Becoming Certified Process Professional and transforming my views on processes

This week I’ve been sitting – and will be sitting throughout the week – at an excellent course about how to transform processess, thinking and company viewpoints to customer centric. The methodology is called CEMMethod and it is developed by BPGroup ( See http://www.bpgroup.org/ ), which is a not for profit organization providing these courses around the world and advancing the methodology with the wide network of practitioners.

More information about the course is available for those who are interested from: http://www.bp2010.com/

I will be blogging about Outside-In -thinking in the future a lot.

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2 vastausta artikkeliin: Becoming Certified Process Professional and transforming my views on processes

  1. David Ing sanoo:

    @huima I’ll be interested in your reflections on CEMMethod, and what you learn about process in the courses. You appreciate that I like to make the distinction between education and certification, so I’ll be curious as to your assessment.

    Since I’m systems scientist, my perspective is that the basics of systems include function (contribution of the part to the whole), structure (arrangement in space) and process (arrangement in time). The phrase ”outside-in” thinking may suggest taking a bigger picture, but it could also be reductive. The converse of ”inside-out” is more expansive and heeds the principle by T.F.H. to manage a system by managing its contexts.

  2. huima sanoo:

    I’ll be blogging my thoughts next week or later, once I have some time to reflect on them. For now I see great value in CEMMethod as a practical tool in projects, when we need to do inquiry and exploration into what some processes in an organization are – and what could be done to make them simpler and/or how to innovate new approaches to fullfil the same customer needs.

    At the core is the idea of putting principal customer to the center / core of everything the organization does, and working backwards from customer’s needs to see how different activities in what organization does, contribute to the ’successful customer outcome’ (SCO) – fulfillment of customer need. If the activity does not contribute at all to the SCO, then isn’t it something that could be removed? It is all about customer experience management… managing the experience, which in actuality is the process the customer experiences. Looking inside the organization and what the organization does through the eyes of the customer, who is experiencing the process: Outside In.

    They are reusing some old and simple ideas like ’Moments of truth’ (moments in which interaction between customer and service/product/system -happens ) , business rules ( points where a decision needs to be made ) and breakpoints ( points in process where responsibility is passed on to another party and/or something can clearly go wrong ). From these elements and from simple analysis a concrete, understandable and manageable image of the status of those processes emerges – and practitioners can start to review and think on how to eliminate complexity from processes by focusing on removing or improving those moments of truth which matter and cause work to be done in the process.

    So far it seems that it is quite clever packaging of simple ideas into practical framework, which allows you to get insight into your operations fast and start to do gradual or transformative changes into how you do what you do as an organization. Some neat ideas, which I do need to think more and talk with out more – to get a proper reading out of them😀

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