埃森哲 业务流程管理

BusinessProcessManagement–LifecycleBPMStrategy&BusinessCaseJuly27,2012Copyright©2012AccentureAllri[e-mail],[e-mail],VACopyright©2012AccentureAllrightsreserved.BPMStrategy&BusinessCaseOfferingOverviewCaseStudyProposalandApproachDeliverablesandResultsWrap-upLessonsLearnedQ&A3Copyright©2012AccentureAllrightsreserved.TheBPMStrategyapproachiscriticalinidentifying,targeting,anddeliveringrealbusinessvaluethroughBPMBPMStrategy-ObjectiveFromIssuePaceCertaintyStrategicAgilityToOutcomeDeliveringrealbusinessvaluethroughBPMandcreatingaprocessbasedadvantagebydirectlysupportingthebusinessstrategyWithouttargetingtherightBPMinitiativeswiththerightBPMmethodsinthecontextofrealbusinessvalue,BPMinitiativesdon’tdeliverthefullpotentialofdesiredbenefitsFastidentificationofhighimpactprocesses,capabilitygapsandaprioritizedBPMroadmapClientengagement+execution+outcomeBusinessmodel+OperatingModel+Execution4©2011AccentureAllrightsreserved.Copyright©2012AccentureAllrightsreserved.BPMStrategy-ComponentsProcessImpactMatrix(PIM)CapabilityAssessmentModel(CAM)ProcessSegmentationBPMCapabilityMaturityAssessmentBPMBusinessCaseBPMRoadmapThePIMhelpstargetclienteffortsontoprocesseswiththegreatestimpactandpotentialtodrivemostvaluefortheclientTheCAMidentifieshowwellspecificprocessesarecurrentlyfunctioningtodeterminetheoneswiththesignificantimprovementpotentialProcesssegmentationmakesitclearwhichprocessimprovementapproachandgovernanceprocedureswillbemostappropriateTheBPMMaturityAssessmentevaluatesallrelevantaspectsofhowtodevelop,retainandmanagetherequiredbusinessprocessmanagementcapabilitiesTheBPMRoadmapdefinesthecurrentandend-statematurityofBPMfortheclientwiththebusinessobjectiveschartedovertimetodriveaprioritizedlistofprojectsTheBPMBusinesscaseprovidesanapproachtodeterminingtherealvalueoftheBPMinitiativesandalsohelpstoprioritizeinitiatives5©2011AccentureAllrightsreserved.Copyright©2012AccentureAllrightsreserved.InordertodefineaBPMStrategythattargetsanddelivervalue,therearethreemainactivitiesthatanorganizationneedstoundertakeBPMStrategy-Approach6Copyright©2012AccentureAllrightsreserved.TheAccentureBPMBusinessCaseapproachhaseightdistinctphasesfordevelopingaBPMBusinessCase:•TheBPMBusinessCasetemplateisintendedtoprovidethestructure,approach,andfunctionalityforBPMBusinessCasedevelopment.Itissupplementalto(itdoesnotreplace)BPMandbusinesscaseexpertise,andotherresourcesthatarenecessarytodevelopaBPMBusinessCase.•Everysituationisunique,soBPMBusinessCaseswillvaryintermsofstructure,BPMcomponents,assumptions,keymetrics,etc.AlthoughtheBPMBusinessCasetemplatecoversthekeycomponentsandapproach,specificsituationsmightonlyuseportions,duplicateothersections(multipleprocessanalysis),oraddadditionalcustomsections.BPMStrategy–BusinessCase71.UnderstandSituation&FormulateHypothesis4.DetermineConcreteBPMBenefitValues5.PerformProcessImprovementAnalysis2.DetermineBPMBenefits&ValueDrivers3.EstablishFinancialBaseline6.CalculateBPMBenefits8.PerformSensitivityAnalysisandAssessResults7.DetermineBPMInitiativeInvestmentStructureCopyright©2012AccentureAllrightsreserved.BPMStrategy&BusinessCaseOfferingOverviewCaseStudyProposalandApproachDeliverablesandResultsWrap-upLessonsLearnedQ&A8Copyright©2012AccentureAllrightsreserved.Themailsortationprocess,equipmentandprograms...SortProgramManagement(SPM)9Originating/IncomingMailMailProcessingEquipment(MPE)SortProgramSystem(SPS)SortProgramsSortProgramMgmt(SPM)Copyright©2012AccentureAllrightsreserved.TheSortProgramManagementAssessmentfocusedonanalyzingallaspectsofthecurrentsortprogrammanagementmethods•Detailedanalysisintoexistingmethodsandtoolsincluding:–Processmapping–Gapanalysisoncurrentvs.desiredSPSsystemcapabilities•Benchmarkingofpeople,processes,andtechnologiesascomparedtootherhighperformingSPMprocessesandtechnologiesusedformanagingsortplans•PotentialoptionsforimprovedSPM–Centralizedmanagementanddisbursementofsortplanupdates–Standardizedsortprogramcreationrules,naming,andalgorithms/toolsusedtogeneratethesortplans–High-levelquantificationofvalueofeachoptionforuseinaBusinessCaseSortProgramManagement“Assessment”10Copyright©2012AccentureAllrightsreserved.Toperformacomprehensiveassessment,welookedatthepeople,process,andtechnologyrelatedtosortplancreationandmanagementAssessingPeople,Process,andTechnology11PeopleProcessTechnology•Identifyvariousskills,levels,andexperienceofresourcesinvolvedinsortplancreation,approval,andmanagement•Surveytheskills,levels,andexperienceofresourcestaskedwithmanagingsortplansathigh-performingforeignpostsandmailserviceproviders•Processmappingidentifiesmanualstepsofthesortplancreationprocess•Assessmentofhand-offpointsanddatagapsinsortplancreation,naming,andcataloging•Defineprocessofcreatingsortplan“library”andimplementingdynamicupdatestosortplansandthesortingequipment•IdentifygapsbetweencurrentSPScapabilitiesanddesiredSPScapabilities•Developsolutionrecommendationsthatwouldallowcentralmana