The Pursuit of Effective Business Process Management (BPM)
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1 The Pursuit of Effective Business Process Management (BPM) Gene Eckhart Session #
2 Best practices in BPM
3 Exploring basic concepts about BPM
4 What is BPM? Business Process Management a systematic approach to improving an organization's business processes.
5 What is BPM? Business Process Management a systematic approach to improving an organization's business processes. BPM activities seek to make business processes: more effective more efficient increase capacity more capable of adapting to an ever-changing environment.
6 What is BPM? It could be Account Payable process.
7 What is BPM? It could be Account Payable process. Public Disclosure process.
8 What is BPM? It could be Account Payable process. Public Disclosure process. an application process.
9 What is BPM? It could be Account Payable process. Public Disclosure process. an application process. assembling a Happy Meal at McDonald s.
10 What is the relationship between BPM & Information Technology?
11 Should IT departments lead BPM initiatives?
12 Should Information Technology be the primary consideration in a BPM Design?
13 maybe
14 BPM requires taking a broader view of both IT and business activity, and of the relationships between them. Davenport & Short (1990)
15 IT should be viewed as more than a big hammer for automation, or an easy quick fix. When properly leveraged, IT can fundamentally change the way business is done.
16 Business activities should be viewed as more than a collection of individual or even functional tasks. Viewing at the process level allows the possibility of achieving maximum effectiveness.
17 Business activities should be viewed as more than a collection of individual or even functional tasks. Viewing at the process level allows the possibility of achieving maximum effectiveness. IT and BPM should have a recursive relationship.
18 Business activities should be viewed as more than a collection of individual or even functional tasks. Viewing at the process level allows the possibility of achieving maximum effectiveness. IT and BPM should have a recursive relationship. IT capabilities should support business processes, and business processes should be structured in ways that IT capabilities can provide, and support over time.
19 Why do BPM Projects Succeed?
20 BPM Success Factors Leadership Senior management is committed to the project. That support is communicated throughout the Change Management process.
21 BPM Success Factors Leadership. The business process is well understood. When necessary, processes are broken down into smaller and more digestible chunks.
22 BPM Success Factors Leadership. The business process is well understood. Clearly defined goals and objectives. Requirements, goals and objectives are clearly identified at the beginning of the project.
23 BPM Success Factors Leadership. The business process is well understood. Clearly defined goals and objectives. Realistic timelines. Project timelines are based on clearly defined goals and objectives, and available resources.
24 BPM Success Factors Leadership. The business process is well understood. Clearly defined goals and objectives. Realistic timelines. Effective Change Management programs. The people side of Change Management can and will make the difference in the success or failure of a BPM initiative.
25 BPM Success Factors Leadership. The business process is well understood. Clearly defined goals and objectives. Realistic timelines. Effective Change Management programs. Comprehensive implementation plans. All of the BPM problems are not expected to be solved out of the gate. Time is planned for and the process is allowed to mature over time. Periods of reevaluation and potential re-engineering of the process as it matures and trend data becomes available are part of the plan from the beginning.
26 BPM Success Factors Leadership. Senior management is committed to the project. That support is communicated throughout the Change Management process. The business process is well understood. When necessary, processes are broken down into smaller and more digestible chunks. Clearly defined goals and objectives Requirements, goals and objectives are clearly identified at the beginning of the project. Realistic timelines. Project timelines are based on clearly defined goals and objectives, and available resources. Effective Change Management programs. The people side of Change Management can and will make the difference in the success or failure of a BPM\BPR initiative. Comprehensive implementation plans. All of the BPM problems are not expected to be solved out of the gate. Time is planned for and the process is allowed to mature over time. Periods of reevaluation and potential re-engineering of the process as it matures and trend data becomes available are part of the plan from the beginning.
27 Why do BPM Projects Fail?
28 BPM Factors in Failure Lack of experience in BPM analysis, design and implementation.
29 BPM Factors in Failure Lack of experience in BPM analysis, design and implementation. Failure to understand the real business needs and objectives. Lack of clearly defined requirements, goals and objectives. Not having a baseline to evaluate the benefits achieved through BPM.
30 BPM Factors in Failure Lack of experience in BPM analysis, design and implementation. Failure to understand the real business needs and objectives. Unrealistic timelines. Timelines that are developed working backwards from a predetermined finish date. Timelines that are not developed using proper WBS techniques.
31 BPM Factors in Failure Lack of experience in BPM analysis, design and implementation. Failure to understand the real business needs and objectives. Unrealistic timelines. Lack of Change Management.
32 BPM Factors in Failure Lack of experience in BPM analysis, design and implementation. Failure to understand the real business needs and objectives. Unrealistic timelines. Lack of Change Management. Lack of support from senior management
33 BPM Factors in Failure Lack of experience in BPM analysis, design and implementation. Failure to understand the real business needs and objectives. Unrealistic timelines. Lack of Change Management. Lack of support from senior management. Belief that BPM should be driven entirely by IT or technology. Thinking that technology is an easy or quick fix to a troubled or broken business process.
