Ask senior BPM professionals what “managing by process” means and you will receive a variety of responses.
“It becomes a strait jacket that inhibits improvement and innovation.”
“Most organizations don’t understand managing by process…they approach it in a vacuum, disconnected from the most important goals of a company and other key practices that support a company’s strategy.”
Yet, those same experts voice common threads of agreement.
Managing by process is about:
This is the first of a two-part look at a “Day in the Life” of a Business Analyst (BA). It’s broken into hours as a simple way to illustrate the myriad duties and skills that a BA needs to have, but in real life the process described below would take weeks, months, or possibly years, depending on the size of the effort. And, as every BA knows, there’s no such thing as a typical day – or even a standard job description. We’ll look here at the phases that every effort has, and tools that every BA needs.
Operational Excellence is not easy to define. Some descriptions are too broad. Others are so narrow that the ultimate definition seems too focused in scope. Often, we end up with definitions that seem plausible in an academic sense, such as “Being world class,” “Being the best globally,” or, “Excellence in everything we do,” but these are difficult to translate into specific practices.
To properly define Operational Excellence, there is value in looking at the evolution of the term.
In “The Discipline of Market Leaders – Choose your Customers, Narrow your Focus, Dominate your Market“, Michael Treacy and Fred Wiersema described three distinct value propositions or disciplines an organization could choose to compete in their market or industry – Operational Excellence, Product Leadership, and Customer Intimacy.
So often I see organizational change management as a part of the implementation plan for putting the recommendations and new design of a Business Process Improvement project (BPI) into operation in a company. It should be there, but it needs to start sooo much earlier. In fact it needs to start with the first phase of a BPI project- namely in developing the charter and doing Process Discovery and Modeling.
In the modern Digital world, Customer Experience is a critical factor for success in BPM. Organizations can apply Design Thinking framework to map the right emotional innovation factors and succeed in the BPM transformation.
Amplifying BPM with Customer Experience and Design Thinking
“Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the realities of people working together every day.” Frances Hesselbein – President of the Frances Hesselbein Leadership Institute
Effective use of a transformation framework, such as the one illustrated in Figure 1, is a hallmark of successful organizations and an essential means to achieving operational and technology environments that maximize institutional mission performance and outcomes. Among other things, this includes realizing cost savings through consolidation and reuse of shared services and elimination of antiquated and redundant mission operations, enhancing information sharing through data standardization and system integration, and optimizing service delivery through streamlining and normalization of business processes and mission operations.
A must read for business analysts, business process analysts, business process managers, business process designers and business architects.
This BPM Salary Survey report outlines a regional comparison across the USA, Canada and EMEA (Europe, Middle East and Africa). It is based upon the data collected in the BPM 2015 Salary Survey conducted by BPMInstitute.org which represented the first such survey and formed the baseline for our future research in this area.
What is the value proposition of BPM and how do I communicate to my senior leadership team is one of the most frequently asked questions on BPM.
In answering this question, the first order of priority is to ensure that people in the organization have a common shared understanding of BPM. In our view, BPM is not just modeling processes, it’s not just launching improvement projects, and it’s not just monitoring process performance for continuous improvement.
Instead, it is all three of these – in other words, the modeling, AND the improvement AND the management of the large cross functional processes in the firm.
Once, a shared understanding of the definition of BPM is achieved, it is then possible to outline the approach, benefits and pitfalls to avoid in BPM to demonstrate the value it can provide.
Some of the key principles and the general approach in BPM are outlined in Table 1 below:
Adèle selected her process improvement team very carefully. She needed to ensure that different types of expertise and knowledge were represented. Each of her team mates had specialised knowledge of a particular division of the company. Every single one also came to the table with a unique career path and background. She got to know her colleagues quite well during the interview process and was very pleased with the team she had assembled. They were extremely competent and motivated to improve the company’s operations.
This past year, I had the privilege to travel to the Kingdom of Cambodia to visit the great temple complex of Angkor Wat. For those not familiar with Angkor Wat, it was built in the first half of the 12th century and is still today the largest religious structure in the world. However, Angkor Wat is but one of hundreds of temple complexes many crumbling ruins spread about the countryside around the present-day city of Siem Reap. For those fortunate to visit the area, the best means to travel about the temples is via a rather primitive means of transportation – the Tuk Tuk. The best way to describe a Tuk Tuk is to think of a rickshaw pulled by a moped. Most Tuk Tuk’s have a roof spanning two facing seats. Depending on the size, two to four individuals may ride comfortably. But there are variances to Tuk Tuk’s. At the high end of the market are elaborately hand carved and highly lacquered versions – a work of art unto themselves.
Everyone starts here.
You're looking for a way to improve your process improvement skills, but you're not sure where to start.
Earning your Business Process Management Specialist (BPMS) Certificate will give you the competitive advantage you need in today's world. Our courses help you deliver faster and makes projects easier.
Your skills will include building hierarchical process models, using tools to analyze and assess process performance, defining critical process metrics, using best practice principles to redesign processes, developing process improvement project plans, building a center of excellence, and establishing process governance.
The BPMS Certificate is the perfect way to show employers that you are serious about business process management. With in-depth knowledge of process improvement and management, you'll be able to take your business career to the next level.
|
Courses
|
|
|
|
Courses
|
|
|
|
Courses |
|
|
Business Architecture
|
|
|
|
Courses |
Certificate
|
|
Courses
|
|
|
|
Courses |
Certificate
|
