Posts Tagged ‘Business Process Management’


BPM and Mobility, Unified Approach

October 17, 2012

The mobile enabled work revolution and Cloud migration is creating an environment in which enterprise IT departments will  have to rethink their service distribution and support models to meet the needs of mobile workers, customer anytime-anywhere-access, and how the organization manages its resources. This revolution will take a little more than just virtualization, increased data storage, server-side controls, and authentication and authorization, etc. to make mobile access a reality. Organizations contemplating or implementing mobile will need a unified approach to process management that will govern architectural changes with reinforced processes and operational controls. The whole idea behind mobility is to provide information access to decision makers, knowledge workers and customers anytime on any device. Providing access to back-end system information, enterprise data and process infrastructure is essential to increasing competitiveness, productivity and efficiency. The role of BPM in this shift in technology consumption is not only more robust process automation, but control to make “access anywhere” efficient for the user and provide safeguards for organizational assets and to minimize risk.  How does an organization manage the mobile access revolution?

You begin with a process driven strategy for implementing mobile enabled work/access that will guide the organization including the IT department in the delivery of services. A targeted framework will include the processes needed to deliver anytime access and safeguard investments.  Regardless if the organization implements BYOD, invests in mobile devices, or if the mobile deployment is customer centric, governance and controls are important.

The principles of a mobile technology governance framework is not limited to the IT department, but is inclusive, it has to be developed in the light of risks associated with a mobile deployment and the management  of  those risks, to include collaboration with business units as the owners of processes that fit a mobile usage criteria. Strategic direction and proper planning are necessary, understanding the process landscape, what the users require, user needs and application expectations along with KPIs need defining and assessing for a review at a later time. Mobile technology devices such as smart phones, mp3 players and tablets that feature video calling and integration with Social Networks for the always on people presents big data challenges that will require a management and control strategy as part of the mobile governance framework.

Initiating a mobile center of excellence designed to optimize the use of corporate resources will smooth the progress towards the best chance of success. The Center should have the responsibility for developing standards, communication, planning and performing quality assurance for mobile application development. It should consist of representation from business units, IT and operations.

As we have seen in our personal mobile life, mobile is a rapidly evolving technology, it is important to plan for obsolescence. Organizations should adopt the same replacement plan for mobile as for server and desktop and vendor selections, with dedicated resources for rapid mobile application development.  Not to forget mergers and acquisitions in the vendor space will impact mobile deployment and use.

A strong policy is essential for governing the use of mobile technology and devices, whether BYOD or corporate investments. Out-of-the-office-by-design access is nothing new; resources have changed as well as the hosting platform – the Cloud, which presents a change in how technology is used. Other than the usual policy content describing  proper behavior and stipulating what may and may not be done and for when people leave the organization, mobile policy should address where a device containing sensitive data can be used, as-need-usage, cost and reimbursements, types of devices supported by the organization and those that can be connected to enterprise information sources to retrieve information through controlled ports, exceptions, unsupported devices and if data is stored on the device or server side, etc. As a part of policy it should include where in the IT department support will be provided.

Establish a comprehensive security policy to include a strong identity model. The risk of unauthorized tapping into wireless networks is higher with the borderless Cloud, stolen or lost devices is a high risk area, leak of sensitive company data creates legal liability or an employee is injured using a supported device. We have heard or read that cell phones can cause cancer or damage to the brain, do not think for one minute that a disgruntle employee will not try to take advantage.

A policy must be enforceable and either eliminate use or force compliance. As part of governance the policy must clearly communicate the organization’s stance on mobility; permissible use, sourcing, charge-back, standards for devices and usage, support and service levels and security, etc.

Deploying new technologies are always a challenge, managing and controlling are a greater challenge.  Mobile devices are literally moving targets, making control a potential nightmare. Having a guiding framework and operational policy are jump-offs for developing a control process. A control process has a continuous flow between measuring, comparing, and action, with key result areas and success indicators, also known as KPIs. The four steps in a control process are establishing performance standards, measuring actual performance, comparing measured performance against established standards, and taking corrective action. The mobile deployment just as any other service has to be monitored regularly to ensure effective utilization of resources and return on investment.


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.


Gartner Says…LOL

February 25, 2012

Posted in Linkedin Group Adaptive Case Management

Within the IT community Gartner tends to have the status of when Gartner speaks IT professionals listen. Well this time Gartner you’re funny and somewhat late. Unfortunately Gartner’s findings/predictions are not revelation about organizational politics playing havoc on change and BPM efforts . We know all too well about the politics and the aversion to change that makes our work prickly and thwarts sustainability – look at Borders and Kodak for starters. As for the “shadow processes” aka known as the 20% unknown or the unstructured processes, PaaS maybe a solution, albeit capturing those steps involved in the value stream would be more valuable to the organization, structured as Case Management, capturing the process as BPM PaaS would be a better approach. With their prediction of unstructured processes rising by 2015, 40 percent or more of enterprise work will be non-routine, up from 25 percent in 2010; says creativity is on the rise and organizations will have to welcome adroit management strategies and structure for process visibility, control and IT architecture.

As for gamification strategy…hmm, the rule of game – there is a winner and a loser. In the real world the loser does not get the chance to come back and do it differently. Gaming is a creative approach to collaboration and strategic planning; the strategy has to keep the knowledge worker in the game, alive and well and scoring point. Getting and keeping the knowledge worker involved as the SME while the Practitioner facilitates the process against the goals of the organization is a winning game strategy.

We have posted a link to the press release under iArticles.


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

January 25, 2011 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.