34 BPM Factors in Failure Lack of experience in BPM analysis, design and implementation. Failure to understand the real business needs and objectives. Unrealistic timelines. Lack of Change Management. Lack of support from senior management. Belief that BPM should be driven entirely by IT or technology. Acceptance of shortsighted solutions. Not understanding the critical strategic value of BPM.
35 BPM Factors in Failure Lack of experience in BPM analysis, design and implementation. Failure to understand the real business needs and objectives. Lack of clearly defined requirements, goals and objectives. Not having a baseline to evaluate the benefits achieved through BPM. Unrealistic timelines. Timelines that are developed working backwards from a predetermined finish date. Timelines that are not developed using proper WBS techniques. Lack of Change Management. Lack of support from senior management. Belief that BPM should be driven entirely by IT or technology. Thinking that technology is an easy or quick fix to a troubled or broken business process. Acceptance of shortsighted solutions. Not understanding the critical strategic value of BPM.
36 How can we reduce the risk and increase our chances of success?
37 Is there a single methodology or formula for BPM?
38 NO
39 Are there general concepts for best practices that should be followed?
40 YES
41
42 General BPM Methodology Concepts Qualify the Business Vision and Process Objectives This must be defined by senior management. Cost reduction, increased production, force reduction, improved quality, etc.
43 General BPM Methodology Concepts Qualify the Business Vision and Process Objectives This must be defined by senior management. Cost reduction, increased production, force reduction, improved quality, etc. Identify the Processes to be included in the Design High Impact Approach Exhaustive Approach
44 General BPM Methodology Concepts Qualify the Business Vision and Process Objectives This must be defined by senior management. Cost reduction, increased production, force reduction, improved quality, etc. Identify the Processes to be included in the Design High Impact Approach Exhaustive Approach Understand and Measure the Existing Processes Know where you are starting from. (You need a baseline)
45 General BPM Methodology Concepts Qualify the Business Vision and Process Objectives This must be defined by senior management. Cost reduction, increased production, force reduction, improved quality, etc. Identify the Processes to be included in the Design High Impact Approach Exhaustive Approach Understand and Measure the Existing Processes Know where you are starting from. (You need a baseline) Identify IT Levers IT capabilities and available technologies can and should influence how the process is designed.
46 General BPM Methodology Concepts Qualify the Business Vision and Process Objectives This must be defined by senior management. Cost reduction, increased production, force reduction, improved quality, etc. Identify the Processes to be included in the Design High Impact Approach Exhaustive Approach Understand and Measure the Existing Processes Know where you are starting from. (You need a baseline) Identify IT Levers IT capabilities and available technologies can and should influence how the process is designed. Prototype the New Process If time and budget allow, include a prototype or charter phase, and successive implementation phases for long term success and maximized benefit.
47 General BPM Methodology Concepts Qualify the Business Vision and Process Objectives This must be defined by senior management. Cost reduction, increased production, force reduction, improved quality, etc. Identify the Processes to be included in the Design High Impact Approach Exhaustive Approach Understand and Measure the Existing Processes Know where you are starting from. (You need a baseline) Identify IT Levers IT capabilities and available technologies can and should influence how the process is designed. Prototype the New Process If time and budget allow, include a prototype or charter phase, and successive implementation phases for long term success and maximized benefit.
48 Best Practices The Importance of Selecting the Right Team
49 Selecting the Right Team Core Team Project Managers Systems Engineers Developers Business Analysts Consultants Extended Teams Specialists Dba s Records Managers Communications Change Management Quality Assurance
50 Best Practices The Importance of Selecting the Right Team BPM Design Phases
51 Classic BPM Design Phases
52 Planning Clarify Sponsorship Budget Leadership Support Requirements Timelines Define the scope and boundaries of the initiative Program or Project Identify the core team Begin change management activities Communicate the need and reason for the changes organization wide Initiate the Project
53 Analysis Discovery Interviews Sponsor\Leadership Management\Staff Collect data Understand the existing process(es) Establish a baseline Continue change management activities Set and reset expectations as necessary Analyze (Pause and reflect)
54 Design Start with the ideas Vision Pure Process Factor in technology Understand your organizational capacity with IT Look for ways to compliment existing systems Design new processes enabled by technology Analysis and Documentation Feasibility Studies Cost Benefit\ROI analysis Design and Project Plan Documentation Continue change management activities
55 Implementation System Build Lessons learned Continue change management activities Communications Training Evangelism User Acceptance Testing Solution Rollout (GOLIVE) Lessons learned
56 Evaluation Post Mortem Lessons Learned Measure against your baseline Lessons Learned Identify potential future enhancements or phases Report Lessons Learned
57 Best Practices The Importance of Selecting the Right Team BPM Design Phases Interview Techniques
58 Interview Techniques Include sponsors, management and staff. Corroborate information across all levels.
59 Interview Techniques Include sponsors, management and staff. Corroborate information across all levels. Be prepared with questions, but willing to deviate.
