ABPMP Strategic Marketing Plan

1. ABPMP Strategic Marketing Plan Board of Director’s Meeting September, 2012

2. Table of Contents • 1.0 Executive Summary • 2.0 Situation Analysis • 3.0 Marketing Strategy • 4.0 Marketing Mix • 5.0 Financials • 6.0 Controls

3. 1.0 Executive Summary • Tough economic times demand that companies cut cost while continuing to deliver the optimal levels of goods and services. • BPM provide the means for companies to optimize their processes that can help achieve this goal. • The need for educational programs and BPM Certification is stronger than ever and Corporations are looking for a credible institution to provide the services.

4. 2.0 Situation Analysis • Market Needs • The Market • Market Analysis • Market Demographics • Market Trends • Market Growth • ABPMP • Mission • Service Offering • Positioning • SWOT • Competition • Direct Competition • Indirect Competition

5. Market Needs • Market Needs • There is continuing, growing need for a BPM practitioner-based certification in the marketplace. Companies are embarking on business process management endeavors in record numbers and are looking for two distinct things: • What? – the what of BPM are the knowledge, skills and competencies required to perform BPM successfully • How? – the how of BPM are the governance & organizational practices, process methodologies, and best practices for performing BPM successfully • There is tremendous need to develop more competent BPM practitioners, especially for Process Managers, Process Design/Redesign &, Analysis and BPM Knowledge Management. Source: BPTrends: State of BPM 2008

6. 2.0 Situation Analysis • The Market • Market Analysis • Market Demographics • Market Trends • Market Growth

7. The Market • Market Analysis • The market for non-software related BPM is not well defined and the only data available are surveys done by BPTrends in 2006 and 2008 and are provided in this section. • Most of the major BPM efforts have been performed in larger organizations and have focused on the entire enterprise. Source: BPTrends: State of BPM 2010

8. The Market • Market Analysis • The market for non-software related BPM is represented in the table below. Financial Services and Consulting still dominate. There is ample room for growth across industries. Source: BPTrends: State of BPM 2010

9. The Market • Market Demographics • According to BPTrends, the US and Europe have demonstrated industry leadership in terms of responses, however, according to ABPMP membership, North & South America have demonstrated commitment to the profession. Source: BPTrends: State of BPM 2010 Source: ABPMP Member database

10. The Market • Market Trends • Organizations have undertaken various types of process initiatives, however, less than 30% are consistently undertaking process endeavors. Source: BPTrends: State of BPM 2010

11. The Market • Market Growth • The market for non-software related BPM tends to correlate with software related BPM efforts. • There is a clear trend toward spending more money on BPM which might be reflective of an increased commitment by organizations to BPM Source: BPTrends: State of BPM 2010

12. 2.0 Situation Analysis • ABPMP • Mission • Service Offerings • Positioning • SWOT • Competition • Direct Competition • Indirect Competition

13. 2.0 Situation Analysis • ABPMP • The Association of Business Process Management Professionals is a non-profit, vendor independent professional organization dedicated to the advancement of business process management concepts and its practices. ABPMP is practitioner-oriented and practitioner-led. • ABPMP produces educational and networking events for continuing education and sharing of best practices, new ideas, and experiences of its members and professional colleagues.

14. 2.0 Situation Analysis • ABPMP Vision: • ABPMP will lead the development of BPM as a mainstream discipline • ABPMP will be the global center for the community of practice in Business Process Management • ABPMP will be the professional society for business process management professionals • ABPMP will be the recognized authority for certifying BPM practitioners • ABPMP will recognize, acknowledge and honor those who make outstanding contributions to our discipline • The Mission of ABPMP is: • to engage in activities that advance the practice of business process management, • to promote and evolve a Common Body of Knowledge in this field • to foster the development and advancement of the skills and competencies of the professionals who work in this discipline • to validate the professional qualifications and certify BPM practitioners

15. Relationships • Relationships: • Members • Chapters • Government • Training Providers • Affiliates (EABPM) • BPM Community (PMI, IIBA, BAA) • Competitors (BPM Council, OMG)

16. Service Offerings • BPM CBOK® • CBPP® Certification • Workshops (In Development: CBPP® prep, BPM 101) • Sponsorships • ABPMP Website (Information portal) • BPM Model Curricula • Social Media groups (Linkedin, Facebook) • Job Postings • Consultant and Training Provider Registry • Recognition of Outstanding BPM practitioners (future) • Specialized Events (BPM day, Executive Day, etc.) • Newsletters/Blogs (future) • Conferences (future) • Other publications (future)

17. Relationship Map BPM CBOK CBPP Certification Training Providers BPM Conferences BPM Workshops Membership BPM Registry Blogs Chapters Career Postings

18. Global Centers

19. Global Centers Structure • Country Boards to coordinate: • Chapter Development • Certification • Workshops/Certification maintenance • Training Providers • Structure by geography/language combination (have to have local flavor for adoption)

