Business Process Re-Engineering Best
Practices:
From Strategy
to Implementation and Process Management
by Roger
Burlton
Dallas,
November 3-4, 1997
Toronto,
December 8-9, 1997
It
has become clear that Process Based Change is
now fundamental to any significant business
transformation. It has become clear that many
organizations could do a much better job in
managing this type of initiative than they do
today. Organizations which have become good at
this have already gained market share, increased
profits, lowered costs and improved quality. They
are delivering faster, have greater flexibility
and, most importantly, are rewarded by happier,
loyal customers. What are the secrets of their
success? They have done this by going beyond
traditional BPR:
They have developed aligned
business, process, technology and
human strategies prior to
conducting specific projects.
They excel in the project
and commitment management.
They have learned how to
implement synchronized and
time-phased business solutions.
They focus strongly on communications
and human change management at
all levels of the organization.
The process manage the
solutions and their evolution
completely even after the project is
over.
They employ a simple
and consistent framework to
manage integrated change.
They have mastered scope
management.
Everything they do is traceable
to the vision and customers of
the organization and can be measured.
They balance their
understanding of the current with the
design for the future.
They deliver early and
often.
They manage politics relentlessly.
They do not confuse systems
development with BPR.
Now their best
practices can be yours.
Built
on lessons learned, both good and bad, from real
BPR projects, this seminar will provide the Best
Practices discovered so far in dealing with these
issues. It will expose what successful BPR and
Process Managed organizations have found out
about what works and what does not. It will show
how real Re-engineering deals with the management
of all factors concurrently.
Delivered by Roger
Burlton: a pioneer and world leader
in Real World BPR
Day 1: Trends,
Strategic Planning and Process Alignment
Day 2: BPR Project
Implementation and Ongoing Process
Management
A pragmatic, comprehensive
framework
How technology can be
strategic
Tricks to learn and traps to
avoid
High interaction with other
attendees
This
session is intended to provide a complete
approach for managing BPR. You will learn:
Strategic, tactical and
operational considerations in a BPR
framework
What has been proven to
work best
Things to never try
How to gain
cross-organization acceptance
To manage politics,
perceptions and resisters
The enabling
breakthrough technologies
This
session is a must for:
It
is suitable for those with BPR experience as well
as new practitioners. Teams will benefit by
attending together. Most importantly, this
seminar will position you to become an Agent of
Change for process renewal.
1.
Process Renewal Framework Overview
a.
Performance and customer pressures
b. Traceability as a fundamental concept
c. Business processes as integrators
d. Building adaptability
e. BPR value chain and IT methods
2.
Process Trends and Enabling Technologies
a.
Customer service trends
b. Work process/job trends
c. Information access trends
d. Successful companies
e. Business process automation
3.
Process-Based Strategic Alignment
a.
Key performance indicators (KPI's)
b. Business scenario planning
c. Defining business vision/strategic intent
d. Critical success factors (CSF's)
e. The business context diagram
4.
Developing a Process Architecture
a.
Business event/outcome analysis
b. Core and support processes
c. Process architecture diagramming
d. Aligning processes and the business
5.
Identifying Organization Strategy
a.
Process vs. functional structures
b. Outsourcing considerations
6.
Producing the Technologies Strategy
a.
Building adaptable solutions
b. Implications for infrastructure
c. The technology process matrix
7.
Applications and Data Architecture
a.
Applications and business objects
b. Shareable information assets
8.
Determine Human Resource Strategy
a.
New competency requirements
b. Incentives and evaluation systems
c. Workforce adjustments
9.
Determine Alignment Opportunities
a.
Overall transformation strategy
b. Defining the renewal projects
10.
Visioning and Scoping Process Projects
a.
Determine scope and vision
b. Prepare the business case
c. Plan the renewal project
d. Develop communications strategy
11.
Understanding the Existing Process
a.
Interview and model
b. Measure performance gaps
c. Determine root causes
d. Implement early wins
12.
Redesigning the Business Process
a.
Re-conceive the approach
b. Model renewed process
c. Demonstrate/validate solution
d. Identify business objects
13.
Developing Process Enablers
a.
Build infrastructures
b. Finalize process/procedures/jobs
c. Design organizational changes
d. Update HR policies/procedures
e. Develop/integrate systems
f. Develop training
14.
Implementing the Change
a.
Run pilots
b. Educate staff
c. Run marketing programs
d. Rollout changes
15.
Ongoing Process Management
a.
Process ownership
b. Ongoing performance measurement
c. Incentive plans and rewards
d. Continuous improvement mechanisms
e. Learning organizations
16.
Managing Perceptions and Politics
a.
Achieving executive awareness
b. Managing risk
c. Managing commitments
d. Project management
e. How people react to change
f. Human support mechanisms
17.
Summary
a.
Trends for the future
Roger
Burlton is the founder of The Process Renewal
Consulting Group, a company committed to bringing
performance improvement to organizations through
the transformation of their business and
information management processes. He is
recognized internationally for his leadership and
dynamic approach to helping organizations
accomplish fundamental change. He can often be
found chairing conferences, running seminars and
coaching clients towards renewal.
Dallas,
November 3-4, 1997
Holiday Inn Aristocrat Hotel
(214)741-7700
Toronto,
December 8-9, 1997
Sheraton Centre
(416)361-1000
Business
Process Re-engineering Best Practices: From
Strategy to Implementation and Process Management
$995
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Analysis Workshop and
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