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8 Omega ORCA® and CEMMethod® ORCA Organisation Readiness & Competence Assessment

A Process Governance Framework

Steve Towers

BP Group www.bpgroup.org

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BP Group, New Bond House, 124 New Bond Street, London W1S 1DX

Offices in London – Houston – Denver - Bangalore – Sydney - Associates in 118 countries

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PROPRIETARY NOTICE

1. All ideas, information, concepts, methods and know-how embodied in this material (the "Information”) have been created by or for BP Group or another company within our group.

2. The Information is of considerable value to our business and is disclosed to you on the basis that you do not use it otherwise than as expressly permitted by us. Copyright on all materials contained in this presentation is owned by us (unless otherwise stated). We are providing this material to you on the basis that you agree that you will use it only for reference. No part of this material may be reproduced or disclosed to any third party without our express written permission.

3. Save as provided above, all our other rights are reserved.

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Objectives

• Provide process leaders with an

overview of the CEMMethod® ORCA

process

• Provide direction on undertaking ORCA

• Provide process leaders with information

regarding additional techniques and

templates for undertaking „Deep‟ ORCA

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A New Way for the

Age of the Customer Many of the challenges facing businesses today are forcing organisations to make

changes for which they have no existing delivery mechanism. These changes

often place corporations between the proverbial “rock and a hard place,”

caught between external change forces and internal change barriers.

Enterprise Business Process Management has come to the rescue, almost.

Leading business thought leaders have delivered compelling materials to help

businesses understand why enterprise business process management can

“deliver the goods.”

What was missing, until recently, was a framework focused on achieving results

that is proven, flexible, technology neutral and that can apply to virtually any

business or business problem.

Launched originally in 2004* the framework is now updated to reflect the

continuing evolution of next practice in the worlds leading organisations.

* see www.8omega.com

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A New Way for a New Age

CEMMethod® is this overarching approach that provides a single framework that

can be applied to any enterprise, business process, challenge or problem.

The framework is not a theoretical concept or academic exercise, nor does it

mandate the depth, breadth and sophistication of the actions taken by the

organisations that use it. The framework is flexible and adaptable to meet the

broad range of individuality and needs of corporations in all markets and any

size.

The CEMMethod® comes from real world experience with hundreds of

organisations that have made the transition to being process managed.

More than anything else CEMMethod® is DOMAIN KNOWLEDGE gathered

from leading business process management professionals, most of whom

have been actively practicing BPM for over ten years.

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A New Way for a New Age

The framework is the revised, refined and tested results of these real activities, in

real businesses, by BPM experts, over a broad market spectrum. The origin

of the framework came from the common, stated desire by corporations all

over the globe for an approach that was clear, actionable and that would help

them achieve their desire to become processed managed organisations.

Implementing the original 8 Omega framework and its successor the

CEMMethod ® allows organisations to realise the benefits of Enterprise

Business Process Management. A major component of the frameworks is the

organisation Competence & Readiness Assessment (ORCA). That is what this

resource focuses on

.CEMMethod® ORCA Overview

Information in this pack provides a structured technique for understanding an

organisations process maturity. It helps to identify the main dimensions of

change and understand the current status, the organisational aspiration and

the potential future state

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What is CEMMethod® ORCA?

ORCA is an approach within the CEMMethod® which allows organisations to assess and evaluate, develop and then build their competence in achieving Successful Customer

Outcomes. It goes beyond the concept of process maturity by including key

dimensions of an organisations capability. As such it is a Process Governance framework.

Accordingly it is a pragmatic and immediately useful approach to helping organisations identify and develop consensus around where they are now,

where they would like to get to, and

the gap between the two.

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The Good News: You can actually measure how

you are progressing towards your Strategic Goals!

• Commitment by Top Management

• Program Organisation & Structure

• Improvement Training

• Performance Objectives

• Functioning of Improvement teams

• Tools and Techniques

• Stakeholder specifications

• Information Systems

• Accreditation/Certification (individual – enterprise – partners)

• Customer Alignment

And in doing so align the organisation to achieve SCO‟s. The ORCA approach fits neatly with the CEMMethodTM (see www.cemmethod.com)

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Level Commitment by Top

Management

Programme

Organisation and

Structure

Improvement

Training

Performance

Objectives

Functioning of

Improvement Teams

Tools and

Techniques

Stakeholder

Specifications

Information

Systems

Integration

Accreditation Customer and

Maturity Centricity

10 Process improvement is a normal part of the culture.

Process improvement is part of the day to day culture of

the organisation.