20. Training Provider Program • Purpose • To accredit organizations and institutions around the world interested in providing continuing education on BPM • Accreditation • Organizations and institutions that become eligible for the Training Provider Program will receive the designation of “ABPMP Qualified Training Provider (QTP)” or the corresponding translation in the local language • Commitment • QTP must express commitment with the continuing BPM professional education in the long run and uphold ABPMP professional code of ethics and highest standards of conduct

21. Training Provider Program (cont'd) • Scope • QTP must be capable to providing up-to-date training in BPM to fully support professional development and career building • Training Provider Program comprises of two types of agreements: • Professional-oriented training • Academic course

22. Program rules • A BPM course under the QTP agreement should: • Be aligned to the BPM CBOK • Enforcing CBOK as the main reference on BPM • Teach around the reference curriculum proposed by ABPMP Education Committee • Courses content may differ, but the objective to be achieved may not • Cover theory and practice

23. Program rules (cont'd) • A BPM course under the QTP agreement should (cont'd): • Be online, face to face, recorded or a combination of these modes • Permitting flexibility for different audiences and needs • QTP course coordinator must be a CBPP • Instructors are also encouraged to be CBPP

24. Program rules (cont'd) • The local ABPMP Chapter keeps a website in the country’s official language to display QTP names and contact data, along with other information of local interest • This encourages decentralization of website building and maintaining around the world in native languages rather than being all centralized under ABPMP International website • Examples • http://www.abpmp-br.org (Brazil)

25. Program rules (cont'd) • The ABPMP logo can be included in the QTP course folder • QTP courses are encouraged to provide a feedback form for the students to assess classes • QTP courses should enable forums for the students to discuss the topics and a mechanism to place questions for the instructors • QTP should have a page published on its own website to display course details

26. Program rules (cont'd) • Depending on the performance or violations of the code of ethics or standards of conduct, any QTP can be disaccredited • In order to become a Training Provider, the organization or institution must submit to the local ABPMP Chapter a course description showing the disciplines, content, sequencing, instructors, teaching mode

27. Program rules (cont'd) • For Training Organizations ONLY (not applicable for Academic Institutions) • 8% of the gross revenue (or a flat fee) must be transferred to the ABPMP in the country as an accreditation fee

28. Integration • Member/Brand association • Recognition of members and their accomplishments • Certification • Qualified Training Providers • Will market ABPMP and Certification to people/members

29. Training Provider Integration • Publish Model Curricula to QTPs and Universities • QTP’s must be CBPPs • Must all be enabled by Qualified Training Provider Program • Quarterly “Bootcamps” that precede a planned certification exam at specified locations around the country. • Bootcamp “track” at Forrester/Gartner/IRM UK BPM Conferences – add an extra day for CBPP exam • Chapter Events • Internally must be enabled by ABPMP CBPP Bootcamp material (with sample 3 – 5 questions per section) • Action: VP of Education to drive QTP program • Action: Appoint Directors by Geography to orchestrate Chapter development

30. Reference curriculum • BPM Basic topics • Introduction to BPM and to the BPM CBOK • Process Modeling • Process Analysis • Process Design • BPMN - Business Process Modeling Notation • Process-oriented Organization, Roles and Responsibilities • Process Performance Measurement • Process Quality Assurance

31. Reference curriculum (cont'd) • BPM Intermediate topics • Process Transformation and Innovation • Business Process Patterns, Best Practices and Reference Models • Change Management • Risk Management in Process Change • BPM Office • Process Performance Management • Process Outsourcing • Shared Services

32. Reference curriculum (cont'd) • BPM Advanced topics • Process Improvement Methodologies (Six Sigma & Lean) • Statistical Process Control (SPC) • Business Processes financials • Process Project Management • Service Design • Outside-In Process Design • Green BPM • Enterprise Process Management • Business Process Maturity • Business Process Management Technology

33. Independent Consultant Registry • Initial Independent consultant registry went live in April 2012 with help from Affiniscape • Current members can “opt-in” on their member profile and provide specifics on BPM experience and bio’s • 34 registered members so far • What member types are eligible for this service? • Need more help from Affiniscape to complete reporting and publishing features

34. QTP Registry • Received requirements for information capture • Approach will be similar to ICR form and reporting; new member type called “QTP” • Have not started build-out of forms or reporting as of yet • Need to schedule time with Affiniscape to determine best approach • Initial QTP registry capability will probably be available on Members 24x7 in July 2012

35. BPM CBOK® Long Term Strategy • The CBOK® was released in April, 2009 and has been tracking to the revision roadmap for an (2 year) update cycle. The current version is 2.0 • Version 3.0 should launch in Sept, 2012. • The CBPP® will follow a strategy of releasing alternating years following the release of the latest version of the CBOK®.

