RFC: committing to a methodology for a Professional Services Practice approach in BPM/BPI solutions delivery

Posted by Will Parker on Monday, April 7, 2014 - 21:23

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If one were to build a Professional Services Practice within the document and office automation technology market (read traditional copier vendors) would one attempt to transcend the technology-centric approach (box sifting and "solutions" as a euphamism for more box shifting ie shrinkwrapped software and expertise) implicit in the terminology/nomenclature of "Professional Services, ECM & BPO" (ie category/product prescriptive in contrast to genuinely consultative) to a business effectiveness oriented one, eg "Professional Services, BPM" (or BPI / BPMS etc), the emphasis being on leveraging BAs to consultatively develop a product/implementation-agnostic current state / future state with Business Case and ROI in conjunction with a Solution Architects who bring the technologist realisation of the proposed initiative and deploy/transition the client with project and change management practices leading to ongoing relationship management and continuous improvement BaU.

I am unclear as to the currently accepted distinction between the piecemeal concept of a business process improvement or specific productivity enhancement and the more wholistic, total management approach of BPM; and how I should credibly articulate this through the overarching terminology of my Professional Services Practice business unit.

Is the use of "BPM" too broad? Is it not closely associated enough with the project delivery of specific BPI initiatives within businesses (be they ECM, BPO, Big Data, Dark Data, Cloud Migrations, Mobility, etc) and therefore the focus should be on BPI (or similar but more standardised and indiustry recognised terminology)?

I'm looking for guidance and suggestions as to how to determine the best parth to an industry recognised approach that will facilitate hiring good analysts and architects and provide a strategic methodology to inform the business tactics and USP/competitive advantage context.

Note I am not attempting to take on the big end of town (IBM/EMC) but the (upper)SME market which is calling for BPM at a pragmatic-initiative scale and often turn to their existing document and information management partners to seek solutions. Solutions, that many vendors in this market are well poised to identify, but not oriented in the correct consultative and business process improvement stance to capitalise on; but rather focused on looking for chances to deploy this software or that suite and so on leading to bad fit implementations, failed installations and brand damage in the services led concept.

Please take it easy on me, I'm new to the formal methodology and practice of rigorous BPM, and although I have studied much background in my MBA and professional research and I firmly believe that, like project managment, something like the ABPMP CBoK is fundamental to getting this sort of vendor transformation right, I am green and needing grounding, guidance and insight to get the formula right the first time. Getting the platform right then getting off the mark with credible realistic runs on the board is my main objective for the next 12 months and I have the business' blessing, support and investment behind me (for now).

Regards,
Will

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Joseph Ferri
,
posted 2 years 10 weeks ago
Hi Pierre, I liked your post, very interesting. In reference to your point about having knowledge on your client's business and being able to represent their business, I wondered if you have come across www.whycode.com. This organization codifies knowledge (not knowledge management) to improve learning, understanding and information access. It really is a powerful approach.
Pierre Gagne
,
posted 2 years 13 weeks ago
Hi Will, I personnally find that methodologies are great, whether for BPM, data warehouse or systems delivery. What is missing in most cases is industry knowledge. Clients just love it when you know their business or you can represent their business, which allows you to think from strategies to implementation. We work only with the insurance and wealth management industry and we touch all kinds of projects. We decided to create credibility to develop reference models. What happen over the last years is that close to 1,000 insurance and wealth management organizations are currently using our industry reference models. These models are available at www.InsuranceFrameworks.com and the knowledge suite is called Panorama 360. Let me know if you have questions at info.InsuranceFrameworks.com. Pierre Gagne

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