Course Overview: Accelerated Certification
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Accelerated Certification Walter Popper and Steve Stanton May 12 - 15, 2015
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Transcript of Course Overview: Accelerated Certification
Accelerated CertificationWalter Popper and Steve Stanton
May 12 - 15, 2015
2©2015 FCB Partners. All rights reserved.
Hammer Certification
Process integrates work and overcomes the consequences of
organizational fragmentation Delay
InefficiencyDissatisfied customers
The problem is fragmentation. The challengeis integration. The approach is process and enterprise transformation.
Hammer Certification provides methods, tools and skills.
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Complementary Tools and Methods
ADKAR
IT PMOBSC/H
oshin
BPR
3
Hammer
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Accelerated Hammer Certification: When Operational Excellence Is Not EnoughDay 1: Process Strategywhy process management mattershow to scope processes, target opportunities, charter teams
Day 2: Process Designwhy yesterday’s work flow is becoming obsoletehow to rethink assumptions, engage customers and leverage technology
Day 3: Process Performancewhy projects over-promise and under-deliver on improvement targetshow to redefine work, measures, management and accountability
Day 4: Leading Enterprise Transformationwhy process management and improvement are not enoughhow to engage and enroll stakeholders from top team to front line
Individual Projectyour near-term opportunity, defined and developed 1-1 with instructorpresented for peer review and feedback during the course
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Problem: Work Is Fragmented, Performance Deteriorates, Customers Suffer the Consequences
OperationsSales Products
Services FinanceSystems
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Solution: Hammer Methodology, the Gold Standard for Performance Improvement
• Developenterpriseprocess model
• Appoint processowners andestablishgovernance
• Create Strategic Linkage: process vision and case for action
• Select redesign team members
• Review principles of high-performance processes
• Apply patterns• Map to I/T capabilities
and constraints• Build out dimensions
and dependencies• Develop metric
architecture• Develop business case• Gain necessary
approvals
• Bound andscope theprocess
• Understandcustomerneeds
• Understandthe currentprocess
• Identifyweaknesses inthe existingdesign
• Set design targets
• Develop roadmap
• Concept test with laboratory prototype
• Field test with live customers in pilots
• Develop supporting infrastructure
• Rollout to individual regions and units in staged releases
• Institutionalize
• Repeat
Mobilization Redesign AdoptionDiagnosis
Change Management
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Process Success FactorsDesignneeded to specify how the work is to be performed
Metrics
needed to assess and assure performance
Infrastructureneeded to support the performers in their process work
Ownerneeded to turn the concept into reality
Performersneeded to ensure capable execution
Requirements for improving performance
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Process Design, Execution, and Improvement Cannot Be Sustained without Enterprise Changes
Air Products
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Enterprise Success FactorsLeadershipto authorize and enable the effort
Governance structures to coordinate activities and resolve issues
Culturea value system receptive to what process entails
Expertise capability to plan and execute process transformation
Requirements for sustaining results
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How Enterprise Factors Work Together
Leadership
Culture Expertise
developsshapes
Governanceenables informs
establishes
And how change leaders get top team buy-in and bottom-up adoption
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Accelerated Certification, a 4-Day Program for Process Owners, Professionals, and Centers of Excellence
AM: Improving Your Process – Mobilization to Implementation
PM: Transforming the Enterprise – Key Success Factors
Day 1Process Strategy
Why we need process excellenceWhat’s different about processHow to charter and staff a teamPeer review of Individual projects
Why we need transformationWhat is the process owner’s roleHow do process owners succeedPeer review of individual projects
Day 2Process Design
Why IT alone is not enoughWhat’s different in end-2-end designHow to think outside the boxPeer review of individual projects
Why is process change not enoughWhat’s different at an enterprise levelHow do organizations succeed in transformationPeer review of individual projects
Day 3Improving
Performance
Why implementation is difficultWhat’s needed for rapid adoptionHow staged releases build supportPeer review of Individual projects
Why governance, leadership and culture matterWhat’s needed to make governance workHow to leaders shift corporate culturePeer review of individual projects
Day 4Leading Change
Why do stakeholders matter so muchWhat do great change leaders doHow to avoid implementation failuresPeer review of Individual projects
Who are enterprise stakeholdersWhy rely on influence rather than authorityWhat strengthens influenceHow do influencers succeed
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Faculty: Walter Popper, among Michael Hammer’s Earliest Collaborators
Walter Popper, a co-founder of FCB Partners, was one of Michael Hammer’s earliest collaborators in business reengineering. He is an expert on leadership, culture, and business transformation. His recent focus is process design for customer experience - bridging the gap between companies, their suppliers, and their customers. Walter has advanced degrees from the University of Massachusetts and MIT.
Steve Stanton, a co-founder of FCB Partners, was the co-author, with Michael Hammer, of the Reengineering Revolution. He is one of the pioneers of reengineering and process enterprise. As a presenter at industry conferences and executive seminars, he is known for his stimulating and interactive style and pragmatic orientation. Steve has an advanced degree from Harvard Business School.
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Upcoming FCB Events
Title Dates DescriptionAccelerated Certification
May 12-15(Boston)
A four-day, extended hours, Hammer Certification class. This immersion program combines course work and individual projects
Process Redesign May 12-15(Boston)
A comprehensive, four-day Hammer Certification class on business process redesign
Implementing Innovation
May 18-20(Boston)
A three-day, advanced course on building the key processes that can deliver a steady stream of breakthroughs
Process Owners in Action
May 18-20(Boston)
A three-day Advanced Certification class on business process management for process owners and those in similar roles
Leading Transformation
June 8-10(D.C.)
A three-day Hammer Certification class on process governance and based on the PEMM™ process maturity model
Power of Process June 11-12(D.C.)
A two-day Hammer Certification class on process frameworks and methods
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Continue the Discussion Online
LinkedIn Discussion Groups
1. Process: Business Process Roundtable
2. Enterprise: Continuous Innovation
3. Individuals: Change Agents in Action
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For More InformationFCB Partners
Lindsay Field, Program Director617 245 0265
