1. BPM in theory
ir. Olivier Rikken MBA
Amsterdam, the Netherlands
and practice

2. 2 BPM in theory and practice, ir Olivier Rikken MBA
Curriculum vitae
» Delft University of Technology, Aeronautical Engineering and System Engineering,
Policy Analysis and Management – Simulation of Logistics Systems
» MSC - Master Thesis at Heineken – Designing processes of continuous improvement –
Integration of Simulation and Lean Six Sigma, ToC and TPM
» DailyFresh Logistics – Business Engineer – Process improvement and IT
» Atos Origin – Executive Business Consultant – responsible for BPM
» Nyenrode Business University / Kellogg School of Management, MBA
» MBA - Masterthesis – Design framework to dialogue the effect of strategy changes on
processes/culture/organizational structure/IT portfolio
» GE – Artesia Bank – Manager Sourcing, Facilities, Project Bureau and Operational
Excellence departments, further responsible for Business Continuity Management and
Records Management

3. 3 BPM in theory and practice, ir Olivier Rikken MBA
Process management in organizations:
a natural contradiction?

4. 4 BPM in theory and practice, ir Olivier Rikken MBA
BPM – various definitions
BPM in Practice: Effective and efficient daily management and
execution and continuous improvement of a company’s processes

5. 5 BPM in theory and practice, ir Olivier Rikken MBA
strategic
tactical
operational
BPM from vision
to execution Vision
Modeling
Design/Simulate
Execution
Monitoring
Analyze/Validation
Client interaction

6. 6 BPM in theory and practice, ir Olivier Rikken MBA
End-2-end customer
processes
strategic
tactical
operational
Bus. Unit Bus. Unit Bus. Unit Bus. Unit
client
?
partner
?
client
!
partner
!
+ +
BPM at work!
GTBR*

7. 7 BPM in theory and practice, ir Olivier Rikken MBA
Process
management
strategic
tactical
operational
BPM at work!
Process
Owner
+ +
execute
monitor
GTBR*
client
?
client
!

8. 8 BPM in theory and practice, ir Olivier Rikken MBA
Process
standardization
strategic
tactical
operational
BPM at work!
execute
+ +
PI*

9. 9 BPM in theory and practice, ir Olivier Rikken MBA
Process
optimization
strategic
tactical
operational
BPM at work!
analyzedesign validate
execute
model
monitor
process
leader
+ +
LEAN
PI*
customer
!

10. 10 BPM in theory and practice, ir Olivier Rikken MBA
IT flexibility strategic
tactical
operational
BPM at work!
+ +
PA*

11. 11 BPM in theory and practice, ir Olivier Rikken MBA
Compliance strategic
tactical
operational
BPM at work!
analyze
monitor
government
compliancy
report
execute
+ +

12. 12 BPM in theory and practice, ir Olivier Rikken MBA
strategic
tactical
operational
Vision
Corporate
performance
management
BPM at work!
analyzevalidate
BI
design
strategic
KPI
CxO
customer
!

13. 13 BPM in theory and practice, ir Olivier Rikken MBA
strategic
tactical
operational
Bus. Unit Bus. Unit Bus. Unit Bus. Unit
analyzedesign validate
execute
model
monitor
process
leader
government
compliance
report
Process
owner
BI
+ +
Putting it all together!
BPM at work!
customer
?
partner
?
customer
!
partner
!
LEAN
Vision
CxO
strategic
KPI
customer
!

14. 14 BPM in theory and practice, ir Olivier Rikken MBA
Think Big,
Act Small,
Scale Quickly!!
Phases in BPM

15. 15 BPM in theory and practice, ir Olivier Rikken MBA
BPM phases
GTBR* PI* PA*
BPM
Exist of:
Process Awareness
Process strategy/design
Process modeling and
standardization
Process centric
organization
Process Monitoring
BPM/process training
Exist of:
Lean /
Six Sigma
Process Intelligence
Big Data analysis
Exist of:
Straight Through Processing
Business Rules engines
SOA architecture
Legacy system wrapping
Business Process Simulation
Work flow management
BPM in the Cloud
Blockchain technologies!* Get The Basics Right, Process Improvement, Process Automation

