“If we want to enter into a scheme of automated process implementation, it is necessary to consider at least the formal definition of the activities, actors, the output and input documents for each activity, the integration levels, the routing rules, etc. of the process to be automated. Formal definition refers to the elaboration of basic documentation for the initial phase of process automation according to the chosen methodology. This documentation must be known and accepted by the senior business management that will carry out the processes automation.”
When we start to define the automated process, there exists the possibility that one will discover a process that is totally disorganized with a low level of maturity and that lacks a formal definition within the organization. In addition, we may find that activities that are carried out arbitrarily, or activities with no responsible party, no identified documents and varying workflow information among the participants of the process. Given the process described above, it is important for the project leader to document and explain to senior management the reality of the process to be automated, and determinate the plan of action for the automation project development and opportune decision-making.
If senior management wants to continue with the automation of said process that does not have a proper level of maturity for its automation and it is not formally defined, the process modelling using BPM notation and mapping of the information with the process participants are very important. Additionally, appropriate mapping can generate business opportunities for the project.
It is of great importance to implement and carry out trainings involving the both the project leader and participants in the process. The participants will contribute towards the development of user requirements and in the validation of activities as executors of the process tasks, which will in turn generate added value for the success of the project development. The participation by and the information gleaned from the process participants themselves is an immensely helpful input for proper modelling of the process to be automated. And most importantly, the participants become committed to the BPM implementation project, as they become aware of the different facets of the project itself. These aspects, with the support of senior management, will greatly enhance the probability of process automation success, when measured by time and estimated cost.
BPM trainings should not drag on, nor should they cause great discomfort or inconvenience for participants. On the contrary, the trainings must be interactive sessions to validate the process to be automated. Said trainings will also be useful in providing an information base about the process automation and how it will affect the operational activities that are currently carried out manually or are semi-automated by the process participants.
It is also important that the documentation resulting from the elaborated trainings is known and approved by senior management in order to identify action plans and make decisions, if necessary.
If the business has a formally defined process, and that process has a maturity level suitable for automation, it is important to carry out trainings; but in this case aimed at demonstrating the benefits of the process automation, surveying some needs to achieve a better process model, and at using the BPM tool with which the project will be managed.
If changes occur during the modelling process, these should be coordinated and understood by the senior management to foster an appropriate dissemination and implementation of the proposed changes. Any required changes according the process participant needs should be considered and approved by the senior management, so that management can evaluate the impact on the business as a whole, with an overview of organizational strategies. It is also important to evaluate changes at the automation equipment or systems level, to consider the impact of changes in terms of time and budget.
In the case of automating a process that has not been formally defined, we must consider that the automation of said process may take longer than was originally expected. This delay is due to the fact that the process participants do not have any previous education related to their role the operational processes. The users are used to ad hoc (arbitrary) operations, so the implementation of a tool for process automation may cause a negative reaction and maybe create a bottleneck for a proper implementation. So the budget must be also evaluated in this case.
In the case of defined processes that are properly automated and are running smoothly within the business, it is suggested to strengthen everything related to the control and monitoring of the process instances through the BPM tool, in order to asses the added functionalities that the BPM tool offers. Because the project is clearly oriented to the implementation, the control, monitoring and the use of advanced functionalities may be weaker; they could be set aside during the project development because of the time and resources spent on the implementation, fulfilling business expectations, and meeting the terms of the agreed-upon contract.
It is in this sense that a proper formalization of the process to be automated, approved, distributed and agreed upon among senior management, process participants, and process automation consultants, helps greatly to ensure the successful development and execution of the project to be automated. This formalization must be documented and filed as a support for the finalization and delivery of the project.
