Posts Tagged ‘Business Process Improvement Consulting’

h1

Is process governance important to BPM?

May 24, 2011

Yes. Governance relates to decisions that define expectations and verify performance. In most organizations governance is part of management or leadership processes. Governance communicates consistent management, cohesive policies, guidance, processes and decision-rights for application across the organization.

Business Process Management (BPM) is a strategy for agility, transparency and sustainability. BPM is a management approach focused on aligning IT and business processes with the strategic goals of the enterprise.

Governance facilitates the needed control of processes to insure effective management of organizational business processes – BPM. Because governance is control, it further facilitates quantity and quantitative measurements.

Advertisements
h1

What gain in productivity would you say is possible for a company new to BPM?

May 24, 2011

Any gains in productivity would have acceptance of business process management as a valuable discipline.

To achieve this requires adroit management with tactical maneuvers or best practices prior to implementation of BPM such as,

•Limit the scope, start small. Buy- in is easier.
•The business performance improvement must be seen as having high value towards attaining a performance objective.
•Clear alignment with important enterprise or business unit goals and strategies.
•Definition of and the means of measurement, using only a few metrics.
•Relevant process stakeholders working together to agree on the desired performance improvement goal.
•Fervent sponsorship to insure the project is done right and communication is across the enterprise.
•Getting the enterprise population involved, especially those involved in the value stream.

h1

End-to-End Processes Challenges the Best of Us

January 27, 2011

Scrolling through threads in a BP discussion group about end-to-end processes it was clear that we all had a different take on what is really end-to-end. Can you imagine what would go on in the mind of a prospect looking to make some changes in processes if he were to speak with at least three us?

If he were to speak with a software engineer he would more than likely tell him end-to-end processing is input of data, capture data, data processing and generating output. If the question is put to a department manager the answer would be end-to-end involves a sequence of defined business processes entering his department or owned by the department, performing all the necessary steps until finished or an event triggers passing the next step in the process to another department. Now a COO or CEO would more than likely say end-to-end processing is all business processes that are performed within the enterprise.

End-to-end processing refers to coordination in performing a sequence of defined steps, also known as processes, to achieve business objectives, from the beginning to the end. Keeping this in mind, end-to- end process improvement projects can be as wide as the enterprise or as narrow as within a department.

h1

BPManagement has a learning curve with clients

July 21, 2010

I posted this in a previous blog a year ago…in my professional opinion the content addresses a fresh discussion in one of the BPM user groups. This also makes a statement about where organizations are with BPM.

Repost from 7/2009

In the BPM groups today I noticed a trend in discussions… the lack of understanding from decisions makers on the importance of enterprise strategy in defining processes and how strategy designed processes create value for the customer and reduce cost and effectively manage risk.

We are brought in to fix something that is broken, without the goals and objectives of the enterprise we end up wrapping duck tape around a still broken process. As professionals it is our responsibility to not only design good processes that are based on corporate objectives to improve performance, we also shape strategies that guide their purchases. In order to be successful we have the professional responsibility to educate our clients on the recursive relationship between processes aligned with enterprise strategy and the success of the organization.  Let me take a few steps backwards. During the sales presentation we need to communicate not just the benefits of BPM but the real ROI is gained through buy-in at every level. Provide a high level view of the buy-in process, the meeting with senior management collectively to introduce the objective of the BP task, an individual or collective meeting with all managers (depending on the size of the organization) with emphasis on how collaboration will  allow you to capture strategy at the level of executive and below.

Assuming you did a good job showing off your prowess and the gig is yours – as you develop your models show them off, show them to the managers, IT architects and senior staff, and get them involved.  I would even go further to incorporate Change Management strategies to ensure the staff is kept informed.  Let them see how the strategy is being tied to every level in organization. Think of it like a JAD session for process improvement.

Now if there is not an enterprise strategy and everyone is clueless, bow out gracefully.



h1

Response: BPM has reached it’s tipping point, are you brave enough to leave your comfort zone ?

March 3, 2010

This is a response to a BPM forum discussion about the maturity of BPM as a method for process improvement and some of the Process Analyst strategies used in gathering information and the benefit they yield, particularly conducting f-2-f interviews.

Theo, I agree with my colleagues…face-to-face dialogs go a long way in minimizing the fear of change that many of us have experienced when engaging our clients. Quite as it is kept I believe that these collaborative sessions have played a large role in BP improvement activities becoming more inclusive in the survival strategies of organizations. As practitioners and IT SMEs, I agree with you, we should take advantage of all available technologies to engage our clients, but not to the extinct that we alienate them. My experience has proven the more direct involvement the practitioner is with the client the higher the project success rate.