Widener University – BPM Skills Survey Results PIs – Drs. Yvonne Lederer Antonucci and Richard J. Goeke Copyright Widener University © 2009 2 Analysis of Business Process Management …… Skills and Characteristics Executive Summary Business Process Management (BPM) has become vital to organizational competitiveness. With more than 80% of the world’s leading organizations actively engaged in some type of BPM program (Towers & Schurter, 2005), the issue of staffing the necessary skills and aligning them with appropriate tasks …

Respondent Level of Corporate Responsibility 12% 15% 32% 31% 10% Senior Executive Executive Management Middle Management Staff External Consultant RESPONDENT PERSPECTIVES OF ORGANIZATION PROCESS VIEWS Much of the BPM literature suggests that process maturity level is important, which is itself dependent on several factors related to the process view of the organization. One of the areas that helps indicate an organizations’ process view level is the area of responsibility and control. In our study, a majority of the organizations’ BPM initiatives are sponsored by the CIO and/or Senior Management in addition to the Line of Business (LOB) units. However, process initiatives are primarily driven by the LOB and Executive Management. Process Initiatives Driven by 43% 17% 40% Executive Management IT Department Line-of-business Managers RESPONDENT PERSPECTIVES OF PROCESS POSITIONS AND TASKS Due to the relative newness of BPM, an comprehensive framework of BPM positions and tasks has yet to be accepted. Perhaps the most rigorous effort in this regard, released by the Gartner group (Melanovsky and Hill 2006), listed four BPM position categories with several tasks associated with each BPM position. We sought to validate these proposed positions and tasks. Starting with the Business Process Director position, the majority of the respondents agreed with both the applicability of the position and the responsibilities associated with it. Primary Sponsor for BPM Investments 39% 2% 20% 31% 1% 7% Senior management, not CIO Director Process Excellence/Process Performance Team CIO (or equivalent) Individual process owners or line-of-business managers Marketing….. Position1 -Business Process Director Completely Disagree Strongly Disagree Slightly Disagree Neither Slightly Agree Strongly Agree Completely Agree Rating Average P1 – Business Process Director: a senior level position who builds and sustains a process-managed organization: 1.5% 1.5% 3.1% 2.3% 11.5% 54.2% 26.0% 5.87 T1a- gain consensus on new process concepts: 1.5% 0.7% 1.5% 3.7% 17.9% 52.2% 22.4% 5.82 T1b – build coalitions to move process improvement forward: 0.7% 1.5% 2.2% 3.0% 12.7% 48.5% 31.3% 5.96 T1c – present vision to organization include benefits and challenges of being process driven: 0.7% 1.5% 0.7% 2.2% 9.7% 42.5% 42.5% 6.16 T1d – identify the business performance and incentive metrics ensure continuous sustained improvement across the organization: 0.7% 2.2% 5.2% 2.2% 23.1% 41.8% 24.6% 5.69 T1e- establish process related policies, standards, governance and methodologies. Adopt a process culture: 0.7% 1.5% 2.2% 4.5% 14.9% 38.8% 37.3% 5.97 The respondents also offered insight regarding the actual title of this position in their own organization and the direct supervisor of that position. Interestingly, many respondents stated that this position did not yet exist in their organization. What title does this person have? To what position (title) does this position report? Associate Director, Master Architect Director, Business Intelligence, Process Governance, and Business Architecture Associate Director, Process Excellence Director, Process Excellence AVP Retail Direct & Channel Support VP & SVP Retail Direct & Channel Support BP Director VP of Operations BPM COE Director General Manager Information Services BPM Manager Director or Vice President Business Excellence Mgr CEO Business Process Manager Director

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