BPM Certification - how to get the best available
1. Where have you done this?
2. What credentials can you claim in the community?
3. Who trained you originally in BPM and Outside In?
4. When did you start and who have you helped?
5. What references can you provide (at a CEO level) for the successes you have achieved?
6. Are any of your people published, and if so what and when?
7. What is the size of your network?
8. Are your trainings and courses accredited, and if so by whom?
9. Are you helping to develop the community? If so how?
10. Are the coaches trainers or actual doers (they are working actively the majority of the time across all levels (C Level to the front line) with people transforming their organizations?)
PS. Tell your colleagues they owe themselves the best to go with the most experienced, up to date, pragmatic, relevant and immediate training from the BP Group http://www.bpgroup.org
Review the coaches and their in depth practical hands on wisdom:
http://www.bpgroup.org/certification-by-city.html
Download the BPM Certification app:
Apple version: http://bit.ly/12EFNCC
Android version: http://bit.ly/X0X4iw
Review the credentials: www.certifiedprocessprofessional.com
NASSCOM Leaders in India
An excellent conference with more than a thousand delegates enjoying the best of global speakers.
You can review the details of the event over at NASSCOM -
however I did want to share one especially interesting talk on the theme of story telling, that video is below
Story telling through leadership
Outside In origins
The
actual of origins of Outside-In thinking go way back into
scientific management, and in fact Frederick Winslow Taylor "The first
step in gaining control over an Organization is to know and understand
the basic processes." (http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor)
whose discussions around efficiency directly involved the need to be
quite specific about the deliverable in external terms. We now call
that the Successful Customer Outcome with a set of metrics that
underpins its definition.
Virgin Mobile were one of the first companies to truly venture into the territory as we now understand it. In the book (I must claim an interest) published in 2006 - Customer Expectation Management (Towers/Schurter) we tell the story of how they emerged, understood the needs of a 'new' customer, and accordingly after 2002-3 organized themselves around a set of principles quite different to any existing model. You can link to an article and the book from here http://bit.ly/8cYXhB
The phrase Outside-In has been used in marketing terminology (for instance I came across its use at Salford University, England when I was studying for a marketing diploma in 1983.) I don't think the sentiment is in anyway a new one however the rise of the Digital Consumer has really thrust Outside In into the limelight as an here and now pragmatic approach to aligning organizations for immediate and sustained success.
In terms of modern reading The Outside-In Corporation was authored by Barbara Bund was published in 2005-6 (see http://www.theoutsideincorporation.com/). Since that time several authors have added to the understanding including:
The BP Group pushes the CEMMethod(tm) as the means to the end (http://www.cemmethod.com) and it is a broadly accepted approach by people who have completed the BP Group CPP qualification since 2005-6.
So is there anything new really? What is certain the time for OI is here and now.
PS. New book, yet to be released (as of 14 Feb 2013) authored by Ram Charan, "Leading in uncertain times", has Outside In as a central theme. You can link with Ram here.
Virgin Mobile were one of the first companies to truly venture into the territory as we now understand it. In the book (I must claim an interest) published in 2006 - Customer Expectation Management (Towers/Schurter) we tell the story of how they emerged, understood the needs of a 'new' customer, and accordingly after 2002-3 organized themselves around a set of principles quite different to any existing model. You can link to an article and the book from here http://bit.ly/8cYXhB
The phrase Outside-In has been used in marketing terminology (for instance I came across its use at Salford University, England when I was studying for a marketing diploma in 1983.) I don't think the sentiment is in anyway a new one however the rise of the Digital Consumer has really thrust Outside In into the limelight as an here and now pragmatic approach to aligning organizations for immediate and sustained success.
In terms of modern reading The Outside-In Corporation was authored by Barbara Bund was published in 2005-6 (see http://www.theoutsideincorporation.com/). Since that time several authors have added to the understanding including:
Interview Harvard Business Review with HBS
Professor Ranjay Gulati (book review) |
Video
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http://bit.ly/RanjayOutside-In
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Interview Wharton Business School with WBS
Professor George Day (book review)
Outside In Forrester Research (book 2012)
|
Video
|
http://bit.ly/WhartonGeorgeDay
http://outsidein.forrester.com/
|
The BP Group pushes the CEMMethod(tm) as the means to the end (http://www.cemmethod.com) and it is a broadly accepted approach by people who have completed the BP Group CPP qualification since 2005-6.
So is there anything new really? What is certain the time for OI is here and now.
PS. New book, yet to be released (as of 14 Feb 2013) authored by Ram Charan, "Leading in uncertain times", has Outside In as a central theme. You can link with Ram here.
Linking Process, Procedures & Business Requirements to Successful Customer Outcomes
Linking Process, Procedures & Business Requirements to Successful Customer Outcomes - a Business Analyst Guide
"Go out to the business and gather their requirements!"
How many times do we hear this said?
When I hear this being it immediately fills me with dread; images of men in suits wandering through dark forests without maps, looking for mushrooms...needles in haystacks and the like (you get the idea...)
What generally happens in these situations is that business analysts go away and do just that - gather requirements - what the business thinks they want. Typically what this results in is a giant rambling document written in a pseudo business / IT speak that the business say they can't read and the IT guys say isn't detailed enough for them to build from. So the BA goes away and creates a functional spec which the IT guys love, but by this point in time it has morphed so far from what the business want, they have a heart attack when they see the final product!