36. BPM CBOK® Sales to Date* 2,030 units sold since launch in April 2009

37. CBOK® and CBPP® Roadmaps The CBPP™ will release updated exams in alternating years to the CBOK® releases Year 4/15 4/17 4/09 4/13 CBOK® 4.0 5.0 2.0 3.0 CBOK® Version Year 1/10 4/10 9/15 9/17 9/13 CBPP® English 2.0 German Portuguese 2.0 All 4.0 All 5.0 German Portuguese 3.0 CBPP® Language CBOK® Version

38. Certified Business Process Professional (CBPP)® • CBPP® Launch Schedule • January 2010 worldwide in English • By April 2010: German, Portuguese available • Q3’13 (Tentative): French, Spanish • Q1’14 (Tentative): Japanese, Mandarin • CBPP® Exam Launch: • Exam available through the online testing platform globally • Marketing to the BPM community will begin in January 2013 • Global Test Centers to be setup by continent or country (50 countries/50 cities campaign) and will be aligned to Training Providers availability to support

39. Chapter Certification Strategy Chapters will be CBPP® feeders for both members and non-members. Chapters will own the process at the local level If no local Chapter, then Regional, if no Regional, then National

40. Chapter Certification Strategy Chapters or Training Providers will proctor all CBPP® exams at the local (and Regional) level for members and non-members. If no local Chapter, Regional, or National, then exam will be proctored at Kryterion location

41. CBPP® Exam Process Candidate registers online at website Candidate receives confirm number Confirm number is used on event day to launch the exam (paired with password entered by the proctor) ABPMP will receive notification of successful candidates Certificate issued at Chapter events or by mail

42. CBPP® Study Guide • There is a tremendous need to create a CBPP® Study Guide for use by all the Chapter members and all non-members who want to take the certification exam. • This is an opportunity to drive membership growth by offering a service at the Chapter level • This is a revenue opportunity for ABPMP and for the Chapters

43. CBPP Study Guide and CBPP® Proposed Roadmaps The CBPP® Study Guide will release updated versions prior to updated CBPP® Exam Year 2/15 12/17 9/13 9/14 CBPP® Study Guide 3.0 4.0 1.0 2.0 CBPP® Version Needs to be Updated 1/10 4/10 9/13 9/15 1/12 Year CBPP® Exam English German French Portuguese Spanish All All All CBPP® Language

44. BPM 101 • There is a tremendous need to revise and maintain the BPM 101 Course for use by all the Chapter members. • This is an opportunity to drive membership growth by offering an educational service at the Chapter level • This is a revenue opportunity for ABPMP and for the Chapters

45. CBOK® and BPM 101 Proposed Roadmaps BPM 101 will release updated versions annually with the CBOK® releases Year 4/15 4/17 4/09 4/13 CBOK® 4.0 5.0 2.0 3.0 CBOK® Version Needs to be Updated 9/13 9/17 9/19 9/15 Year BPM 101 3.0 3.0 5.0 5.0 6.0 6.0 4.0 4.0 BPM 101 Language CBOK® Version

46. Virtual Educational Programs • Webcasting, Social networking, etc. to Market ABPMP Products & Services • Webcasting – GoToWebinar • Social Networking – Linkedin, Facebook, etc. • Continuing educational credits • Training Provider content based on BPM CBOK ® • ABPMP Driven GoToWebinarfor: • BPM CBOK® • CBPP® Workshops • BPM 101

47. Local Chapter Programs & BPM Conferences • The strategy is for Corporate to provide content for the Chapters and Training Providers, and the Chapter or Training Provider will run their own programs or conferences and charge appropriate fees for that content. • Local Chapter Programs • Monthly and Quarterly professional development programs • Continuing educational credits based on: • BPM CBOK® • BPM 101 • CBPP® Workshops • BPM Conferences • Regional and National Conferences • Continuing educational credits based on: • BPM CBOK® • BPM 101 • CBPP® Workshops

48. National BPM Events • The strategy is for Corporate to develop a National Conference Events platform. • BPM Conferences • Regional and National Conferences • Continuing educational credits based on: • BPM CBOK® • BPM 101 (?) • CBPP® Workshops

49. Positioning • BPM CBOK® • The Core Knowledge Areas & Reference for BPM practitioners. • Certified Business Process Professional (CBPP)® • Government, Corporate and Community recognized certification for Business Process Professional Practitioners • CBPP® Workshop Study Guide • The study guide for the CBPP® exam • BPM 101 • A tutorial to get started in BPM (BPM for beginners) • Virtual Educational Programs • Where BPM practitioners can go to learn the “what” and “how” of BPM • Local Chapter Programs • The heart and soul of ABPMP for all professional development • BPM Conferences • Regional and National Conferences • The practitioners conference led by practitioners

50. Positioning & Target Audience • BPM CBOK® • The Core Knowledge Areas & Reference for BPM practitioners. • Target (Broad) audience: • Business & IT BPM personnel in small, medium and large businesses, BPM COEs, BPM Consultants, etc. • Training Providers as key partners • Leverage Sponsors (e.g., Accenture, IBM, Oracle, etc.) • Look at alliances with IIBA, PMI