Session 2: BPM for Governance
WED 11:00 – 12:30
Location: Othon Palace Hotel – Guaratiba
Session Chair: Soon
- Process Modeling, Analysis and Redesign – an eXtreme exPerience in a Mining Company: Elizabeth Vidal
Abstract: Due to recurring delays and faults on large engineering projects, a large Peruvian mining company began a BPM initiative. The process under study involved multiple participants, whose coordination became complex, and difficult to manage and control. The process analysis led to find the causes of inefficiencies. The process redesign generated a to be model that improved the contractors’ understanding of the organization, and is currently being used to explain roles and workflows to new employees and contractors. While the successful experiences in the use of BPM are many in the literature, the main lesson learned of this work is the experience of the application of the principles of the agile methodology: eXtreme Programming (XP) in developing BPM.
- Strategy Execution in a Consumer Goods Company: Achieving Immediate Benefits while building lasting Process Capabilities: Mathias Kirchmer
Abstract: The presentation shows how a BPM-Discipline is established and applied to achieve a systematic strategy execution, at pace with certainty. Delegates will learn the following: How to operationalize a business strategy, How to link strategy to processes to identify high impact processes, How to improve high impact and commodity processes differently, How to organize the execution of process improvements, How to build and run a BPM-Discipline.
- Getting to know Uniselva through process management: Cristiano Maciel, Alvaro Santana, Fabiana Mendes, Maira Alkmin
Abstract: Fundação Uniselva created a Quality Management Project in February 6th, 2013, aiming at modeling and improving internal processes. The fact that those processes were not documented was an obstacle to managing and training people to perform certain activities and cause rework, so different steps were taken to overcome that obstacle: Making collaborators aware of the problem and eliciting their activities; Choosing notation, tools and beginning the process modeling; Detailing, publicizing and homologating processes; Writing handbooks for collaborators and clients. The models now support task organization and management and it helps creating the management system of Fundação Uniselva. The future steps are the optimization of process, so as to improve the quality of Fundação Uniselva’s work and come up with performance indicators.