BPM Organization and Personnel. Part 1: Building a BPM Support Group that creates Value

Mature Business Process Management (BPM) is not achieved overnight. Typically, it takes many years of commitment to build mature BPM capability into an organization’s culture. This paper, which is the first in a series of BPM white papers sponsored by the Innovation Value Institute (IVI), will help organizations understand where they are on the BPM maturity curve, where they are trying to go, and how they can get there. Chevron Corporation, where the author worked for 30 years, serves as a primary case study throughout the series

BPM Organization and Personnel. Part 2: Essential Roles in a BPM Support Group

Mature Business Process Management (BPM) capability requires more support resources than most organizations realize. Without these resources, business units and departments that are trying to implement BPM often run into issues which reduce the effect of their efforts. Part of a BPM white paper series, this paper addresses the eight essential roles that are needed to support efficient and effective BPM implementations. The BPM white paper series uses the Innovation Value Institute (IVI) BPM Capability Framework, shown in Table 1, as its organizing structure. Examples from various industries will be cited, but throughout the white paper series the development of BPM Capability at Chevron will be featured. A maturity model, with five descriptive levels of maturity covering each of the nine Capability Building Blocks shown in Figure 1, can be accessed through IVI

BPM Organization and Personnel. Part 3: Governing BPM for Maturity and Value

Building mature Business Process Management (BPM) capability in an organization typically requires many years of commitment. For most organizations, it is advisable to establish a governance body to oversee the development of capabilities and to ensure value is being created. Ideally, the governance body should include representatives from business units and departments that use BPM foundational elements—for example: standards, methods, and models; technologies; training; and consulting—that are provided by the BPM Support Group. The characteristics, perspective, and responsibilities of a BPM Governance Body are discussed in this paper. This white paper series uses the Innovation Value Institute (IVI) BPM Capability Framework, shown in Table 1, as its organizing structure. Examples from various industries will be cited, but throughout this BPM white paper series, the development of BPM capability at Chevron will be featured. A maturity model, with five descriptive levels of maturity covering each of the nine Capability Building Blocks shown in Table 1, can be accessed through IVI

BPM Organization and Personnel. Part 1: Building a BPM Support Group that creates Value

Mature Business Process Management (BPM) is not achieved overnight. Typically, it takes many years of commitment to build mature BPM capability into an organization’s culture. This paper, which is the first in a series of BPM white papers sponsored by the Innovation Value Institute (IVI), will help organizations understand where they are on the BPM maturity curve, where they are trying to go, and how they can get there. Chevron Corporation, where the author worked for 30 years, serves as a primary case study throughout the series

BPM Organization and Personnel. Part 3: Governing BPM for Maturity and Value

Building mature Business Process Management (BPM) capability in an organization typically requires many years of commitment. For most organizations, it is advisable to establish a governance body to oversee the development of capabilities and to ensure value is being created. Ideally, the governance body should include representatives from business units and departments that use BPM foundational elements—for example: standards, methods, and models; technologies; training; and consulting—that are provided by the BPM Support Group. The characteristics, perspective, and responsibilities of a BPM Governance Body are discussed in this paper. This white paper series uses the Innovation Value Institute (IVI) BPM Capability Framework, shown in Table 1, as its organizing structure. Examples from various industries will be cited, but throughout this BPM white paper series, the development of BPM capability at Chevron will be featured. A maturity model, with five descriptive levels of maturity covering each of the nine Capability Building Blocks shown in Table 1, can be accessed through IVI

Essential Roles in a BPM Support Group BPM Organization and Personnel–Part 2: Essential Roles in a BPM Support Group

In this second in a series of Articles on BPM capability development, the emphasis is on the role

BPM Organization and Personnel. Part 1: Building a BPM Support Group that creates Value

Mature Business Process Management (BPM) is not achieved overnight. Typically, it takes many years of commitment to build mature BPM capability into an organization’s culture. This paper, which is the first in a series of BPM white papers sponsored by the Innovation Value Institute (IVI), will help organizations understand where they are on the BPM maturity curve, where they are trying to go, and how they can get there. Chevron Corporation, where the author worked for 30 years, serves as a primary case study throughout the series

BPM Organization and Personnel. Part 2: Essential Roles in a BPM Support Group

Mature Business Process Management (BPM) capability requires more support resources than most organizations realize. Without these resources, business units and departments that are trying to implement BPM often run into issues which reduce the effect of their efforts. Part of a BPM white paper series, this paper addresses the eight essential roles that are needed to support efficient and effective BPM implementations. The BPM white paper series uses the Innovation Value Institute (IVI) BPM Capability Framework, shown in Table 1, as its organizing structure. Examples from various industries will be cited, but throughout the white paper series the development of BPM Capability at Chevron will be featured. A maturity model, with five descriptive levels of maturity covering each of the nine Capability Building Blocks shown in Figure 1, can be accessed through IVI

BPM Organization and Personnel. Part 1: Building a BPM Support Group that creates Value

Mature Business Process Management (BPM) is not achieved overnight. Typically, it takes many years of commitment to build mature BPM capability into an organization’s culture. This paper, which is the first in a series of BPM white papers sponsored by the Innovation Value Institute (IVI), will help organizations understand where they are on the BPM maturity curve, where they are trying to go, and how they can get there. Chevron Corporation, where the author worked for 30 years, serves as a primary case study throughout the series