Ann Rosenberg, Jacob Lund August 30rd 2012

1. Ann Rosenberg, Jacob Lund August 30rd 2012

2. Agenda • Introduction to Business Process and Transformation Management part 1 • Introduction - participants • Overall goal and learning objectives • Overview of all the sessions • Literature which will be used • Exercises including mandatory assignments • Final assignment and exam • How to use the Blog - http://www.itu.dk/courses/MPTM/E2012/ • Introduction to Business Process and Transformation Management part 2 • Business Process Management • Exercise Next Session: Innovative and Process oriented IT “Process based and innovation implementation frameworks (Design Thinking, Agile, LEAN, Six Sigma)”

3. Introduction - Participants Motivation for selecting Business Processes and Transformation Management BPM definition Transformation defintion Who are you

4. Agenda • Introduction to Business Process and Transformation Management part 1 • Introduction - participants • Overall goal and learning objectives • Overview of all the sessions • Literature which will be used • Exercises including mandatory assignments • Final assignment and exam • How to use the Blog - http://www.itu.dk/courses/MPTM/E2012/ • Introduction to Business Process and Transformation Management part 2 • Business Process Management • Exercise Next Session: Innovative and Process oriented IT “Process based and innovation implementation frameworks (Design Thinking, Agile, LEAN, Six Sigma)”

5. Læringsmål – Learning Objectives Forklare hvad der skal til for at udvikle en god strategi og forretningsmodel (Business Model) og hvordan man eksekverer en strategi succesfuldt Beskrive hvordan man arbejder med strategi eksekvering (transformation) både fra en effektivitets og innovation synsvinkel inklusive hvordan det er understøttet af Business Process Management og Proces/ Innovative Orienteret IT Anvende Proces forbedringsmetoder og kunne beskrive anvendelsen af metoder for procesoptimering og proces innovation (Design Thinking, Agile, LEAN, Six Sigma) Beskrive hvordan man arbejder med processer og Game changing Teknologier (Cloud, Mobility, In Memory) Redegøre for forskellige change management skoler til at drive transformationen (lineære forandring og kaotisk forandring) Redegøre for hvordan man måler startegi eksekvering og de forskellige niveauer for Performens Måling der indgår( Strategiske KPI, Transformation KPI, Proces Performance Indikators, Suistainability KPI)

6. Fagligt indhold Målet med dette kursus er at gøre dig i stand til at bidrage til virksomhedsstrategi eksekvering (transformation). Som nævnt er implementeringen af en strategi svær og bliver ofte gjort meget kompleks hvilke skyldes at de fundamentale koncepter ikke er på plads. Kurset vil derfor introducere en række koncepter og frameworks, som alle er en del af platformen for at drive succesfuld transformation. Denne platform kan opdeles i nedennævnte 9 områder: Integrated Strategy Planning and Operational Execution LinkingStrategy to Operation (BPM) to drive efficiency and innovation Transformation Framework BPM framework Innovative and Processoriented IT Change Management Frameworks BPM integrated part of EA Process design and Game changingTeknologies (Cloud, Mobility, In Memory) Processbased and innovation implementationframeworks (Design Thinking, Agile, LEAN, Six Sigma) De studerende vil derfor udvikle en forståelse for innovative strategi eksekvering med BPM der kan give virksomheder en platform der kan drive succesfuld transformation hvor hastigheden af strategi eksekveringen er nøglen. 

7. Læringsaktiviteter – Learning Activities 14 ugers undervisning bestående af forelæsninger og lejlighedsvise øvelser Kurset forløber over 14 mødegange med forelæsning og øvelsestimer. Læringen vil blive til veje bragt via forskellige akademiske frame Works og modeller, case studies og praktiske eksempler som vil blive fremført af forskellige gæste forlæser og den kursus-anvarlige. Der vil være 2 obligatoriske aktiviteter, hvor den studerende skal fremlægge 2 cases, hvor de har anvendt kurset akademiske frame Works. De 14 undervisningsdage grupperes i temaer af varierende omfang. Efter den generelle indføring anvendes den her opnåede forståelse som ramme for efterfølgende analyse og case study med udgangspunkt i en selvvalgt konkret virksomhedscase Den studerende skal have gennemført de 2 obligatoriske aktiviteter for at kunne indstilles til eksamen