16. 16 BPM in theory and practice, ir Olivier Rikken MBA
PI
PI
Magic quadrant BPM,
optimal BPM growth line
LevelProcessThinking/Maturity
Level of automation
GTBR
PA
Axes should be in sync, otherwise problems or missed out opportunities
Slow/difficult ERP implementations
Many applications, hard to integrate
Little flexibility
Efficient/flexible but paper pushing
Missed out opportunity
Low High
High
- 60% costs

17. 17 BPM in theory and practice, ir Olivier Rikken MBA
How to embed BPM/ effectively in your organization?
Roles
Business Process Management & Competence Centre

18. 18 BPM in theory and practice, ir Olivier Rikken MBA
Roles
» Process owner
» Responsible day to day management of the process and
improvement proposals – has the total process overview,
communicates with PL and LM
» Process leader
» Ultimate accountable for the processes
» BPM professional (Lean Champions, LSS Black belts etc)
» Various roles – Analyst, consultant, project manager
» Line management
» Responsible for execution of the different parts of the process
» Client!
» Never forget the customer! They pay what you do/produce!
Accountability

19. 19 BPM in theory and practice, ir Olivier Rikken MBA
Proces 1
Proces 2
Proces 3
Organization (including roles)
BPC & MC
Process owners
& BPM professionals
Line management
Board
Division1
Division2
Division3
Division4
Process Leaders
Position of BPM & Competence Centre

20. 20 BPM in theory and practice, ir Olivier Rikken MBA
How to manage (which) processes?
Process levels
Three level management steering and reporting cycle
What to monitor
How to make sure people follow the process
Change management

21. 21 BPM in theory and practice, ir Olivier Rikken MBA
Process Levels
Chain processes
(Company
financials)
Business
processes
(KPI’s)
Business
sub-processes
(PPI’s)
Tasks
(Targets)

22. 22 BPM in theory and practice, ir Olivier Rikken MBA
Management steering and reporting cycles
We can distinguish 3 management and reporting cycles:
» Operational steering - Day to day management cycle
» Resposibility process owner, informs Line management
» Daily management of the processes based on input of the process variables using Process Monitoring
/ Business Activity Monitoring (creating “traffic lights”)
» Tactical Steering (e.g. Weekly / monthly steering cycle)
» Responsibility process owner,
» informs process leader and genera management
» Monthly steering based on cumulative data (report). Can be used as input for rolling forecast (needs
daily/weekly update as well). Is used as “early warning system” for spotting (error) trends. Increases
level of monitoring on certain processes as a result of this report.
» Can be used as input in Kaizens and or Six Sigma Projects
» Strategic Steering (Quarterly or more steering cycle)
» Responsibility process leader initiated by process owner (provides all information for decisions),
involve the client where you can!
» Quarterly (or more) steering based on cumulative data. Overview top priority larger problems. Using
this information and an impact/possibility of realization study decision on which problem to tackle.
» Can be used as input in Kaizens and or Six Sigma Projects.
» Also this information can be used to make decision with regards to the product portfolio, what to keep
what to let go.

23. 23 BPM in theory and practice, ir Olivier Rikken MBA
What to monitor
» If you monitor processes, you
want to monitor the process flow
» “Extended” Little’s law I = C x T
and Q
» Inventory
» Capacity/throughput
» Time
» Quality

24. 24 BPM in theory and practice, ir Olivier Rikken MBA
How to steer individuals in usage of the
processes
» Automate!
» If not possible, no workarounds – Put
following the process in personal goals
» BUT PICK YOUR FIGHT to what
extend you describe the process, be
realistic, monitor processes at the right
level
» Tacit, but in general – front office
people related work, more high level
process steering, back office,
production related, into the lowest level

25. 25 BPM in theory and practice, ir Olivier Rikken MBA
Change management
» Let them find the problems and solutions
» Best change is “secret”
» Bottom up, but be sure your backed top
down!
» Go slow to go fast, think big, act small,
scale quickly

26. You can contact me anytime if you have any questions or if you want to have a
good conversation regarding BMP or FinTech!
Olivier Rikken MSc MBA
m +31 (0)6 1139 4292
o.k.rikken@gmail.com