge creator mechanism through which

knowledge will be captured, modified and transferred to different organizational levels.

• Approaching SPI through a change and knowledge management point of view

recommends having a change strategy instead of an SPI plan which connects people related efforts to process related activities in order to make change happen in practice.

• The change strategy should be clear in its focus, detailed, communicated, accepted

and agreed by people in different organizational levels (management, organizations, and working teams) for being most effective.

Mintzberg Criteria for Effective SPI Strategy related to BPM activities – Research Results

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Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

25-27 June 2012, Vienna - Austria

• 6. CONCLUSIONS

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• The paper has shown an efficient and effective Slovenian – Romanian - Austrian

collaboration in order to develop a BPM training and certification program .

• First, the design process of the improved BPM training program (skill set design of

the new profession and the training program structure) so called CertiBPM has been presented.

• Second, important aspects of the transfer of innovation process have been

underlined as important issues of the international partnership and of the collaborative work support.

• Third, methodological aspects regarding the certification procedure were described in

the framework of ECQA (certification body well recognized in Europe and considered also for the CertiBPM program).

• In the fourth part, a brief presentation of each learning unit, together with its

elements, was performed in order to better understand the common effort of the partners in collecting, transferring and sharing knowledge in the BPM field.

• In the fifth part there were presented the results of a marketing survey regarding

CertiBPM impact on SPI Politics ans strategies upon RO companies. Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)

• !

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THANK YOU FOR YOUR ATTENTION !

The presented paper is linked with the research activities of the project: CertiBPM - Certified Business Process Manager LLP-LdV/TOI/10/RO/010, founded with support from the European Commission. The presentation of this paper is connected with the dEUcert project - Dissemination of European Certification Schema ECQA (505101- LLP-1-2009-1-AT-KA4-KA4MP), that has been funded with support from the European Commission, also. This paper and communication reflects the views only of the authors, and the Commission cannot be held responsible for any use, which may be made of the information contained therein.

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Community 4: Business Process Innovation and Improvement Networked Workshop 2012: Business Process Management (CertiBPM)