8. Agenda • Introduction to Business Process and Transformation Management part 1 • Introduction - participants • Overall goal and learning objectives • Overview of all the sessions • Literature which will be used • Exercises including mandatory assignments • Final assignment and exam • How to use the Blog - http://www.itu.dk/courses/MPTM/E2012/ • Introduction to Business Process and Transformation Management part 2 • Business Process Management • Exercise Next Session: Innovative and Process oriented IT “Process based and innovation implementation frameworks (Design Thinking, Agile, LEAN, Six Sigma)”

9. Overview of all sessions

10. Agenda • Introduction to Business Process and Transformation Management part 1 • Introduction - participants • Overall goal and learning objectives • Overview of all the sessions • Literature which will be used • Exercises including mandatory assignments • Final assignment and exam • How to use the Blog - http://www.itu.dk/courses/MPTM/E2012/ • Introduction to Business Process and Transformation Management part 2 • Business Process Management • Exercise Next Session: Innovative and Process oriented IT “Process based and innovation implementation frameworks (Design Thinking, Agile, LEAN, Six Sigma)”

11. Literature which will be used BPM Compendium Book and BPM Compendium is readyatAcademic Book Store KUA

12. Business Process and Transformation Management Compendium 1/2 • 4. Major issues in Business Process Management • Fraser Johnson “Six Sigma Implementation at Maple Leaf Foods” Publication date: Jan • Gregory S. Babe “The CEO of Bayer Corp. on Creating a Lean Growth Machine” Publication date: Jul 01, 2011, Harvard Business Review • Philips Winslow, SitikanthaPanigrahi, Daniel Morrison “The Apps Revolution Manifesto”, Publication”, date 29 March 2012, credit-suisse • Michael E. Porter "What Is Strategy?" , Published November 1996, Harvard Business review. • R.S. Kaplan and D.P. Norton “Integrating Strategy Planning and Operational Executive: A Six-Stage System, “Balanced Scorecard Report, May – June 2008. • R.S. Kaplan and D.P. Norton “The Starting Point for Strategy Execution”, Harvard Business Review • R.S. Kaplan and D.P. Norton “A Platform for Strategy Management”, Harvard Business Review • R.S. Kaplan and D.P. Norton “The Office of Strategy Management—The State of the Art, 2011”, Harvard Business Review • R.S. Kaplan and D.P. Norton “Mastering the Management System”, Harvard Business Review

13. Business Process and Transformation Management Compendium 2/2 • D.P. Norton and Randall H. Russel “Linking Strategy to Operations: Process Models and Innovation” Publication date: Jul 15, 2009, Harvard Business Reviewand IT Infrastructure” Publication date: Sep 15, 2009, Harvard Business Review • D.P. Norton and Randall H. Russel “Linking Strategy to Operations: Part 2-Theme Teams and IT Infrastructure” Publication date: Sep 15, 2009, Harvard Business Review • D.P. Norton and Randall H. Russel “Linking Strategy to Operations for Competitive Advantage”, Harvard Business Review • Clayton M. Christensen and Michael Overdorf “ Meeting the Challenge of Disruptive Change” Published in March 2000, Harvard Business Review • Rosabeth Moss Kanter ”Innovation - The Classic Traps.” Published in November 2006, , Harvard Business Review • Michael Hammer “Process Audit” Publication date: Apr. 01, 2007, Harvard Business Review • Bradley R. Staats, David M. Upton “Lean Knowledge Work Lean” Publication date: Oct 01, 2011, Harvard Business Review • Tim Brown, “Design Thinking” Publication date June 2008, Harvard Business Review • John P. Kotter “Why Transformation Efforts Fail” Published March 1995, Harvard Business Review • Claus T. Jensen, Owen Cline, Martin Owen “Combining Business Process Management and Enterprise Architecture for Better Business Outcomes” Publication date: March 2011, Red Books

14. Agenda • Introduction to Business Process and Transformation Management part 1 • Introduction - participants • Overall goal and learning objectives • Overview of all the sessions • Literature which will be used • Exercises including mandatory assignments • Final assignment and exam • How to use the Blog - http://www.itu.dk/courses/MPTM/E2012/ • Introduction to Business Process and Transformation Management part 2 • Business Process Management • Exercise Next Session: Innovative and Process oriented IT “Process based and innovation implementation frameworks (Design Thinking, Agile, LEAN, Six Sigma)”

