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Assessment 3 (Written Report)
Assessment 3 (Written Report)
Business Process Management Governance is the use of rules to control BPM programs
and initiatives. It includes formulating priorities and standards for BPM efforts to
enhance its strategies. Along with BPM, Business Process Management Governance
main objective is to optimize business processes of an organization (Rouse n.d.).
BPM governing principles also enable business to develop tough strategic solution and
engage the whole organization in executing the strategies more efficient. BPM
governance is crucial in making successful deployment of BPM across the organization
(Doebeli et al. 2011)
Process maturity models normally involve a sequence of stages that form a desired or
anticipated path from starting level to maturity. It is used to assess present situations and
to guide improvement initiatives while controlling the progress (Roglinger, Poppelbub &
Becker 2012).
Identify capabilities that are crucial in achieving short and long term goals
Evaluate existing capabilities and pinpoint internal best practices
Identify gaps between present and desired state and illustrate change management
needed
Realized prospective cost of ‘jumping maturity levels’ for efficient judgment
(WNS n.d.)
SAP follows the logic of Capability Maturity Model Integration (CMMI) but they have
re-design it according to their model and business needs.
Level 1 – Process is transparent. Processes at this level are documented and can be
improve at some degree over time.
Level 2 – Process is managed. Processes at this level uses process metrics to monitored
and measured performance to effectively achieve process objectives.
Continuously improved
Supports availability to improve process execution
Standardized process
In most organizations, their process are considered ‘matured’ once their maturity level hit
Levels 2 or 3.
As continuous improvement in process maturity levels plays a crucial role in SAP aim for
process excellence, their process maturity are centrally monitored.
There are several ways that an organization can measure its performance, Cristian (2014)
has listed four most commonly used models:
Balanced Scorecard: Useful tool for managers to gain competitive edge. Convert into a
set of performance indicators the organization mission and strategy.
Malcolm Baldrige: Enable organization to achieve its goal, enhance its results and be
competitive. The model was develop to provide superb quality standard and guides
organization to attain best-in class performance.
Performance Prism: Developed to provide better flexibility and offer a focus that is align
with the organization needs
Aside from having KPI connected with key business objective, it is also recommended to
follow the ‘SMART’ methodology:
Below are some of the periods for your performance to be measured according to KPI
Library (n.d.).
Closed Periods – Mostly used for financial and shareholders reporting (e.g End of
Month, End of Year, etc.)
Open Periods – Easy to understand but not advisable for analysis with earlier
periods (e.g. Year to Date)
Moving Periods - Normally future oriented as compare to closed and open period
(e.g. Last 30 days, Last 60 days, etc.)
Input
o Request per year – number of instances the process occur in a year
o People involved – number of people needed in executing the process
Operations
o Throughput Time – total time it takes to complete one instance of the
process
o Working Time – actual working time it takes to complete once instance of
the process
Output
o Cost involve per output
o Customer experience
Above PPI which was based on SAP business specific needs helps Process Manager in
their discussion with the organization key stakeholders.
In order to continue to build on the success brought about by moving from complex and
static project methods towards agile and simple process, SAP created Productivity
Consulting Office (PCG) which act as organization centralized Process Office.
PCG was founded and managed by SAP Chief Operating Officer (COO). It was created
with the aim of strengthening the criticality of Business Process Management within the
organization.
According to Veyrat (2016), a process office also act as an intermediate in the demands
of areas included in processes, making centralized decisions and choices required to
satisfy the strategic objectives of the organization while keeping fairness to all teams
involved.
Below are some of the specific task PCG performed to help achieve its main objective:
PCG plays a very important role in increasing SAP process efficiency and effectiveness.
It provides well-defined and innovative service that supports BPM experts in improving
processes.
PCG also developed two different services that prioritized on the roles involved in
executing the process:
It is important to note that achieving process improvement is the only reason why
organization undertake BPM project in their business processes (Harris 2018).
According to MXOtech, Inc. (2018) below are the main objectives of business process
improvement:
RESULTS ACHIEVED
With the implementation of BPM, SAP was able to overcome some of the challenges
their organization is facing. Below are some of the benefits SAP have achieve after
embracing BPM in their organization.
Process Modeling became vital part of Process Manages job upon implementation of
SAP Process Map
Documented process as part of SAP Process Map assist Project Manager in their daily
task
SAP staff has access to SAP Process Map and can view all published processes
SAP Process Map serves as reference structure for all IT projects
LESSONS LEARNED
Every organization must realize the importance in lessons learned as keeping knowledge
from past is crucial for continuous improvement. With the support of top management,
every important lessons should be captured and shared across the organization (Trevino
& Anantatmula 2008).
Reviewing of lessons learned can help avoid repeating the most common mistakes
organization commit such as:
Project failure
Over budget
Scope creep
Not meeting expected quality
Missed project completion date (Davenport 2012)
BPM implementation has brought several lessons learned by SAP organization such as:
Critical success factor is a management term for things that is required by an organization
or project to reach its goal. It is considered as core elements of a business' operations that
is needed to ensure its long-term success (Kokemuller 2017).
According to Lucco (n.d.) there are four things that can make critical success factor more
effective:
Below are the list of critical success factors that guide SAP in achieving the goal of its
BPM:
Most project fails due to lack or no commitment coming from top-level management who
are expected to provide support to the project team (The Editorial Team n.d.).
Lack of commitment and accountability from project team members means that Project
Manager is implementing a ‘directive style’ of leadership which is not recommended in
managing a project (The Editorial Team n.d.).
REFERENCES:
Henshall, A 2019, What are maturity models in business? (Capability maturity model,
AIMM, and more), viewed 26 September 2019, https://www.process.st/maturity-model/
Veyrat, P 2017, ‘Creating business process performance measurements’, Heflo, blog post,
viewed 27 September 2019, https://www.heflo.com/blog/performance-
measurement/business-process-performance-measurement/
KPI Library n.d., Measurement frequencies and periods, viewed 27 September 2019,
https://kpilibrary.com/topics/measurement-frequencies-and-periods
Doebeli, G, Fisher, R, Gapp, R & Sanzogni, L 2011, ‘Using BPM governance to align
systems and practice’, Business Process Management Journal, viewed 27 September
2019, https://www-emerald-
com.ezproxy.cqu.edu.au/insight/content/doi/10.1108/14637151111122310/full/html#idm
45887218247664
Veyrat, P 2016, Business process management office: 10 reasons to create one, viewed
29 September 2019, https://www.heflo.com/blog/bpm/business-process-management-
office/
Trevino, S & Anantatmula, V 2008, Capitalizing from past projects, the value of lessons
learned, viewed 30 September 2019, https://www.pmi.org/learning/library/business-
benefits-value-lessons-learned-7116
The Editorial Team n.d., How to identify critical success factors in project management,
viewed 30 September 2019,
https://www.nutcache.com/blog/how-to-identify-critical-success-factors-in-project-
management/
Lucco, J n.d., How to determine critical success factors for your business, viewed 30
September 2019, https://www.clearpointstrategy.com/how-to-determine-critical-
success-factors-for-your-business/