February 2012 Agenda

1. February 2012 Agenda • 1:00 Arrive • 1:15 Officer Announcements New officer introductions International updates Chicago chapter updates • 1:45 Guest Speaker: Gary Rush The importance of soft skills in BPM • 3:45 Networking Break • 4:15 Group Round Table Discussion

2. Thanks to Outgoing Officers • Brett Champlin, founder of ABPMP International and President of our local Chicago ABPMP chapter, and Management Consultant at Allstate Insurance Company • Todd Lohr, Vice President of finance of Chicago ABPMP Chapter and Managing Director KPMG • Mark Orth, Vice President of education of Chicago ABPMP Chapter and Management Consultant at Allstate Insurance Company

3. Welcome New Officers • President: Laura Graham, Enterprise Process Management at Navistar • VP Finance: Pat Dowdle, Process Strategist at Process Strategy Group • VP Communications: Tom Hillison, Director of Business Process Management at Sloan Valve • VP of Programs: Bryan Rogers and Richard Zenner, business development managers at Solomon Edwards Group • VP Information and Technology: JD Sander, Project Leaders at Pactiv Corp • VP Education: Steve Rosengarden and Gavin Quinn, Business Process Management analysts at Sears Holding • VP Membership: Phil Vitkus, Business Process Management Analyst

4. International ABPMP Updates • New Chapters in US • Northern California • Charleston, SC • International Needs Volunteers: • Development around Training Provider program • CBPP study sessions • CBPP exams through the Chapters • Improve process for tracking certification / continuing education • Renew Certification

5. Chicago Chapter Updates • Survey sent to active and prior members We want your continual feedback • Members to host meetings • Suggested topics and guest speakers • Chicago chapter meeting changes: update your calendars NOW MEETING SECOND FRIDAY OF EVERY OTHER MONTH 8:30-12:30 AM Webinar links will be provided

6. Welcome to new members • Name • Title, Company • Biggest accomplishment in past year • Work / BPM related • Personal / fun

7. Gary Rush, Certified Professional FacilitatorMGR Consulting, Inc. • Gary Rush, IAF CertifiedTM Professional Facilitator (CPF), Founder and President of MGR Consulting, Inc. attended the U.S. Naval Academy. He has managed projects since 1980, been facilitating since 1983, and training since 1985. He improves client business performance through effective application of exceptional facilitation processes. He is a recognized leader in the field of facilitation and Facilitator | Facilitative Skills training and continues to be the leading edge in the industry by continuing as a practicing Facilitator. • Gary teaches specific “how to” with an understanding of the “why” to perform as an effective Facilitator. His alumni often tell us how much Gary has changed their lives. • In 1985, Gary created FAST. In 2007, Gary created FoCuSeDTM– the most complete and effective facilitation technique, providing the concepts of Holistic Facilitation. Gary has written almost a dozen "how to" books. • In 2006, Gary became an IAF CertifiedTM Professional Facilitator (CPF). In 2007, he became an IAF CPF Assessor and from April 2008 through December 2010, he was Chair of the IAF. In 2011, Gary became a Thiagi Certified Trainer.

8. Attendees Included: • Gary Rush, Guest Speaker: grush@mgrconsulting.com • Laura Graham, Navistar: Laura.Graham@Navistar.com • David Kirkpatrick, Griffon: gryphonllc@att.net • Todd Lohr, KPMG: tlohr@kpmg.com • Steve Ryzner, Sagin: sryzner@saginllc.com • Richard Zenner, SEG: rzenner@solomonedwards.com • Samir Khan, SEG: samir.khan@zoho.com • Randy Rogers, Confiance: rrogers@confiancegroup.com • Steve Rosengarden, Sears: Steve.Rosengarden@gmail.com • Pat Dowdle, Process Strategy: pat@processstrategygroup.com • Neal McWhorter, Strategic Value Partners: neal.mcwhorter@strategicvaluepartners.com • Dan Morris, Wendan: daniel-c-morris@comcast.net • Tom Hillison, Sloan: Tom.Hillison@sloanvalve.com

9. Group Round Table Discussion • Recommended reading / books that were mentioned during presentation, Q&A and round table include: • Reboot: Competing with Technology Strategy – by Jim Smelley and Lisa Jasper, 2011 • The Ten Faces of Innovation: IDEO’s Strategies for Defeating Devil’s Advocate and Driving Creativity Throughout your Organization – by Kelly and Littman, 2005 • Theory U: Leading from the Future as it Emerges – by Otto Scharmer, 2009 • Drive: The surprising truth about what motivates us – by Daniel H Pink, 2011