15. Læringsaktiviteter – Learning Activities 14 ugers undervisning bestående af forelæsninger og lejlighedsvise øvelser Kurset forløber over 14 mødegange med forelæsning og øvelsestimer. Læringen vil blive til veje bragt via forskellige akademiske frame Works og modeller, case studies og praktiske eksempler som vil blive fremført af forskellige gæste forlæser og den kursus-anvarlige. Der vil være 2 obligatoriske aktiviteter, hvor den studerende skal fremlægge 2 cases, hvor de har anvendt kurset akademiske frame Works. De 14 undervisningsdage grupperes i temaer af varierende omfang. Efter den generelle indføring anvendes den her opnåede forståelse som ramme for efterfølgende analyse og case study med udgangspunkt i en selvvalgt konkret virksomhedscase Den studerende skal have gennemført de 2 obligatoriske aktiviteter for at kunne indstilles til eksamen

16. Agenda • Introduction to Business Process and Transformation Management part 1 • Introduction - participants • Overall goal and learning objectives • Overview of all the sessions • Literature which will be used • Exercises including mandatory assignments • Final assignment and exam • How to use the Blog - http://www.itu.dk/courses/MPTM/E2012/ • Introduction to Business Process and Transformation Management part 2 • Business Process Management • Exercise Next Session: Innovative and Process oriented IT “Process based and innovation implementation frameworks (Design Thinking, Agile, LEAN, Six Sigma)”

17. Execises (Class room and final assignment) Students own company Case ” Global Bike Inc” For class room exercises to train the different models and frameworks Different Cases will be used „hand-outs“ Input to you final assignment

18. Agenda • Introduction to Business Process and Transformation Management part 1 • Introduction - participants • Overall goal and learning objectives • Overview of all the sessions • Literature which will be used • Exercises including mandatory assignments • Final assignment and exam • How to use the Blog - http://www.itu.dk/courses/MPTM/E2012/ • Introduction to Business Process and Transformation Management part 2 • Business Process Management • Exercise Next Session: Innovative and Process oriented IT “Process based and innovation implementation frameworks (Design Thinking, Agile, LEAN, Six Sigma)”

19. Final assignment and exam 7,5 ECTS report standard page span: 15 pages + 2 additional pages per group member (also counting the first member) Example: In a 7,5 ECTS report with 2 group members, 15 + (2 x 2) = 19 pages is the standard page span. If one person wrote this report alone, the upper limit would be 17 pages. A +/- 10% margin is considered within the normal range. Eksempler på 2 forskellige opgavetyper Vejledning i specialeskrivning Gode råd fra en tidligere studerende på studiet Hand in Exam Paper December 17th 2012 Exam Jan 15th, 16th and 17th 2013

20. Gode råd fra en tidligere studerende på studiet • Gør et grundigt forarbejde inden problemformuleringen • Lav tidsplan, som revideres løbende • Diskutér problemformuleringen med vejleder, kolleger, medstuderende etc. • Vær kritisk med valget af modeller og metoder (konkretisér muligheder, begrænsninger) • Start i god tid - nedbryd opgaven - arbejd lidt hele tiden! • Hav hele tiden "den røde tråd" for øje. Vend tilbage til problemformulering og model­valg • Klargør argumenter, konsekvenser og konklusioner • Adskil skarpt mellem data, analyse og tolkning • Sæt god tid af til redigering