Everybody trained. Process improvement is a natural part of training efforts.

Embedded within all aspects of work. The Process

Performance Landscape encompasses the whole

organisation.

Outside-In Approach is part of normal working practice.

All processes fully measured and controlled with

appropriate tools. The CEMMethod® is deployed

fully.

Specification reviewed and periodically revised with

stakeholders.

Processes operate within, and are supported by IS

tools. A complete BPMS has been deployed and is maintained to agreed

standards.

More than 50% of all processes and people have received accreditation. More than 1 in 20 are qualified as

Certified Process Professional Masters®

Every employee is aligned to delivering Successful Customer Outcomes

9

Communicates improvement information to customers

and internally.

Process improvement cost savings significant,

measured and achieved.

Process improvement competence achieved by all

staff.

Initial targets achieved, full audit review complete.

Teams systematically identify new actions and

developments.

All process measurement complete and on-going as

part of daily reporting.

Stakeholder contracts established, communicated

and understood by organisation.

Key processes supported by IS infrastructure.

Integration work towards a full BPMS is underway.

Remedial work and review of actions to achieve full

accreditation.

Successful Customer Outcomes used to drive continuous improvement

8

Improvement is an integral part of objective setting and

appraisals.

BPM systematically being implemented with full IS

support.

Trainers, facilitators and mentors fully deployed and

integral to process.

Performance measures identified for all key

processes.

More than 50% of organisation have actively participated within teams. Positive results of projects

are recognised.

Gap analysis complete for all key processes.

Stakeholder requirements monitoring process

established. First deliveries against key stakeholder.

Pilot testing underway, success criteria monitored

and reviewed. Initial deployment of strategic IS tools within key processes.

Initial external accreditation of processes.

Successful Customer Outcomes developed for key

processes. Customer expectations actively

managed

7

Improvement is an agenda item in meetings, manager

gives meetings and publishes on improvements.

Regular communication activity and BPM evaluation underway. BPM proposals

costed.

Middle management trained in PI approach. Training in

techniques completed across the organisation.

Performance indicators and maintenance methods

introduced into the organisation.

Implementation of Rapid Actions complete. Core

process teams delivering first results.

All key processes are measured and tracked, exception reporting and action plans delivered.

Initial work underway to communicate stakeholder requirements and required

action.

IS review of delivery tools to support key processes and agreed deployment plan.

Processes and improvement actions revised and upgraded. Internal

accreditation complete and reviewed.

Customer experience management program in

place. Customer interactions actively managed. Customer

needs understood

6

Has participated in an improvement project.

Involved in progress and commits available resources.

Regular progress meetings. WPR complete and business

process redesign (BPR) underway.

PI training underway. Facilitators assigned.

Communication to the organisation of performance

objectives underway. Performance reviews and

audit begun.

Action teams assigned and underway within key

processes.

Tools and techniques harmonised. User training

complete.

Action programme agreed with stakeholders.

Key process requirements understood, agreed and action plan developed.

Initial key process identified and submitted for internal

accreditation.

Customer interactions understood. Customer

experience management planned

5

Improvement Goals are understood across the management teams

Three CEMMethod® workshops complete with Action Plans implemented

1 in 10 of the organisation has been trained and able to

deploy Outside-In techniques

Performance objectives linked to individual

objectives across the organisation

Leadership of Improvement Teams 80% implemented

CEMMethod® with associated techniques

deployed to more than 50% of organisation.

Stakeholder Management Matrix established and deployed to Process Improvement teams

IS/IT SWOT Analysis complete AND more than

50% IT systems evaluated for Process Maturity

More than 5% of the organisation have achieved

the Certified Process Professional® accreditation

End to End process maps reflect the customer

experience

4 Improvement goals are defined and published.

Steering group assigned, first work process redesign

(WPR) underway.

Whole organisation aware of PI programme.

Performance objectives quantified and charted.

Initial stretch targets agreed.

Initial team undertake work process redesign and

complete report back to steering group.

Tools and support in place. Tracking and monitoring

underway.

Key shortfalls and targets identified with stakeholders.

