Posts Tagged ‘Business Process Center of Excellence’

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BPM and Social Technology Converge

December 27, 2012

BPM has always been social, especially the analysis and modeling phases that are heavy with discovery and information exchange. Social is the glue that binds the process. As practitioners of improving how work is done, social technologies give us the tools to improve how we work.

EveryOnesTalkingWith the convergence of social we are able to take a more collaborative approach to promote greater stakeholder integration into the exchange of information and discovery, especially for those data and layer intensive processes. Discussions and the interchange of information via a social platform offer new possibilities for more effective and flexible process design.

The analysis and modeling phases are one of the most if not the most time consuming activities of BPI workflow. Taking advantage of social technologies to connect process owners and stakeholders, to get answers, resolve issues, and address specific business processes makes sense and advantageous in reducing time and cost. Social platforms offer the resources to better manage expectations. The wide range of participants collaborating eliminates many of the constraints associated with doing process analysis.

Incorporating social technologies into our schemes provides for the discovery of similar experiences and relationships between work and the information technology landscape. Taking advantage of social business models like Facebook, Bebo, Twitter, internal blogs and even knowledge management platforms provide venues for a library of information, and have the ability to deliver increased value in that they can facilitate improved communication and coordination of information, making them relative to the decision making process. Merging social with BPM eases the adaption to changes, as in the modeling process by minimizing the obstacles that arise between modeler and the process and stakeholder, which are often barriers to model adoption.

Social is natural, part of the human experience, an element of the corporate landscape, it makes sense for BPM and social technologies to come together.

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How can BPM be a driver of enterprise innovation? Question is from the ebizQ forum

June 5, 2012

I struggled with the question to come up with an answer that makes sense. When I thought about it, BPM is not the driver – corporate culture is the driver, BPM is part of that culture that gives it the structure to support innovation. BPM is about control; internal and external accountability measures, facilitating adroit management decisions, and visibility – if you can’t see it you cannot manage it or fix it, forget innovation. BPM creates the opportunity for organizations to take their efforts a step further to drive competitive advantages; taking advantage of social media, collaboration and mobile technologies that are catalyst for innovation. Visibility of tasks and integration of data with greater ability to monitor and measure the performance of the processing department(s) is innovation within itself.

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Collaboration with Case Management, taking BPM to the next level

November 9, 2011

Case Management (CM) and collaboration creates an opportunity for those organizations who have already invested in BPM to take their efforts a step further and continue to drive competitive advantages.

Work is complex, information intensive, data driven and with more and more regulations. It takes more effort and resources on the knowledge worker’s part to complete a task from end-to-end. Social capabilities such as email, conversations, exchange of knowledge, collaboration, etc. are natural parts of work. Social media makes it easy to connect and communicate. With Web 2.0, mobility and unified communications people are always on. CM makes it easier to combine and keep large amounts of process-case context information in a controlled way while improving workflow.

Technologies ranging from email and chat to smart phones, mp3 players, and tablets that feature video calling and integration with social networks are used by knowledge workers for expert searches, to connect for solving problems and for connecting with more and more people. Organizations are pulling together social media and CM to allow for expediting work, storing process information, mapping to and creating a case, and adding context. More cloud base applications are available for sharing documents and collaborating. The push for higher customer engagement through channels they want to use, empowering knowledge workers and the need for a simple interface for all process information gathered are driving Case Management.  Providing social media capabilities, such as chat within a case management system, the information is captured, mapped to create history and saved as a record in the case for use in analysis, customer service, identifying trends and patterns, as a learning tool, in audits, etc.

In organizations using CM, higher level knowledge workers use the information within cases to understand the metrics behind each process through the alignment of processes with case data. Customer focused organizations are providing high touch customer engagement through automation and controlled access to information they need and want to view. Businesses are connecting and making readily available process data within case context available to internal and external customers and their partners; reducing the time invested for solving problems and making decisions. Case Management and collaboration address the geo and economical factors of doing business. Both deal with the changing needs of today’s workforce that is largely of the mouse click internet born generation, the growth of telecommuting and job sharing. CM releases high level workers from administration of a task – jumping from screen to screen, moving between applications, etc. freeing them to invest more time in getting work accomplished.

CM is evolution of BPM. BPM must have a presence within the organization in order to understand CM and benefit from both CM and collaboration. Case Management is an approach to improving how work is done. It is methodology and technology. Process understanding and visibility of the process landscape is kernel.  Not all knowledge workers work the same. Performing an historical analysis of how they work, what their needs are and their expectations, taking a user experience based approach to design will allow work to advance quickly and easier; with the objective of creating a long lived case. Collaboration must be done within context of the case; control and governance are imperative.

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Business Process Management BPM – Three Secrets to Engaging Business and IT in Business Process Management

January 25, 2011

BPMInstitute.org is a peer-to-peer exchange for business process management professionals and is hosted by BrainStorm a trusted source of unbiased information and education since 1997. Clink the link below to view the article.

via Business Process Management BPM – Three Secrets to Engaging Business and IT in Business Process Management.

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BPM, connecting the dots for success or not

October 8, 2010

connectTheDots Business process management (BPM) is a management approach focused on aligning IT and business with the strategic goals of the enterprise, to include its stakeholders and clients. BPM is focused on change. Whether you take a project or program approach to BPM, there are two effective management practices that will support your efforts for success, peer-to-peer alignment and KPI’s.

Peer-to-Peer alignment of IT, HR and business units and the value it has for BPM is not hard to understand. Having that buy-in and support makes transformation processes effectual and allows for quantitative/qualitative measurement of the results. Using Key Performance Indicators to connect the dots for measuring BPM success or failure, that’s the idea of this blog.

KPIs determine “what’s next”. Key Performance Indicators should relate to the enterprise strategy. If the strategy is operational excellence, then some of the KPIs that may be of relevance are,

· Cost of quality as % of annual revenues

· % of time of employees available for improvement activities

· Average number of quality checks vs. target

· % benchmarking activities that result in implementation of enhancements

· % reduction of IPCS’s (incident, problem, change, service requests)

· % of current initiatives driven by the business

· % of spend on current IT capital projects that are considered driven by the business

· % of current business initiatives driven by IT

· % of changes initiated by customers

· % of change initiated by incidents

Performance indicators differ from business drivers & aims (or goals). A call center might consider the number of tangible leads provided for their client as a Key Performance Indicator which might help them increase business with that client. An IT shop might consider the denied access rate of an application as a Key Performance Indicator to justify the purchase of additional licenses.

While at BPM.com I read the summary of a white paper that asked some key questions with regard to BPM such as “What processes should we focus on next? How do we scale the discovery, development, deployment, and usage of process applications across the company? What are the best practices we should follow to maximize reuse across projects to achieve economies of scale?” Some of the latter KPIs could be used to measure and provide answers.

The key stages in identifying relevant KPIs include,

· Having a pre-defined business process (BP).

· Having requirements for the BPs.

· Having a quantitative/qualitative measurement of the results and comparison with set goals.

· Investigating variances and tweaking processes or resources to achieve short-term goals.