10. Group Round Table Discussion • Questions that were discussed by members included: • When you facilitate process modeling discussions, does the “Butcher Block Paper and Sticky” approach work? • How do you get people who are silent, passive-aggressive, or fearful to share during meetings? • To what level of detail do you need to map a process for an as-is or to-be? How do you keep people engaged? • Do you need to document an “as-is” or can you go straight to “to-be” discussions? • When do you model for execution – do you need to have strategic framework in place already?  • See following slides for discussion points / group input

11. When you facilitate process modeling discussions, does the “Butcher Block Paper and Sticky” approach work? • Sometimes.  There is never a silver bullet.  A lot depends on purpose, culture, group individuals.  Identify individuals ahead of time and have 10-15 minute pre-meeting to understand their background, concerns, understanding of why meeting is being held.  • Group discovery sessions work better at the SIPOC or IGOE model level to determine which process / sub-process need to be understood / modeled at a lower level. • Groups more than 10 take a very different method of facilitation.  • As-Is discovery sessions work better to meet with smaller groups of individuals to get details together.  Facilitator then confirms the details with individual groups, pieces together into a high-level diagram, and then entire group reconvenes to see the process in entirety for the first time.  Group can then have enough perspective and detail to adequately discuss “to-be” as a team.

12. How do you get people who are silent, passive-aggressive, or fearful to share during meetings? • Have a pre-meeting with meeting attendees ahead of time.  The manager or champion who is asking for the meeting needs to provide a list ahead of time. Ask proposed meeting attendees if the right attendee list is invited. If someone doesn’t appear to support, discuss with manager.  Don’t hold the meeting without all required people. • Some cultures don’t communicate this – BPM groups are invited as an afterthought or asked to help out.  Just asking the questions of “what is meeting objective” can help.  • If meeting objective and agenda is not provided – respond as tentative and ask for clarification.  Lead by example. • Use meeting openers.  Introduce purpose of meeting to all attendees.  Ask for introductions.  Two suggestions that work well: • If you had to choose another career, other than the one you currently have (and money and skills weren’t an issue), which would you choose and why? • If you had an extra hour or two in your work day, how would you like to spend it (not allowed on current project work / catching up on emails. i.e., what would make you say wahoo! Look what I did today!)?

13. Do you need to document an “as-is” or can you go straight to “to-be” discussions? • Most attendees agreed that as-is is necessary. • You can know where you want to go, but if you don’t know where you are you don’t know what you have to do to get there. • As-is discussion is also a key change management tool to align team members, help them understand where focus / priority needs to be, even if not in there area. • As Is does not need to go into detail as much detail as maybe a to-be. Be careful not to get caught up in system constraints or the “what/how” you do things today. However, sometimes process performers may not understand the “what/why” to be able to articulate clearly, and lower level of detail can be discussed. Ability of facilitator is key here.

14. To what level of detail do you need to map a process for an as-is or to-be? • There are no silver bullets. It depends. • There is no common industry definition of level of detail, that presents a problem in using consultants or internal resources to do something if they don’t have a good understanding. One option is to have person requesting the model to draw a sample picture of a few activities to see what they think is right level of detail. • There may be a few common patterns / recommendations that ABPMP could assist in developing. If you are modeling a to-be for system design, a lower level of detail that involves data modeling, etc. may be required. • Modeling for execution in BPMS versus modeling for a business analysis / strategic alignment session are two different aspects and require different levels of detail.

15. When do you model for execution – do you need to have strategic framework in place already? • The soft side of BPM – understanding what a process is, strategic process framework, need to manage by process, and having process goals identified – is often ignored, the hardest aspect of BPM, and key to identifying goals of process projects. It should come first. • Not all organizations are top down and can have soft side in place first. Technology can help show the value of BPM and educate on the soft side. A good process repository, used for business analysis, can start to show how separate processes or sub-processes impact each other within a value chain or between value chains. • BPMS can also help, by streamlining the process improvement initiatives – getting metrics as it relates to a process, etc. However, many BPMS tool vendors don’t know the connection between the technology and the soft side, and how to leverage it. They don’t realize they have built a Ferrari – they are selling it as Volkswagens. There is a big gap in the vendor’s ability to assist people with establishing process repository organization, metadata, and process governance that will work truly enterprise wide. There are some companies that are beginning to use BPMS, but no one is at enterprise level yet. The soft side needs to be considered in configuring the tools to effective at enterprise process management.