21. Vejledning i specialeskrivning • Problemformulering: En problemformulering til speciale vil normalt være på 1-2 sider med en præcisering af problemstillingen, hvilke emner skal analyseres i.f.t. problemformuleringen, hvilke spørgsmål skal besvares/diskuteres, hvilke ledelses- og styringsteorier og modeller kommer til behandling ... konklusion: hvad går det her ud på, hvordan har jeg tænkt mig at gribe det an, hvad skulle det gerne ende med! • Modelanvendelse er det væsentligste. Modeller kan anvendes til mange ting i en opgave. De kan strukturere opgaven, anvendes til problemanalyse og løsningsopstilling, problem-formulering, erkendelse, analyse, vurdering af resultater/løsninger, argumenter, resultatkritik og perspektivering. • Analysen: Et problembeskrivende speciale vil normalt ikke være tilstrækkelig, f.eks. en beskrivelse af en given virksomheds problemer. Analyse og anvisning af løsninger eller løsnings­skitser til beskrevne problemer vil som hovedregel udgøre de centrale elementer i et speciale. • Konklusionen: Konklusionen bør svare på de spørgsmål der rejses i problemformuleringen - evt. ved opsamling af delkonklusioner og/eller sammenstilling/debat af delkonklusioners gensi­dige samspil/modspil. •  Executive Summary: Executive summary er et referat til “ledelsen”, hvori de væsentligste forhold i opgaven præsenteres: Hvad er problemstillingen? Hvad er analyseret? Hvad siger konklusionerne? Hvad betyder det for virksomheden/ledelsen (eller andre problemejere)? • Struktur: Der bør i opgaven være en rimelig balance mellem beskrivelse af forudsætninger, analyse, tolkning og løsningsgenerering. Bemærk dog: Der findes flere opgavetyper. Der skal des­uden være en "rød tråd" mellem problem, modelvalg, analyse og konklusioner •  Målgruppen: Målgruppen for specialet skal angives

22. Vejledning i specialeskrivning • Valg af virksomhed: • Det mest almindelige er at skrive i og om egen organisation, simpelthen fordi det er lettest at skaffe adgang til denne, men derfor er det ikke nødvendigvis den bedste løsning. Problemerne kan bestå i indforståethed, tagen for givet, blinde pletter, mangel på kritik, bestillingsopgaver, pleasing, mv. Disse problemer er langt mindre når man skriver i og om andre organisationer, hvor det så til gengæld kan være sværere at skaffe sig adgang. • Modelvalg og modelanvendelse: • Specialet må ikke være teoriløst. Det forventes, at der argumenteres for, vælges og anvendes teoretiske modeller. Disse kan være indenfor såvel som uden­for pensum. Ekstra teori og litteratursøgning ved hjælp af informationsteknologi på biblioteket kan hæve niveauet - og bør altid foretages som et check af mulige andre kilder. Modelvalget skal være: relevant, begrundet, målrettet og afbalanceret.

23. Eksempler på 2 forskellige opgavetyper • Den teoretisk funderede konsulentrapport • Hovedvægt: Modelanvendelse, analyse, hypotesetest, forklarende og/eller løsnings- orienteret • Krav: Sammenhæng mellem teori og caseanalyse og/eller løsningsopstilling • Indhold: Problem- og modelbaserede analyser og løsninger • Empiri: Udgangspunkt i enten empiriske problemer eller analyse af empiri ved hjælp af teori/modeller • Den teoretiske opgave • Hovedvægt: Modelvurdering ud fra teoretiske kriterier • Krav: Teoretisk dybde • Indhold: Teorier diskuteres og vurderes i forhold til hinanden og i forhold til meta- teori • Empiri: Eksemplificering

24. Assignments examples from 2011 and 2012

25. How to use the Blog - http://www.itu.dk/courses/MPTM/E2012/

26. MPTM Schedule

27. Literature

28. Agenda • Introduction to Business Process and Transformation Management part 1 • Introduction - participants • Overall goal and learning objectives • Overview of all the sessions • Literature which will be used • Exercises including mandatory assignments • Final assignment and exam • How to use the Blog - http://www.itu.dk/courses/MPTM/E2012/ • Introduction to Business Process and Transformation Management part 2 • Business Process Management • Exercise Next Session: Innovative and Process oriented IT “Process based and innovation implementation frameworks (Design Thinking, Agile, LEAN, Six Sigma)”

29. What initiate BPM BPM Yesterday

30. BPM Yesterday and Today What initiated BPM Yesterday Burning platforms Continuous process improvement Operation excellence Change from IT to process based implementations Process optimization

