Posts Tagged ‘Process Improvement Process’

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Which comes first, the content or the process?

July 17, 2011

Content is substance, message or subject matter that is parallel to the ideas, rules and goals of the organization. Within content are the individual items or topics addressed with in a publication or document.

Process as applies to this blog,  is the work, rules, and actions involved in the development and management of content.

When I think about it, the  answer is process comes first.  In creating content the preliminary actions involve research, analysis, etc., then the process of managing the content. In that scenario it is process – content – process.  If I’m receiving content, as in the case of end-2-end, the acceptance of the content is a process that would be modeled as an activity, possibly at the Start.

Here is an interesting read http://www.volacci.com/blog/ben-finklea/2010/september/01/content-strategy-process-phases-iii-v?nocache=1#comment-2724

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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.

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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.

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e2e Processes Overrated, Don’t Think So

February 11, 2011

A colleague posted a comment to our blog on End–to-End Processes Challenge the Best of Us pointing out to two things: (1) our “examples display the domain goggles each specialist wears” and (2) he thought our definition “is fuzzy and open to high interpretation.” His opinion on e2e ; it is overrated, “each business unit should have the autonomy to develop its own strategy plan and process improvements, keeping within the scope of the overarching corporate plan; analyzing an entire arbitrarily end pointed process seems counterproductive for the dynamic organization.” Ok…

Starting with point 2, our response to e2e being overrated was and is; we disagree. When there is a need for change it begins with communicating the need for change; then identifying the what, how and the risk associated with the change and the impact to the enterprise. To effectively manage change and risk begins with understanding the beginning and ending of processes and all the activities in the middle as they move through the organization.

Listening to a presentation on change management processes, the presenter was right on with identifying Notification as one of the key processes in managing change. This is an ideal example for end-to-end. Without going into detail, Notification involves informing all business units that a change is required. In response to Notification each unit assess their activities as part of the value flow, identifying process changes they need to make and noting the risk and cost associated with the change. In organizations where the focus is sustainability, such a strategy brings representation from each unit to the table for collaboration on change and an understanding about how each unit’s e2e processes impact the processes of other units, as an aggregate. In this way we can agree with our colleague on strategic planning at the business unit level.

Here is a remark from Akio Toyoda of Toyota Motor Corporation that gives value to end-to-end processes. It is taken from the transcript he made to Congress regarding Toyota’s Quality Control incident of 2010. “We pursued growth over the speed at which we were able to develop our people and our organization, and we should sincerely be mindful of that.”

For point 1…unfortunately this is the way many business units operate, as silos. This is one of the main reasons Business Process Management and all its flavors have had the challenge of getting a solid footing in corporate operational culture, along with the lack of understanding of what BPM is and the importance of cross functional team collaboration. We touch on this in one of our blogs, BPM, A Learning Curve with Clients. I think addressing point 2 touches on point 1.

BTW, we did reply to our colleague prior to this blog.

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Considering implementing BPM? Here’s what we think you should know.

November 27, 2010

What is Business Process Management?

Author: Groshan Fabiola

In order to run a great business and always be one step ahead of the competition there is a continuous need to change the ways in which you do business. A competitive market presents numerous challenges for those who do not understand the value of improving service delivery, cost effectiveness and especially finding effective and efficient ways of putting your business out there. This is where business process management steps in. By optimizing the processes, the technology and the human resources in a business, you improve the overall performance of your business and, subsequently, you have a considerably improved chance of finding yourself amongst the top leaders in your market.

Business process management is primarily focused on identifying the processes, technologies and people that must be changed in order to obtain performance. Consequently, business process management relies on optimizing these aspects. The end result of a successful management of these processes means aligning daily activities with the objectives of the business you are running. As a result, the people in charge with managing your business will better understand the business, understand the impact of their every decision and have total control over the decision making process.

There are several ways of approaching business process management. You can either focus on the technical part of the process or you can incorporate change management, governance and capacity competencies. The first approach to business process management is more traditional, but in the short term it is as effective as the second approach. However, staying ahead of the competition should not be a short term goal; therefore the second approach is more effective, as it ensures sustained optimization of processes. Capacity competencies and change management are important aspects that allow businesses to constantly evolve.

Understanding the processes of a business, working as a team towards making the best decision for the organization and achieving the desired objectives are three of the most important aspects that effective business process management can facilitate.

The future of any business ultimately lies in the hands of the managers. Whether you choose to improve service delivery, cost effectiveness or competiveness, no goal is impossible to reach, as long as your team of managers is properly skilled. However, in order to achieve that status, you must choose the best business process management solution. In addition to a successful philosophy, business process management should also be based on supportive methodologies. By combining these aspects, BPM strengthens and brings closer together the relations between human resources, processes and technology, all in an effort to increase the efficiency of the business in question.

Investing in highly successful and well-structured business process management is very profitable. The purpose of business process management is to allow your organization to remain competitive. As long as the company or organization chooses the most suitable business process management solution for them, the outcome will be a successful one. A team of equipped, skilled, empowered, in control leaders can make the difference between a struggling business and a successful one. Business process management makes sure that your team of managers is just such a team.

Article Source: http://www.articlesbase.com/business-articles/what-is-business-process-management-1328582.html

About the Author If you are looking for more information on Business Process Management or Change Management please visit  http://www.vergeservices.co.za

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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.



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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.