The frustration lens diagnoses the process from the perspective of those who work in it. The purpose is to learn what frustrations people experience when doing their work. You can ask people about these as you create the as-is-flowchart, or you can complete the chart first and ask later. Use the first method if the process is relatively short and there aren’t many frustrations.
For years my partners and I at the Performance Design Lab have defined a business process as “a sequence of steps or tasks that produce a valued output”, or words to that effect. Every definition of process I have seen in the books and articles written by others use pretty much the same verbiage. Nothing wrong with the definition - it does describe what a process consists of - but it does nothing to indicate some of the key principles of process design, nor does it do more than hint at why processes are so important (i.e., “valued output”).
So we have come to modify our definition
This presentation leverages a real-world case study in which a large, quasi-government organization developed an enterprise process model with over 1,000 diagrams over the past 10 years. We’ll review the drivers behind this initiative, how the model evolved over time, and what we learned along the way. For those thinking about a need for corporate process documentation, this is a great place to start. For those already working on corporate process architectures, you’ll come away with new ideas. This presentation is not “pie in the sky” – you’ll see what it takes to govern this information, the kinds of standards that are put in place, and how this information is leveraged to improve organizational performance.
Businesses can no longer take months and months to redesign processes. The Value Chain Requirements Management (VCRM) framework is a customer-focused process that effectively translates strategic business and customer objectives into clearly defined and actionable requirements. These requirements become the basis for streamlining process re-design and implementation. A Fortune 100 company case study will be presented demonstrating the VCRM process methodology and business results of 30%+ reduction in design and implementation time.
One of the most critical issues facing BPM proponents is the perceived gap between business needs and IT methods. According to CIO Magazine, the gap between IT and the businesses it serves continues to be a top issue of CIO’s year after year. This presentation is one of three that together offer a model that IT shops can use to ensure they are effectively aligned and driven by a clear understanding of the business. The presenter is Alan Ramias, partner at The Performance Design Lab and a 25-year veteran in BPM and performance improvement. Alan’s presentation will focus on the components of an effective and complete Business Architecture, while his partners Cherie Wilkins and Rick Rummler will provide companion presentations that drill down into other areas of the model.
Six Sigma has an attractive value proposition. Increase profits and improve customer satisfaction through more effective and efficient business processes. What company could say no to this idea? But, the Six Sigma methodology often is associated with daunting myths that prevent companies from taking advantage of its potential. For example, it’s assumed that Six Sigma is strictly for manufacturing processes, doesn’t work with Business Process Management (BPM).
So many speak about BPM and process, but so few have data on its value, a particularly vexing problem when needing to develop “buy-in” and executive sponsorship for large-scale BPM application and enterprise transformation. This presentation walks through several studies done on the value of the BPM standards in Supply-Chain, Design, and Sales and the clearly measurable benefits of in profitability, revenue, and share value, and ROE which have accrued to lead-edge process management enterprises.
In my previous article, “The Design phase”, I discussed the concept of designing the change from the current way the process operates to the improved way with very few constraints. Does this mean that you can do without rigorous deployment planning? No, but you need to separate the discussions: First focus on what needs to be done. What type of changes need to be made, what type of skills do I need on my projects to make those changes, and what changes are dependent on each other: understand the possibilities.
In most organizations no one oversees the performance and improvement of cross-departmental processes. Management books often assign the title “process owner” to this role. However, “owner” implies authority, which is usually missing in organizations that include this position. “Process advisor” or “process consultant” are more accurate, in that they reflect this reality. Usually, authority pertains to resources, staffing, and prioritizing projects.
The process advisor or consultant’s role is to monitor the performance of a process and continually improve it.
The “To Be” process can be constructed using a variety of approaches. These include process analysis techniques, creativity exercises, benchmarking and best practices, process design principles, and the use of information technology. This presentation will discuss each of these approaches and give appropriate examples.