11.5.3 Frameworks, Methodologies, and Techniques
.1 Frameworks
The following table lists frameworks that are commonly used within the discipline of business process management.
BPM Frameworks
| Framework | Brief description |
|---|---|
| ACCORD | A methodological framework that maps current state models, as well as unstructured data, to conceptual models. |
| Enhanced Telecommunications Operations Map (eTOM) | A hierarchical framework developed for the telecommunications industry that has been adopted by other service-oriented industries |
| Governments Strategic Reference Model (GSRM) | A life cycle framework that provides generic government processes and patterns for each stage of organizational maturity. |
| Model based and Integrated Process Improvement (MIPI) | A cyclical framework whose steps include assess readiness, outline process under review, detail data collection, form model of current process, assess and redesign process, implement improved process, and review process. |
| Process Classification Framework(PCF) | A classification framework that details processes and is used for benchmarking and performance measurement. |
.2 Methodologies
The following table lists methodologies that are commonly used within the discipline of business process management.
| Methodology | Brief description |
|---|---|
| Adaptive Case Management (ACM) | A method used when processes are not fixed or static in nature, and have a lot of human interaction. An ACM process may be different each time it is performed. |
| Business Process Reengineering (BPR) | The fundamental rethinking and redesigning of business processes to generate improvements in critical performance measures, such as cost, quality, service, and speed. |
| Continuous Improvement (CI) | The ongoing monitoring and adjustment of existing processes to bring them closer to goals or performance targets. This represents a permanent commitment of the organization to change and must be an important part of its culture. |
| Lean | A continuous improvement methodology that focuses on the elimination of waste in a process, defined as work for which the customer of the process will not pay. |
| Six Sigma | A continuous improvement methodology that focuses on the elimination of variations in the outcome of a process. It is statistically oriented and performance data centric. |
| Theory Of Constraints (TOC) | A methodology that holds the performance of an organization can be optimized by managing three variables: the throughput of a process, operational expense to produce that throughput, and the inventory of products. The performance of a process is dominated by one key constraint at any given time, and the process can only be optimized by improving the performance of that constraint. |
| Total Quality Management (TQM) | A management philosophy that holds to the underlying principle that the processes of the organization should provide the customer and stakeholders, both internal and external, with the highest quality products and services, and that these products or services meet or exceed the customers’ and stakeholders’ expectations. |
Table 11.5.1: BPM Methodologies
.3 Techniques
The following table lists techniques, not included in the Techniques chapter of the BABOK® Guide and are commonly used within the discipline of BPM.
| Technique | Brief Description |
|---|---|
| Cost Analysis | A list of the cost per activity totaled to show the detailed cost of the process and is used frequently by businesses to gain an understanding and appreciation of the cost associated with a product or service. Cost analysis is also known as activity based costing. |
| Critical to Quality (CTQ) | A set of diagrams, in the form of trees, that assist in aligning process improvement efforts to customer requirements. CTQ is a technique used in Six Sigma, but is not exclusive to Six Sigma. |
| Cycle-time Analysis | An analysis of the time each activity takes within the process. Cycle-time analysis is also known as a duration analysis. |
| Define Measure Analyze Design Verify (DMADV) | A data-driven structured roadmap used to develop new or improve existing processes. DMADV is a technique used in Six Sigma, but is not exclusive to Six Sigma. |
| Define Measure Analyze Improve Control (DMAIC) | A data-driven structured roadmap used to improve processes. DMAIC is a technique used in Six Sigma, but is not exclusive to Six Sigma. |
| Drum-Buffer-Rope (DBR) | A method used to ensure that the system constraint always functions at the maximum possible output, by ensuring that there is a sufficient buffer of materials just prior to the constraint to keep it continuously busy. It can be used in BPM to ensure process efficiency. |
| Failure Mode and Effect Analysis (FMEA) | A systematic method of investigating process failures and defects, and identifying potential causes. FMEA is a technique that assists in locating problems in the as-is process and correcting them when developing the to-be processes. |
| House of Quality/ Voice of Customer | A matrix relating customer desires and product characteristics to the capabilities of an organization. It is a technique that could be used in developing the to-be processes. |
| Inputs, Guide, Outputs, Enablers (IGOE) | A diagram that describes the context of a process, by listing the inputs and outputs of the process, the guides that are used to inform the execution of the process, and the supporting tools and information required for the process. |
| Kaizen Event | A focused, rapid effort to improve value delivery in one specific activity or sub-process. |
| Process Simulation | A model of the process and a set of randomized variables to allow for multiple variations of a process to be assessed and develop an estimate of their performance under actual conditions. |
| Suppliers Inputs Process Outputs Customers (SIPOC) | A table that summarizes inputs and outputs from multiple processes. Also known as COPIS, which is simply SIPOC spelled backwards. |
| Theory of Constraints (TOC) Thinking Processes | A set of logical cause-and-effect models used to diagnose conflicts, identify the root causes of problems, and define future states of a system that successfully resolve those root causes. TOC thinking processes is a technique that assists in locating problems in the as-is process and correcting them when developing the to-be processes. |
| Value Added Analysis | Looks at the benefit to the customer added at each step of a process to identify opportunities for improvement. |
| Value Stream Analysis | Used to assess the value added by each functional area of a business to the customer, as part of an end-to-end process. |
| Who What When Where Why (5Ws) | A set of questions that form the foundation for basic information gathering. The 5Ws may also include How added to become the 5Ws and a H. |
Table 11.5.2: BPM Techniques
11.5.4 Underlying Competencies
Business analysts working within the discipline of business process management are required to challenge the status quo, dig to understand the root causes of a problem, assess why things are being done in a particular way, and encourage subject matter experts (SMEs) to consider new ideas and approaches to make their processes more efficient and effective. They are also required to understand, articulate, and move back and forth between internal and external views of the processes under analysis.
Due to the effects that changes to processes have on the working habits of individuals, interaction skills are valuable in a BPM initiative. Business analysts frequently negotiate and arbitrate between individuals with different opinions, and expose and resolve conflicts between different groups within the organization. The business analyst is a neutral and independent facilitator of the change.
BPM initiatives are likely to involve all levels of the organization and the business analyst is required to communicate across organizational boundaries as well as outside the organization.
