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CHAPTER 4

Process Architecture and

Organizational Alignment
The Second Phase of the BPTrends enterprise
methodology focuses on creating a business process
architecture for the organization. As we have already
suggested, we create a separate enterprise architecture
for each value chain, so, in effect, we are really talking
about creating a business process architecture for a value
chain.
BP TRENDS ENTERPRISE METHODOLOGY
THE KEY STEPS INVOLVED IN CREATING A BUSINESS PROCESS
ARCHITECTURE
 Identify a specific value chain.
 Determine the specific strategic goals the value chain is to achieve.
 Determine how you will measure whether or not the value chain achieves its
goals.
 Subdivide the value chain into its major processes (Level 1 processes). Subdivide
the major processes (Level 1 processes) into their subprocesses (Level 2
processes). If appropriate, subdivide the Level 2 processes into their subprocesses
(Level 3 processes).
 Use a worksheet. For each Level 1 process, determine how the Level 1 process
will be measured. Determine who will be responsible for the process. Determine
what resources are linked to each Level 1 process.
 Repeat this procedure, using new worksheets, for each Level 2 process, and so
forth.
A HIERARCHICAL DECOMPOSITION OF A VALUE CHAIN,
SUGGESTING HOW "LEVEL OF ANALYSIS" CORRESPONDS TO
PROCESS LEVEL.
CORE, SUPPORT DAN MANAGEMENT
PROCESSES
SOME OF THE TYPES OF RESOURCES THAT
ORGANIZATIONS MIGHT SEEK TO ALIGN WITH LEVEL 1 OR
LEVEL 2 PROCESSES INCLUDE:

 Alignment with corporate strategies and goals.

 Alignment with other processes.

 Alignment with policies and rules.

 Alignment with IT resources.

 Alignment with HR resources.

 Alignment with Sarbanes-Oxley, ISO 9000 and

various risk management standards.
THE THREE LEVELS OF A SCOR ARCHITECTURE.
SCOR AS HAVING THREE LEVELS.
 Level 1 is the supply chain.
 Level 2 consists of the highlevel processes that make up
a supply chain, including Source, Make, Deliver and
Return.
 Then their variation is specified, and then they are
decomposed into a set of Level 3 subprocesses
 CHAPTER 5
Process Management
What Is Management?

 Improving business processes

 consider how management can be organized to

support effective business processes
Two types of managerial roles:
1. Operational management
Operational managers have ongoing
responsibilities.

2. Project management.
Project managers are assigned to manage projects
that are limited in time.

.
Functional managers who are also process
managers:
An overview of the generic process management
processes and subprocesses.
Most process managers are assigned to manage an existing
process that is already organized and functioning. Thus, their
assignment does not require them to organize the process from
scratch.
Process managers, especially at the enterprise level, have a
responsibility to see that all of the processes in the organization
work together to assure that the value chain functions as
efficiently as possible.
process manager is more concerned that all the processes in the
value chain work well together, and would, in some cases, allow
the processes within one functional area to function in a
suboptimal way to assure that the value chain functions more
efficiently.
Functional vs Process Management
Functional Management : maintaining a unit
organization (e.g. sales unit)
Process Management : concerned with the entire
organization’s value chain and is primarily concerned
that a unit organizatin (e.g. sales unit) and service
processes work together moothly to provide value to
customers.
A matrix organization with independent
senior functional and process managers
Matrix Management
The top position in a process hierarchy is a manager
who is responsible for an entire value chain.
Depending on the complexity of the organization, the
value chain manager might have other process
managers reporting to him or her.
 The Management Of Outsourced Processes

