Posted by Tom Dwyer on Thursday, October 29, 2009 - 13:31
Who is responsible for what parts of a process improvement initiative during discovery, improvement, solution deployment and management?
Neal- "One of the key reasons that process initiatives fail is that the individual given the responsibility does not have a span of control that is sufficient..." Point well made. Thus defines a primary reason to have the highest-possible-level of executive support. "But who is the process owner? Since most organizations don't explicitly specify ..." Another point well made. The importance of getting that question answered forces it to be high on my agenda in an early meeting with clients. An important (some might say, "imperative") ingredient for information management transformation success is business taking responsibility for its own processes and information. For me, that translates to 'just enough' structured, active governance, including named accountability. And for clarification: establishing governance of processes (if such doesn't exist) and information is the up-front project activity. Practicing this governance (including monitoring and continuous improvement) is ongoing in a transformed organization. Frank Millar Millar Consultants, LLC [Updated on 5/9/2010 12:18 AM]
In my opinion, for the relationship to truly work, there must first be buy-in from both the PMO and Executive team that the BPM-COE plays an integral role in the execution of initiatives. Following the agreement, the BPM-COE is responsible for providing resources to the PMO in the form of BPM Expertise across the phases of the initiative and maintaining the BPM standards and methods utilized. The PMO will take overall lead of driving the initiative forward from a project management perspective, while the BPM-COE will focus on the BPM cycle. Specifically, during "discovery", the BPM-COE Capture, analyze and refine As-Is process, determine critical metrics, requirements and provides input for the proposed solutions of the initiative. During "improvement", BPM-COE Create To-Be model versions and conduct simulations to understand process capabilities. During "solution deployment", BPM-COE supports the PMO through communication / training and monitors the "new process." During "management", BPM-COE continuously monitor process based on metrics established. Steve Nimmo Business Process Management Champion stevenimmo@comcast.net http://www.linkedin.com/in/stevenimmo Enabling Business through Process – In Less Time [Updated on 5/6/2010 1:43 PM] [Updated on 5/25/2010 4:21 PM]
To me, the reference to PMO is unclear: Are we talking about a business operations PMO, a business process PMO, or an IT PMO? Regardless, one approach is for the BPM folks to be wholly under the COO, technology-agnostic, and identifying and managing processes and business capabilities (re-usability, relevancy, efficiency, normalization, etc). That effort creates an important input for the Enterprise Architecture organization to manage the EA and make sure the Business Architecture and the SOA get updated. At this point, changes to any BPMS are purely technical and, in theory, closely aligned with the business. In my mind, the EA should be working with any of the above PMO's who are stakeholders to assure that the above hand-offs are operational. Now we're left with other questions: Is it in the best interests of alignment that the EA group be under the COO or the CIO? (a perennial debate!) And, who manages process change implementations so that short term fixes supporting business emergencies are evolved so that alignment is maximized while still conforming to enterprise standards? (The nuances just go on and on.) Frank Millar Millar Consultants, LLC [Updated on 5/4/2010 10:51 AM]
Hi Tom, I would suggest that the BPM-COE should be a service provider to the PMO, through all four of those phases. As a service consumer, the PMO might want to change the T&Cs of the SLA for each phase. Ken
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