How to make BPM stick is one of the most frequently asked questions by participants in BPM training at BPMInstitute.org. How is it possible to engage everyone in following the re-designed process and how best to assure continuous improvement of the new process are just two of the questions that come up regularly.
While making BPM stick is just as much art as it is science, there are some important guidelines to note around enablers such as transparency, advocacy, alignment and accountability as well as some key pitfalls to avoid. These are outlined below.
Historically process improvement efforts centered on improving quality, reducing costs, or increasing throughput. The success of these efforts elevated the process discipline to become a standard approach to improve the operations of companies around the world. But there are other targets of process improvement beyond simply efficiency gains. Arguably the facet of process-based improvement that has been least utilized is its use as a tool for understanding strategy. As companies seek to implement new strategies they often struggle to align their resources to the new direction. A common complaint from leadership teams is that their organization lacks the ability to execute. Here is the next frontier of process improvement – as a tool to strategically recalibrate a company.
BPM suites add value but are often monolithic systems that take a high level of knowledge and training to implement and use, causing upfront disruption that can adversely affect the business. This also makes these systems slow to make an impact and difficult to use for one-off needs – creating challenges for companies that need quick results.
Organizations need agile platforms that are faster to market and provide deeper value. To this end, business process application suites provide flexible solutions that support your full range of BPM needs, including top-down initiatives, smart process applications, and the need for rapid app development platforms that can be used by IT and business users alike.
Do you know how each process is performing right now in your organization? And if you’ve improved a particular process do you know if you achieved the level of improvement you wanted? It’s necessary to quantify data to be able to answer these two questions and provide objective ways to measure process and level of change.
So if you’re working on a single business process improvement project or many processes across the enterprise, you need a measurement system. But how do you build one that is comprehensive, efficient and effective?
Where do you start? You have to start from where you are, so the Process Maturity Framework can help identify where on the continuum your organization is. The first graphic below shows the five levels of the CMMI Process Maturity Framework, with descriptors at each level.
A recently published article entitled "Business Capability Architecture Is the Tie that Binds All” discussed how to use business capabilities to tie business strategy, enterprise change, and project portfolio prioritization. We concur that strategy, enterprise change, and portfolio management are managed more effectively using business architecture, and agree that capabilities are a component of business architecture. However, we view the article’s notion of “business capability architecture” as being incomplete. We will discuss why this concept is incomplete and how it can be extended through value mapping.
The Four Agreements You Need to Have a Successful Process Mapping Session
Process mapping is a group exercise in which teams of subject matter experts (SMEs) gather to determine how work gets done. Step-by-step diagrams are drawn to document the who, what, when and how a business task is performed. Teams utilize process mapping as a way of finding opportunities for improvement, increasing transparency between groups, and understanding the roles of systems in processes.
This workshop will give participants hands-on exposure to Business Process Management with the Oracle BPM Suite and will show how Oracle BPM Suite can be used across each phase of the BPM lifecycle to achieve continuous process improvement.
This workshop will demonstrate process modeling, process improvement, process implementation, process interaction and process monitoring using a government specific use-case of construction/building permit processing across various roles and systems.
Recently there was a discussion among various BPM experts about process, outcomes, and Deming [http://bpm.com/bpm-today/in-the-forum/is-it-still-true-we-should-work-on-our-process,-not-the-outcome-of-our-processes] that has me questioning the different ways business process professionals think currently about process improvement. My position in the discussion was that focusing on process and outcome simultaneously was necessary. Further, it was my contention that the statistical process control methodology Deming advocated assumed that customer satisfaction would always increase in parallel with improvements in quality.
General Motors discovered in the 80’s with the leather seats in its Cadillac line of automobiles that increases in quality do not necessarily equate to raised levels of customer satisfaction. This discovery led to conversations about rising customer expectations, especially during the 90’s.
Quality processes are central to the success of any large organization, and all business units should play by the same rules. While this is certainly true, each department is bound to have unique requirements which is why a one-size-fits-all approach to business processes doesn't work. This white paper uses the example of one department that typically considers itself the exception to business process standardization, the legal department. Readers will learn how solid business processes enabled this department to improve its work involving customer transactions and its effort to make business units more successful.
Project Manager is a common term in business these days. On the simplest level, a Project Manager can be an individual in charge of a plan that was developed on a ‘cocktail napkin’ or simple spreadsheet. For a more complex project, the Project Manager can be an employee in the Project (or Program) Management Office, be certified in Project Management by passing the rigorous PMI test, create sophisticated work breakdown schedules using software and manage enterprise projects from beginning to end for the organization. The kind of Project Manager I am talking about has responsibilities like the second type above, but may not always work on enterprise projects; instead he might work on medium or large projects as well.