-The outsource is managing manufactury and or

distribution and has its own management
organization.
-The main company (e.g. Dell). manage, The process as a
whole
Value Chains and Process Standardization
If all the processes are standardized, this will greatly reduce the
cost of developing and maintaining the organization's ERP
applications
Most companies, when they set about standardizing their
processes, structure the effort by establishing a process
management organizational structure. Thus, they create a
matrix organization and assign individuals to manage
"standard process areas.“
These individuals (process managers) are then asked to look
across all the departments in the firm and identify all the
places where activities are undertaken that might be
standardized.
Setting Goals and Establishing Rewards for
Managers
If a process is to succeed, then we need to be sure the
manager's goals and rewards are in line with the goals
of the process.
It is important to see that there is a system for aligning
the goals and rewards of specific managers with the
goals of the processes that they manage.
Management Processes
A company could analyze each manager's work from
scratch, using our generic management model.
Increasingly, however, companies find it more
efficient to rely on one or more generic models that
help analysts identify the specific management
processes that effective process managers need to
master. We'll start with the Project Management
Institute's (PMI) Project Management Maturity Model
and then consider the Software Engineering Institute's
(SEI) CMMI model.
The PMI Project Management Maturity
Model
 PMI distinguishes between operations management
(ongoing) and project management (done in a limited
timeframe). They describe a body of knowledge about
project management (PMBOK) and an Organizational
Project Management Maturity Model.
That organizations can use to :
 (1) evaluate their current sophistication inmanaging

projects and
 (2) use as a methodology for introducing more

sophisticated project management skills

How PMl's management processes map t o the
BPTrends process management model
The Software Engineering Institute's
Capability Maturity Model Integrated (CMMI)

CMMI supports two ways of organizing your effort:

1. Which focuses on Capability Levels, looks to see what

skills are present and then focuses on teaching managers

or process practitioners the skills that are missing.
2. Which focuses on Maturity Levels, assumes that

organizations become more process savvy in a

systematic, staged manner and focuses on identifying
the state the organization is at now and then providing
the skills the organization needs to move to the next
higher stage.
CMMI functions
As an enterprise process improvement methodology that
provides a prescription for a sequence of process training
courses designed to provide process managers with the
skills they need to manage their process more effectively.
If you focus on the individual work unit and emphasize
capabilities, then CMMI provides a set of criteria to use
to evaluate how sophisticated specific process managers
are and to determine what management processes they
need to master to more effectively manage the specific
process you are trying to improve.
CMMI's management processes, arranged by
management type and by organizational maturity levels.
the definitions that CMMI provides for its process
management

 OPD- Organizational Process Definitions process.

Establish and maintain a usableset of organization process assets and
work environment standards.
 OPF -Organizational Process Focus process.
Plan, implement, and deploy organizational process improvements based
on a thorough understanding of the current strengths and weaknesses of
the organization's processe s and process assets.
 OT - Organizational Trainingprocess.
Provide employees with the skills and knowledge needed to perform their
roles effectively and efficiently. It includes: identifying the training needed
by the organization, obtaining and providing training to address those
needs, establishing and maintaining training capability, establishing and
maintaining training records, and assessing training effectiveness.
the definitions that CMMI provides for its process
management

 OPP - Organizational Process Performance process.

Establish and maintain quantitative understanding of the
performance of the organization's set of standard processes
in support of quality and process-performance objectives,
and to provide the process-performance data, baselines and
models to quantitatively manage the organization's projects.
 OID -Organizational Innovation and Deploymentprocess.
Select and deploy incremental and innovative
improvements that measurably improve the organization‘s
processes and technologies:
Documenting Management Processes in an
Architecture

 Organizations identify high-level management

processes that are independent of any specific value
chain, and document them independently.
 An organization might document the strategy
formulation process or the processes of a business
process management support group.
 Others treat these specialized processes as support
processes and document them in the same way they
document other support processes.
Completing the Business Process Architecture
Worksheet

 The managers focus on integrating the entire value

chain and aligning the value chain with your
organization's strategy.
 The managers are really focused on the value
chain's external measures and satisfying the
customer.
 Most organizations are just beginning to sort
through how they will manage processes at the
higher levels of the organization
HATUR NUHUN