31. Business Process ManagementToday Process orchestration by leveraging process based pre-built assets SKILLS & MINDSET Six Sigma, Lean, BPR…… BPM METHODOLOGY & GOVENANCE ARIS, PowerDesigner, Netweaver BPM….. BPM TOOLS APQC, VCG, eTOM, SCOR PROCESS BASED IMPLEMENTATION CONTENT Content TRAINING/ EDUCATION SAP Modelling Handbook External BPM Webinars http://www.sdn.sap.com/irj/bpx/starterkitforbpm http://www.sdn.sap.com/irj/sdn/soa-kit http://www.sdn.sap.com/irj/sdn http://www.sdn.sap.com/irj/bpx http://ecohub.sdn.sap.com/ http://www.sdn.sap.com/irj/uac COMMUNITY AND ENABLEMENT

32. BPM tools facilitate the Process Management LifecycleBPM Today

33. Governancethrough the lifecyclesBPM Today

34. McFarlan’s strategic grid http://visual.placodermi.org/2009/01/14/toolkit-mcfarlans-strategic-grid/

35. What initiate BPM BPM Today

36. BPM Yesterday and Today What initiated BPM Yesterday Burning platforms Continuous process improvement Operation excellence Change from IT to process based implementations Process optimization • What initiate BPM Today Business transformation (Strategy execution) Linking Capabilities to Processes The need for innovation, value and efficiency driving your transformation Define innovative business processes when applying Innovative technologies

37. Business Process Mangement (Conceptual) Big Picture

38. Linking the Strategy Model to the Operation Model Source: Linking Strategy to Operations: Process Models and Innovation by David P. Norton and Randall H. Russell

39. Linking the Strategy Model to the Operation Model Source: Linking Strategy to Operations: Process Models and Innovation by David P. Norton and Randall H. Russell

40. What is innovation ? • http://www.wimp.com/innovationfinest/

41. We’re living ina world of change. Home Imagine Imagine Purpose Innovations Solutions Ecosystem People Results Join Us

42. Businessand personal lives have been blurred Globalmiddle class growing from 2B to 5Bby 2030 15 Billion connected devicesby 2013 More data inlast 5 years than entire history of mankind 1 Billion people engaged in social networks More mobile devicesthan people Unprecedented empowerment of people A world of change Imagine a better run world Home Imagine Imagine Purpose Innovations Solutions Ecosystem People Results Join Us

43. Fact:More than 1 billion people are actively engaged in social networks Implication:Collectively, people have the power to makeor break brands instantly A world of change Imagine a better run world Home Imagine Imagine Purpose Innovations Solutions Ecosystem People Results Join Us

44. Fact:There are now more mobile devices on Earth than there are people Implication:A business can now exponentially expand its reach in a flash A world of change Imagine a better run world Home Imagine Imagine Purpose Innovations Solutions Ecosystem People Results Join Us

45. Fact:By 2013, more than 15 billion devices could be capable of connecting to the internet, from cars to washing machines, to the clothes we wear. Implication:Businesses can fundamentally transform themselves by using these connections to their advantage A world of change Imagine a better run world Home Imagine Imagine Purpose Innovations Solutions Ecosystem People Results Join Us

46. Fact:More data has been created in the last five years than in the entire history of mankind. Implication:Unlocking the secrets inside this data presents breakthrough opportunities for businesses A world of change Imagine a better run world Home Imagine Imagine Purpose Innovations Solutions Ecosystem People Results Join Us

47. Fact:An emerging global middle class, increasing from 2 to 5 Billion by 2030 will strain the world's diminishing resources. Implication:Businesses will require new strategies for resource optimization, innovation and growth A world of change Imagine a better run world Home Imagine Imagine Purpose Innovations Solutions Ecosystem People Results Join Us

48. Fact:The lines between our personal livesand our business lives have blurred. Implication:The way businesses must sell to consumers has changed A world of change Imagine a better run world Home Imagine Imagine Purpose Innovations Solutions Ecosystem People Results Join Us

49. The collective result of these trends is an unprecedented empowerment of people – as consumers, as employees, as citizens and as societies. A world of change Imagine a better run world Home Imagine Imagine Purpose Innovations Solutions Ecosystem People Results Join Us

50. Imagine a better run world where innovations in information technology have the potential to improve the lives of people everywhere. Imagine a better run world A world of change Home Imagine Imagine Purpose Innovations Solutions Ecosystem People Results Join Us