Pega BPM Approach

Enterprise Connections, Pega BPM Approach....

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• Lack of transparency in organizational Processes
• Multiple Processes for the same objective
• Parallel Process
• Processes countering each other
• Different Standards
• Higher costs of BPM implementation 
• Higher cost of Process maintenance
• Sluggish reaction to Process changes
• Organization conflict nightmare 

BPM Process Harmonization- Balancing Standardization & Localization

Process harmonization creates a balance between standardization and localization requirements  to creates efficient, cost-effective business processes which would create a Global Process Inventory for BPM implementation .

Stage 1 - Process scope definition and stakeholder identification

Objectives & Activities:

• Process defining workshops with Business sponsors
• Identification of various milestones, end points and inputs to the overall business process
• Identification of key steps of achieving these inputs and outputs
• Identification of Process champions/ Functional experts

Key Deliverable:

• Business drivers document- Containing list of business drivers
• Actor list - Broken down into Consumer Actors & Provider actors
• High level Business process Map-  defined start points and  end points of the process
• Stakeholder List- Containing SMEs & Other process champions

Stage 2 - Identification of AS IS Process variation forms

Objectives & Activities:

• Process understanding workshops
• Evolving common understanding with client on the variations of the processes that would need to be harmonized
• Identifying key reasons for process variations
• Identifying expected benefits from the process harmonization exercise
  

  
  

Key Deliverable:

• High level process maps of Process variation forms V1, V2…
• Benefits documents

Stage 3 - Detailed Process Analysis Documentation

Objectives & Activities:

• Individual process detailing workshops with different SMEs
• Definition of each activity step for the process variations
• Evolving measurement metrics
• Identification of process improvement areas
• Establishing common understanding on artifacts flow for each of the process variation
• Develop detailed Process Maps
• For each of the process generate a modified RASI / RASCI Matrix , Problems, Time & Cost parameters

Key Deliverable:

• Work in Progress detailed process maps
• Work in progress modified RASCI matrix
• Final detailed AS IS process maps
• Problem Dossier - Identification and grouping the key problems which exist with the overall process

Stage 4 - Evolving To Be Harmonized Process

Objectives & Activities:

• Evolving a common To be Process Evolving different sub processes for different business groups/ departments
• Applying common SLA standards to the various process across departments/ business units
• Prepare modified RASCI matrix for the new harmonized process
• Linking each process change to a business driver 
• Build SLAs & business rules
• Impact analysis of Process change

Key Deliverable:

• Detailed To Be Process maps -implemented through BPM tool 
• Business Rules Map -Map business rules with each  activity/ process variation
• Process change to business driver mapping
• Modified RASCI matrix for the new harmonized process

Stage 5 - Harmonized Process-Validation

Objectives & Activities:

• Fine-tuning process maps 
• Modify RASCI matrix based on feedback

Key Deliverable:

• Fine-tuned Process Maps

Stage 6 - Process Socialization & Dissemination 

Objectives & Activities:

• Transitioning To Be Processes to Process champions
• Organizing process dissemination workshops to individual groups
• Capturing feedback from a larger audience

Key Deliverable:

• To Be Process explanation Kits
• Formal feedback from workshop participants

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