Case Study: Bank BPM Case Study
Implementing BPM foundations to drive better process governance and process measurements
- Clear understanding of interactions between EA and BPM efforts
- Increased quality and consistency of bank outputs
- Dashboards to monitor high-impact processes and identify opportunities for ongoing improvement
Over the past 40 years, this Belgian retail bank has grown into a country-wide financial authority, offering a range of financial services as well as enabling economic and social development, supporting jobs, growth, innovation, and opportunities for people and businesses around Belgium and the European Economic Area. The group is one of the largest listed companies on the Belgian Stock Market.
The bank’s management was looking for a better business process management (BPM) model, and it turned to the Zerwaste for assistance. We proceeded to gather information from various stakeholders including those dealing with BPM, enterprise architecture, process ownership, process improvements requirements and metrics. This requirements-gathering phase revealed a need for:
- Integration of Enterprise Architecture (EA) and BPM which had hitherto been done separately with separate databases.
- Additional rigor in the modelling and modelling-decomposition standards
- An easier and more robust way to release EA and BPM content into the development environment
- Guidelines on finding and gathering process metrics and key performance indicators (KPIs)
- Standards for the role and responsibilities of a process owner
Based on the outcome of this preliminary assessment, Zerwaste executed a 4-stage project:
- The technical BPM was implemented using dedicated software. This helped to define improved modelling conventions and implement a new template, to automate modelling quality checks.
- BPM pillars were strengthened by revamping:
- the process architecture levelling concept
- metric identification process
- the process ownership model
- Critical processes were analysed in depth using real operations data. This allowed a comparison between real performance and the modelled current state.
- Generation of reports covering tasks 1, 2, and 3.
Our analysis delivered a clear picture of the relationship between EA and BPM. Our creation of reports and filterable models allows Management to pursue ongoing, timely improvements in the bank’s output. which can now be released fast, and securely, thanks to revamped release cycle management.
Improved process governance principles and helped identify who is best suited to act upon these process measures as a process owner.
We also highlighted differences between theoretical current state and the real current state, which further helps identify improvement opportunities.
We established dashboards to monitor high-impact processes and identify opportunities for ongoing improvement.