"That's not what we wanted!" they say!
"But that's what you told us!" say the BA's and IT guys!
It doesn't have to be this hard. Here's how you do it:
1. Define the successful customer outcome(s)
What is it that the customer really needs? What does the business need to do to meet those needs?
2. Define the process scope
Establish what the process actually is from the customer's perspective - current state (if a current state exists!). Don't take the business's word for it - their interpretation of what a process is may be radically different to yours. Document the process at a high level (e.g. SIPOC) - confirm with the business. Tick in box from business?
3. Define the current process
Proceed to document the process at a task level. Don't waste too much time on the as-is if you are going to change the process!Photos of sticky notes on a wall is sufficient. Tick in box from business?
4. Improve the process / define new process
List all the tasks in the current process and eliminate or improve tasks focussing on the outcomes required. If a new process, sticky note the tasks required to achieve the outcomes required with the minimal amount of activities. Don't just consider "sunny day processes" where everything goes right - consider everything that can go wrong! Look at the paths from every business rule in your process!Consider all process permutations!
5. Link Process Tasks to Procedural Steps
For each task, create procedural steps - how and why each process step is done rather than what is done. This can be done very simply in a spreadsheet ( For example my Process Ninja Workbook that utilises the CEM Method). What's more, you can then spit it into a procedural document for your staff to use for training and day-to-day operational procedures.
6. Link Procedural Detail to Business Requirements
The procedural detail helps to create a granular level of detail that greatly benefits the creation of specific requirements. It forces the analyst to think of all possible permutations and options - it forces them to think in the context of the real world, not a gobbledegook business requirements document.
7. Link Business requirements to test scenarios
Use procedural detail and business requirements together to develop test scenarios and use cases - IT can then use these for their unit testing then they can be re-used for user testing. Easy.
8. Build it. Iteratively.
Presuming that there is actually an IT solution involved (and let's face it, there usually is), it's best to adopt an iterative (agile) approachwhere there are short development cycles with high business involvement. I have seen too many waterfall development disastersin my time.
So in eight steps a Business or Process Analyst can create complete traceability from the customer outcomes to the delivery.
It's not really that hard, but isn't it amazing that so many people can make it seem that way?
Cheers,
TPN
Talking of BP Group CPP Masters
With his amazing Ninja prowess, Craig Reid quickly identifies the moment of truth that will solve everything
Criag Reid, Marjolein Towler and David Mottershead. Some of Australias finest CPP Masters!
Criag Reid, Marjolein Towler and David Mottershead. Some of Australias finest CPP Masters!
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| The Process Ninja targets a Moment of Truth |
Customer Experience and Outside In
Right now, in this precise moment, you are delivering an experience to your customers. Do you know if it's positive or negative? Do you know if your customers are happy, unhappy, and why?
A good graphic representation and summary :)
Call Centres - that is of itself Inside-out. How you may be measuring the wrong things.
When you say "call center" what do you think of? Yes just that somewhere to receive and process calls from that most inconvenient of sources - the customer. To compound matters we then measure the efficiency of a call center based on production/factory metrics that tell us how quick/slow/effective/productive we are in dealing with calls. Doh.
The call center is just another customer interaction point, or Moment of Truth and should be optimized accordingly. Is everything going on in there helping to achieve a Successful Customer Outcome (SCO)? or we just trying to maximize calls per hour, average handle times, abandoned rates, increase associate productivity, and so on.
A recent discussion in a thread purporting to be about the customer experience suggested these following measures for the enlightened call centre. How many are factory output measures, and how many are actually constructively helping to achieve a SCO?
Try marking in red factory and green for SCO. Yes I know, hopeless isn't it?
Next time we will review a case study of someone operating an Outside In Customer Experience Centre. I like that - what about you?
Typical measures in a call centre...
Average Handle Time
Adherence to Schedule
Quantity/Quality of Work (Errors)
Occupancy
Service Level (Thresholds for Volume, Average Speed of Answer, ABD%)
Call Quality (Score)
First Call Resolution
Voice of Customer
Self-Service Usage (vs. Inbound Usage)
Cost Per Call
Training Hours (% of Working Hours)
Labor Turnover
Forecast Accuracy
Revenue Generation
Span of Control
360 Degree Satisfaction (Engagement)
Leadership Effectiveness
Succession Planning
PEX Annual Florida this month
The BP Group is proud to be participating in the
14th Annual PEX conference in Florida this month.
One of the highlights of the event include the PEX Awards Showcase.
PEX Network proudly presents our re-invented,
customer-centric Global Awards Ceremony. From November to January our judges
have carefully selected the winning applications through shortlisting
processes and rigorous interviews. On Monday 21st January the
finalists will compete head to head with the winners announced on Tuesday 22nd
January.
Join with us to celebrate the year’s most
successful practitioners and hear
from our global practitioner community and their thoughts on the winners and
runners up in our traditional categories, as well as our newest addition Most
Customer Centric Initiative and the newest criteria component to each
category – customer delivery!
Entering the Lions Den of Judges on Monday 21st
January we have:
And SIX other categories with
organisations including:
The BP Group team will be there and if you
haven’t registered your interest there’s still a few days to go – visit http://bit.ly/QMDwfN
You can also sign-up for the PEX BP Group
Certified Process Professional two program on the Thursday and Friday. We
have sold out already however if demand is there we’ll get you in! http://bit.ly/QMDwfN
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