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How to Write a Business Process Management Project Charter

Contributed by:

Kevin Nelson, Editor-in-chief, EliteEssayWriters

When a business standardizes one of its processes, it is justified, financed and sustained within the boundaries of a business process management project charter. Therefore, a project charter defines the issue to be resolved, the scope and the goals of the undertaking and the roles and responsibilities of the parties involved. It is a contract between the management and the team that will implement the change.

In light of the above, this article will highlight how to write a business process management project charter.

To start with, there is no single way to write a project charter. The length and format are purely in the prerogative of the writer. However, if you want it to be read, write a brief one. The ideal project charter should be 2 pages maximum; if you really have to exceed this, then 5 page is your final limit.

Agile HR: Highly Skilled vs. The Team Player

Contributed by:

Robert Woods, Director, National Agile Practice, MATRIX Resources

I worked with an Agile Coach who used to be a development manager and was famous for telling people he could expect a 5-10% attrition of his employees when Agile was getting introduced. It begs the question of why in the world an organization would be willing to undergo such a disruptive change in how they work, knowing that such a large portion of their current staff will consider leaving because of it?

For many organizations, the answer became self-apparent. They have recognized the need to be faster, more adaptive in their market. They became self-aware in knowing that, without such a change, they would quickly become an afterthought.

So, the need for change is apparent but how does an organization deal with the inherent personnel issues that could come with adopting an Agile culture? By not taking this part of the change into serious consideration, you could be inadvertently undermining your entire transition into an Agile organization!

An Initial State Process to Accelerate Innovation

Contributed by:

David Hamme, Managing Director, Ephesus Consulting

When analyzing a function for improvement, it is common practice to document the existing operations into what is widely known as a current state. This current state operational view serves as a baseline for improvements. It identifies the inputs, work steps, and outputs (and often a lot more). It serves to ground the team and provide a starting point for designing a future state. In contrast, future states are the destination. They are the sum total of the improvements to the current state to get to a new more effective and efficient operational state. Generally current state and future state views are documented as process maps or flows. Both the current state and the future state are powerful steps for improvement teams to understand where they are today and where they are going in the future.

How to Lead When Building a Business Capability Model

Contributed by:

Drew Guitarte, Enterprise Business Architect, Wells Fargo & Company

If you are leading your organization’s business capability model (BCM) development, here are some guidelines that you can follow.

Robotic Business Process Automation is Here

Contributed by:

Samantha BureauJohnson, VP, PMO and BPE, BCBSNC

Robotic Business Process Automation is all the rage right now. It is the new cost reduction initiative that many executives are eager to implement. There are numerous conferences focused on Robotic Process Automation (RPA) and the evolution to Cognitive Processing or Machine Learning (AI). There are many emerging companies that show great promise and businesses are strongly considering adopting these tools. The following from Accenture, is a succinct depiction of the spectrum of Robotics, with RPA being the simpler end of the spectrum.

https://www.accenture.com/us-en/robotic-process-automation-software

How Agile is your Operating Model?

Contributed by:

Andrew Campbell, Mr, Ashridge Executive Education

Let me start with a definition of agile as it applies to operating models or processes: “being able to turn on a dime for a dime” and “being able to change faster and more cheaply than your competitors”. These phrases are taken from Craig Larman, who was part of the team who coined the term agile as being relevant to the lean and six sigma community. In this community, agile is associated with short-period (often six-week), test-and-learn projects, at the end of which priorities and direction can be reset based on what has been learned. It is also associated with “minimum viable product”: the way of testing a new idea.

Using BPM to Meet Today’s Investment Management Industry Challenges

Contributed by:

Tom Dwyer, Editorial Director and current Faculty Member, BPMInstitute.org

In today's demanding business environment that rewards flexibility, speed, quality, efficiency, effectiveness and innovation, a strategically competitive middle- and back-office strategy and its operational execution can be a roadmap to achieve sustainable competitive advantage. Business Process Management (BPM) helps an asset management company achieve these characteristics in the components of its value chain. Applying the BPM discipline achieves measurable process improvements that lead to organizational performance improvements in the middle- and back-office.

Middle- and BACK-OFFICE challenges

How to Be Agile in a Non Agile Organization (Part 1):

Contributed by:

Jamie Cooke, Managing Director, Both Hemispheres, LLC

Delivering Agile Projects within Structured Project, Process and Quality Management Frameworks

The most important factor in successful Agile adoption (and expansion) is aligning it to the culture, standards and constraints of your organization. Even the most effective Agile project work risks losing executive support if it cannot meet the overarching management, compliance, administrative and reporting structures established by the organization. Unless you are in the unique position of being able to adjust your organizational structures to suit the flexibility of Agile approaches, you will need to find a way for your team’s Agile work to comply with these corporate standards. Thankfully, this is an achievable goal, although it may take some creative thinking to make it work within your specific organizational constraints.

Lessons from the Field: The Bold Business Architect

Contributed by:

Dean Heltemes, Senior Director, Ameriprise Financial

Picture this: you get this fabulous opportunity to work with a business on bringing its new strategy to life. They share with you the fanciest PowerPoint slides you have ever seen describing their vision, mission, and the tremendous opportunities they see in the marketplace and how uniquely they are positioned to gain market share. You dive right in and open up your business architecture toolbox and get to work. You map out their strategy, document the business model, create a capability map and conduct a maturity assessment. Life is great and the energy level is high. As time goes on, though, you start to get an odd feeling that something isn't right. You find pockets of disengagement across the organization. You are finding a growing number of major capability gaps. There are parts of the organization you really can't figure out what they do. And worst of all: you can't figure out why anyone would really choose to buy from your company versus a competitor.

The Challenges in Deploying Operational Excellence

Contributed by:

Marvin Wurtzel, Faculty Member, BPMInstitute.org and Principal Consultant, Marvin M. Wurtzel & Associates, Inc.

Deploy: to organize and send out (people or things) to be used for a particular purpose; to open up and spread out the parts of (something, such as a parachute). Source: Merriam-Webster’s Learner’s Dictionary

Organizations face many challenges when trying to deploy or redeploy an improvement program. So much of the success of any initiative depends on how it is implemented and used by the organization. To be successful, you must consider what is the correct method to use, what are the change management issues, and how it will be deployed. A one-size-fits-all mentality will not work in any of these three areas.

It all begins with culture

We must begin with self-examination of the current culture in your organization. Several questions must be answered: