The roadmap creation process begins by linking the highest-level short-term and long-term objectives to the processes that most differentiate the organization in the marketplace. Practitioners create a hierarchy of processes and subprocesses (the Logical Operating Model) so that everyone can understand in a single view the way the organization functions and the interdependencies of processes. Then,the process team begins to narrow clown which processes are most critical to delivering the key value drivers. Moving on, the team conducts a capability assessment, which determines the relative maturity of these key processes, and targets those with the greatest maturity gaps (usually a small number) for improvement. Next, through several different lenses, the team refreshes its understanding of how routine or knowledge intensive the process is and the level of impact the process has on the organization’s outside reputation or market standing. Then the team reviews the level of standardization, compared with the strategic value and relative cost of the processes, to identify major process interventions. Finally, the team assesses its own BPM maturity and improvement objectives before making the final selections and setting a schedule with deliverables, accountabilities, and concrete goals for change.
Accenture has a patent application pending for this process prioritization and roadmap creation process, as well as for the related tools and assets described in this chapter.