BPM Roles

Who Will Do What

Objectives for this document

Describe the various roles across all offices related to BPM efforts Describe the BPM support and training structure Describe the difference between roles for global process management and roles for local process management Summarize

BPM Roles
BPM permeates every part of our organization, and affects everyone in some way or another. That means that every part of our organization needs to be engaged actively in process management activities, and fully aware of our strategies and plans. In light of this, consider how each of the following positions will serve a purpose (role) in the various phases of BPM. Senior IPG Management (GMC/region/area/field) o Supports the overall concept of BPM o Ensures necessary resources are allocated to BPM efforts o Ensures that deadlines for BPM-related deliverables are met o Provides the visibility needed for BPM efforts, so that all managers and staff are aware of its priority and how it integrates with all that we do o Directs local BPM efforts to focus on true priorities Global BPM Manager (GMC) o Designs, integrates, implements, and maintains our BPM Strategy, Plan, Core Methodology, and Training & Support infrastructure o Drives the development and deployment of global processes o Manages, trains, and coaches area BPM Specialists o Directly supports field office, area office, regional or GMC staff as needed o Collaborates with other divisions and functions to ensure we work closely to document and optimize processes with cross-divisional or crossfunctional dynamics o Drives the definition, creation, and deployment of technology tools (including FBS automation) designed to support BPM and to enable process efficiency and effectiveness BPM Specialists (Area/Region) o Directly supports field offices with on-site and remote training, coaching, mentoring, and other support o Collaborates with field offices, other BPM Specialists, and the BPM Manager to document and optimize processes o Creates, validates, and deploys best practices in business processes across an area or region

Collaborates with areas/regions and/or GMC in the creation, validation and deployment of global best practice processes o Collaborates with the BPM Manager, field offices and area offices to validate the design of technology tools to support processes Other area staff (such as Management Support Directors, or SDS Training & Support Specialists) o Maintains a BPM mindset when working with field offices, consistent with the BPM Framework and Core Methodology o Provides a link between BPM staff and field office operations when working with field office staff in situations where their specific expertise adds value to the interaction o Assists in creating, validating, and deploying best practice processes o Assists, as needed, in gathering information from field or area offices related to processes that are to be analyzed for improvement opportunities o Provides input/feedback on potential automation plans, including direct validation of features, content, and configuration, as well as coordinating such validation with appropriate field office staff o Note: Some MSDs are committed to fulfilling large portions of the BPM Specialist role on an interim basis. Field Office BPM Coordinator o Provides a single point of contact for GMC or area staff on the subject of BPM o Coordinates information gathering with field offices, as needed o Collaborates with field office staff and area/region BPM Specialists on creation of best practices o Works with area or global BPM and related staff to ensure proposed processes and any related automation are validated with field office staff o Ensures that any necessary documentation for local or global process efforts is completed according to BPM guidelines and provided to BPM staff in a timely manner o Provides ongoing feedback to area and GMC BPM staff to ensure that BPM processes and plans are carried out in a optimal manner o Provides feedback to the Country Director related to BPM activities Field Office CMT members o Work with Field Office BPM Coordinator to ensure that all necessary resources are available as needed to complete BPM-related tasks (e.g., information gathering, verification of data, validation of proposed processes and/or automation features) o Provide feedback, via the BPM Coordinator, on existing BPM activities (e.g., process analysis, standardized process validation) o Ensure that all subordinates provide the time and effort necessary to complete BPM-related deliverables o Provide insight to the BPM Coordinator regarding processes that may benefit from BPM Field Office staff o Participate as needed in information gathering, process analysis and design, process validation, and validation of automation ideas or proposals o

BPM Training and Support Structure

Our BPM Strategy is designed to work with a minimum of additional staff. The primary reason for this is the nature of BPM: it is integrated into all our processes, and our processes permeate all that we do. Therefore, dedicated BPM staff will be few, with the remainder working in their existing positions to generate and take advantage of the benefits BPM can bring. The existing training and support infrastructure will include: Global BPM Manager (GMC) o Designs, integrates, implements, and maintains our BPM Strategy, Plan, Core Methodology, and Training & Support infrastructure o Manages, trains, and coaches area BPM Specialists o Manages, trains, and coaches Management Support Directors with expanded roles during an interim period o Directly supports field office, area office, regional or GMC staff as needed BPM Specialist (Area/Region) o Directly supports field offices with on-site and remote training, coaching, mentoring, and other support o Provides input to the BPM Manager related to area office, field office and his/her own training and support needs Other area staff (such as Management Support Directors, or SDS Training & Support Specialists) o Maintains a BPM mindset when working with field offices, consistent with the BPM Framework and Core Methodology o Provides training, coaching, and information particular to his/her role in working with field offices and GMC Field Office BPM Coordinator o Provides BPM training and support as needed to local staff o Works with area BPM Specialists and the global BPM Manager to ensure that all field office training needs are represented and that training provided is appropriate and beneficial Field Office CMT members o Support the Field Office BPM Coordinator, as well as area or GMC BPM staff, in their efforts to provide training and support to field office staff o Provide feedback to the BPM Coordinator related to BPM training and support needs

Global and Local Process Management

At each point in our organizational structure, you will see processes that you may consider global (tends to be, or should be, the same for everyone involved) or local (tends to be contextualized, due to specific local needs in the particular environment). Because of this, we cannot define Global Processes and Local Processes in a single, simple manner. You must view the difference based on a particular context. For GMC or area staff, a global process would be one that tends to be, or should be, performed in a consistent, standardized manner and has similar inputs and outputs, regardless of where it is performed (i.e., in which country or field office). For a field office, a global process is one that you expect to look the same regardless of which

partner performs it. For some GMC staff, a global process might also be one that is performed consistently across global ministry partners. Since the definitions of Global and Local processes will vary, depending on the audience, we simply need to recognize the implications and be less concerned about how processes are labeled. What is ultimately important is that we differentiate situations in which processes truly must be contextualized, and take that into consideration in our BPM efforts. Anything that does not truly require contextualization should be standardized to the greatest degree possible, as long as it does not cause significant loss in effectiveness or efficiency.

Summary
Probably the most important thing to remember about roles is that BPM is, by its nature, collaborative. We need to ensure that the right staff members are involved in each discussion or activity, and that everyone understands clearly what role they play. As noted, those roles will vary based on a number of factors, including whether the process in question is global or local. This does create some complexity, but the discipline of BPM (seen in our Core Methodology) provides us with the means to break down that complexity and address the challenges directly. We all have a role to play in BPM, because we are all involved in business processes every day.