Initial processes reviewed for IS support and

specifications developed

Accreditation process communicated. Awareness

workshops define issues and agree targets.

Customer advocate appointed. Improvement

projects implemented

3 Is chairman of the

improvement effort. Process improvement

responsibility assigned.

Process improvement responsibility assigned.

Managers have participated in PI workshop.

Senior management have identified key objectives.

Initial team structure in place and communicated to

the organisation.

Tool kit agreed and communicated to senior

management.

Most important areas identified for the

establishment of stakeholder specification requirements.

Gap analysis undertaken to identify key requirements

and quick hits.

Senior management participate in accreditation

workshop.

Customer feedback results measured. Add hoc

improvements projects planned

2

Improvement principles understood, verbal support

given, but no personal involvement.

Process improvement discussed but no formal responsibility assigned.

Process improvement training agreed, method

selected.

Approach defined, selection criteria agreed.

Team structure(s) agreed within senior management.

Tools and techniques identified and short-listed.

Responsibility assigned for establishing stakeholder

requirements.

Current state analysis agrees current integration.

Accreditation process agreed and communicated to senior

management.

Customer feedback surveys underway

1 Has no interest. Structure completely

lacking. No process improvement

training. Non identified. No improvement projects. Not identified. No progress. Not identified. No action.

No customer initiatives underway

CEMMethod® ORCA™ (organisation Readiness & Competency Assessment)

This is where

we are

This is where

we want to be

This is the gap

Answers a number of questions against a range of key

Enterprise BPM Issues

tm Level Commitment by

Top Management

Programme

Organisation and

Structure

Improvement

Training

Performance

Objectives

Functioning of

Improvement

Teams

Tools and

Techniques

Stakeholder

Specifications

Information

Systems

Integration

Accreditation

Customer and

Maturity

Centricity

10

Process improvement is a normal part of the

culture.

Process improvement is part of the day to day culture of the

organisation.

Everybody trained. Process improvement

is a natural part of training efforts.

Embedded within all aspects of work. The Process Performance

Landscape encompasses the

whole organisation.

Outside-In Approach is part of normal working practice.

All processes fully measured and controlled with

appropriate tools. The CEMMethod® is deployed fully.

Specification reviewed and periodically

revised with stakeholders.

Processes operate within, and are

supported by IS tools. A complete BPMS has been deployed and is maintained to agreed

standards.

More than 50% of all processes and people

have received accreditation. More

than 1 in 20 are qualified as Certified Process Professional

Masters®

Every employee is aligned to delivering Successful Customer

Outcomes

9

Communicates improvement information to customers and

internally.

Process improvement cost savings

significant, measured and achieved.

Process improvement competence achieved

by all staff.

Initial targets achieved, full audit review complete.

Teams systematically identify new actions and developments.

All process measurement

complete and on-going as part of daily

reporting.

Stakeholder contracts established,

communicated and understood by organisation.

Key processes supported by IS infrastructure.

Integration work towards a full BPMS is

underway.

Remedial work and review of actions to

achieve full accreditation.

Successful Customer Outcomes used to drive continuous

improvement

8

Improvement is an integral part of

objective setting and appraisals.

BPM systematically being implemented with full IS support.

Trainers, facilitators and mentors fully

deployed and integral to process.

Performance measures identified

for all key processes.

More than 50% of organisation have

actively participated within teams.

Positive results of projects are recognised.

Gap analysis complete for all key processes.

Stakeholder requirements

monitoring process established. First

deliveries against key stakeholder.

Pilot testing underway, success

criteria monitored and reviewed. Initial deployment of

strategic IS tools within key processes.

Initial external accreditation of

processes.

Successful Customer Outcomes developed for key processes.

Customer expectations actively

managed

7

Improvement is an agenda item in

meetings, manager gives meetings and

publishes on improvements.

Regular communication activity and BPM

evaluation underway. BPM proposals costed.

Middle management trained in PI

approach. Training in techniques completed

across the organisation.

Performance indicators and

maintenance methods introduced into the

organisation.

Implementation of Rapid Actions

complete. Core process teams

delivering first results.

All key processes are measured and

tracked, exception reporting and action

plans delivered.

Initial work underway to communicate

stakeholder requirements and required action.

IS review of delivery tools to support key

processes and agreed deployment plan.

Processes and improvement actions revised and upgraded. Internal accreditation

complete and reviewed.

