I believe one will shortly see the advent of certifications in BPX oriented disciplines: modeling, design, process and service enablement. I have seen that many academic environments are beginning to offer Business Process Management training. <a href="http://www.butrain.com/process-management-training-courses/certificate-program.asp">Boston University</a> and <a href="http://www.ssqi.com/">Six Sigma</a> to name but a few. Perhaps the "closest" I have read about is <a href="http://www.widener.edu/6715/">Widener University</a>.
I imagine we should stay tuned to SAP Education and see what they will be offering and the rigors of the certification they will evolve.
Coming from education, you can imagine that my initial response was based on my knee-jerk reaction, that every issue is a training opportunity :-).
Rethinking your question triggered more thought about performance measurement (not in educational or certification terms alone) and thus your question also started me thinking further about how we measure the efficiencies of processes altogether. If the BPX is a "process steward" or as Anton suggested in these threads, a Is a BPX a Process Steward?, should we tie the success of process execution to the person responsible for the process? If we do so then perhaps the key to a BPX "Metric or Indicator" (as you are querying about here) lies more intrinsically with the efficiency of the process itself. I can guess you weren't exactly thinking along the certification lines when you asked your question.
Could a possible answer to your question be found in coupling business process management with analytics? BI should be more than just reporting. It should offer a way of interrogating the efficiency of a process and thus offer metrics whereby we can judge just how well-tuned and well-functioning and well-performing that process is.
So perhaps the method to "judging" or quantifying how well a BPX is performing is found in the analytics of the process he/she is responsible for.
If that makes sense, it also stands to reason that analytics should be of paramount importance to a Business Process Expert not only as an asset to decision making, but also as a means of self-assessment.
Is that more in keeping with your thinking?
Nathan - Marilyn
In my opinion the answer to the question depends on the business context and the underlying process improvement framework you are using or attempting to socialise within your organisation. It also depends on whether you have a systems perspective or are interested in measuring say the agreed business solution SLA times from an ITIL perspective.
Taking a typical SAP process cycle in the Order to Cash area
1) Order entry, 2) Product availability Check (Available to Promise) & material reservation, 3) Delivery note creation, 4) Build shipping manifest, 5) Pick, Pack & Issue goods to delivery note, 6) Ship product, 8) Create sales order billing run, 9) Invoice customer
Using the Deming cycle (Plan, Do, Check, ACT) it may mean simply measuring the total time taken at each major process step along the way and deciding which step needs to be improved.
Using a Six Sigma approach and the DMAIC framework contained within this, you may be interested in the process steps around 5) Pick, Pack & Issue goods to delivery note in the above example. If this was the case then I imagine these would be of interest;
The number of manual steps carried out at the pick face for each sales order
The number of times a person in the warehouse needs to go back to the bulk store due to incorrect system inventory levels
The actual number of times that there is a "Stock out" situation occurs due to incorrect ATP calculations
If you were following a Theory of Constraints approach (Goldratt) you may be interested in additionally measuring the time it takes for a customer "proof of delivery" to be processed (if this is included in the process steps before customer billing takes place) or even the time it takes for the customer to pay once the invoice has been generated (Days AR aging or similar).
While tools from both SAP or ARIS (Business Process Management) can assist in measuring the "system enabled" steps, figuring out which manual steps are also part of the critical business process and how to measure the impact of these is much more demanding. Only once these business issues have been addressed and an agreed business process improvement framework been put in place could a BPX be held responsible.
so, Paul, if I could summarize; the success of the process expert is determined byt the improvements made by the new process ? The reason I ask is because we are a very data driven organization and I would need to track my metrics on a regular basis. It seems as though there is a long time need to be able to track this 'success'.