Customer experience management program

in place. Customer interactions actively managed. Customer needs understood

6

Has participated in an improvement project. Involved in progress

and commits available resources.

Regular progress meetings. WPR complete and

business process redesign (BPR)

underway.

PI training underway. Facilitators assigned.

Communication to the organisation of performance

objectives underway. Performance reviews

and audit begun.

Action teams assigned and underway within

key processes.

Tools and techniques harmonised. User training complete.

Action programme agreed with

stakeholders.

Key process requirements

understood, agreed and action plan

developed.

Initial key process identified and

submitted for internal accreditation.

Customer interactions understood. Customer

experience management planned

5

Improvement Goals are understood across

the management teams

Three CEMMethod® workshops complete

with Action Plans implemented

1 in 10 of the organisation has been

trained and able to deploy Outside-In

techniques

Performance objectives linked to individual objectives

across the organisation

Leadership of Improvement Teams 80% implemented

CEMMethod® with associated techniques

deployed to more than 50% of organisation.

Stakeholder Management Matrix

established and deployed to Process Improvement teams

IS/IT SWOT Analysis complete AND more

than 50% IT systems evaluated for Process

Maturity

More than 5% of the organisation have

achieved the Certified Process Professional®

accreditation

End to End process maps reflect the

customer experience

4

Improvement goals are defined and

published.

Steering group assigned, first work process redesign (WPR) underway.

Whole organisation aware of PI programme.

Performance objectives quantified and charted. Initial

stretch targets agreed.

Initial team undertake work process redesign and complete report

back to steering group.

Tools and support in place. Tracking and

monitoring underway.

Key shortfalls and targets identified with

stakeholders.

Initial processes reviewed for IS

support and specifications

developed

Accreditation process communicated.

Awareness workshops define issues and

agree targets.

Customer advocate appointed.

Improvement projects implemented

3 Is chairman of the

improvement effort.

Process improvement responsibility

assigned.

Process improvement responsibility

assigned. Managers have participated in PI

workshop.

Senior management have identified key

objectives.

Initial team structure in place and

communicated to the organisation.

Tool kit agreed and communicated to

senior management.

Most important areas identified for the establishment of

stakeholder specification

requirements.

Gap analysis undertaken to identify key requirements and

quick hits.

Senior management participate in accreditation workshop.

Customer feedback results measured. Add

hoc improvements projects planned

2

Improvement principles understood, verbal support given,

but no personal involvement.

Process improvement discussed but no

formal responsibility assigned.

Process improvement training agreed,

method selected.

Approach defined, selection criteria

agreed.

Team structure(s) agreed within senior

management.

Tools and techniques identified and short-

listed.

Responsibility assigned for establishing stakeholder

requirements.

Current state analysis agrees current

integration.

Accreditation process agreed and

communicated to senior management.

Customer feedback surveys underway

1 Has no interest. Structure completely

lacking. No process

improvement training. Non identified.

No improvement projects.

Not identified. No progress. Not identified. No action. No customer

initiatives underway

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Steps for Using ORCA

1. Identify the Participants

2. Arrange the ORCA Process

3. Undertake the Review

4. Assess the Results

5. Prepare the Findings

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Identify the Participants

Identify a representative cross

sample:

the senior management team

key process practitioners

front-line staff

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Arrange the ORCA Process

Plan the process to complete within two

weeks

Brief the ORCA team

Supply the ORCA team with the template

Confirm meetings/workshops for the ORCA

sessions

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Undertake the Review

Brief the participants

Complete the template

Co-ordinate data entry

Resolve issues

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Assess the Results

Review current situation

Discuss future aspiration

Agree Gap(s)

Determine Transition Plan

Confirm Action Plan

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Prepare the Findings

• Report to the Board/Sponsor

• Confirm Program

• Implement Change

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For More Information

• Orca@bpgroup.org

– To contact us.

• www.bpgroup.org

• www.bp2010.com

• www.oibpm.com

– To catch the latest news on BPM and Outside-In

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8 Omega ORCA® and CEMMethod® ORCA Organisation Readiness & Competence Assessment

A Process Governance Framework

Steve Towers

BP Group www.bpgroup.org

tm

BP Group, New Bond House, 124 New Bond Street, London W1S 1DX

Offices in London – Houston – Denver - Bangalore – Sydney - Associates in 118 countries