60 Interview Techniques Include sponsors, management and staff. Corroborate information across all levels. Be prepared with questions, but willing to deviate. Connect with people.
61 Interview Techniques Include sponsors, management and staff. Corroborate information across all levels. Be prepared with questions, but willing to deviate. Connect with people. Listen more than you talk.
62 Interview Techniques Include sponsors, management and staff. Corroborate information across all levels. Be prepared with questions, but willing to deviate. Connect with people. Listen more than you talk. Be professional, but maintain a light sense of humor.
63 Interview Techniques Include sponsors, management and staff. Corroborate information across all levels. Be prepared with questions, but willing to deviate. Connect with people. Listen more than you talk. Be professional, but maintain a light sense of humor. Be real.
64 Interview Techniques Include sponsors, management and staff. Corroborate information across all levels. Be prepared with questions, but willing to deviate. Connect with people. Listen more than you talk. Be professional, but maintain a light sense of humor. Be real. Allow people to arrive at their own conclusions.
65 Interview Techniques Include sponsors, management and staff. Corroborate information across all levels. Be prepared with questions, but willing to deviate. Connect with people. Listen more than you talk. Be professional, but maintain a light sense of humor. Be real. Allow people to arrive at their own conclusions. Be willing to lead from the back of the room.
66 Interview Techniques Include sponsors, management and staff. Corroborate information across all levels. Be prepared with questions, but willing to deviate. Connect with people. Listen more than you talk. Be professional, but maintain a light sense of humor. Be real. Allow people to arrive at their own conclusions. Be willing to lead from the back of the room. Take detailed notes or record the interviews, or both.
67 Best Practices The Importance of Selecting the Right Team BPM Design Phases Interview Techniques Change Management
68 Change Management Change management is the discipline of managing change as a process. Prosci's Reengineering Best Practices study (248 companies)
69 Change Management Change management is the discipline of managing change as a process. It must be done with due consideration that we are people, not programmable machines. Prosci's Reengineering Best Practices study (248 companies)
70 Change Management Change management is the discipline of managing change as a process. It must be done with due consideration that we are people, not programmable machines. It is about leadership with open, honest and frequent communication. Prosci's Reengineering Best Practices study (248 companies)
71 Change Management It must be OK to show resistance, to surface issues, and to be afraid of change. Prosci's Reengineering Best Practices study (248 companies)
72 Change Management It must be OK to show resistance, to surface issues, and to be afraid of change. Organizations do not change. Prosci's Reengineering Best Practices study (248 companies)
73 Change Management It must be OK to show resistance, to surface issues, and to be afraid of change. Organizations do not change. (they are transformed) Prosci's Reengineering Best Practices study (248 companies)
74 Change Management It must be OK to show resistance, to surface issues, and to be afraid of change. Organizations do not change. (they are transformed) People change. Prosci's Reengineering Best Practices study (248 companies)
75 Change Management It must be OK to show resistance, to surface issues, and to be afraid of change. Organizations do not change. (they are transformed) People change, often one at a time. Prosci's Reengineering Best Practices study (248 companies)
76 Change Management It must be OK to show resistance, to surface issues, and to be afraid of change. Organizations do not change. (they are transformed) People change, often one at a time. The better you manage the change, the less pain you have during the transition. (and your benefits more fully realized) Prosci's Reengineering Best Practices study (248 companies)
77 Best Practices The Importance of Selecting the Right Team BPM Design Phases Interview Techniques Change Management Best use of Technology and Tools
78 Best Use of Technology and Tools Don t have preconceived ideas about the solution. Seek the appropriate fusion of reality and creative thinking. Don t use technology to fix people problems. Do use technology as part of a broader solution. Be open to: different approaches the use of different tools and techniques including external business processes (non-technical or low tech) as part of the overall BPM\BPR solution.
79 Best Practices The Importance of Selecting the Right Team BPM Design Phases Interview Techniques Change Management Best use of Technology and Tools Understand the Impact and Importance of Culture
80 Understand the Impact and Importance of Culture Culture exists everywhere.
81 Understand the Impact and Importance of Culture Culture exists everywhere. Culture takes many forms.
82 Understand the Impact and Importance of Culture Culture exists everywhere. Culture takes many forms. Understand culture is about spending time with people.
83 Understand the Impact and Importance of Culture Culture exists everywhere. Culture takes many forms. Understand culture is about spending time with people. Culture is one of the top influences in decision making.
84 Understand the Impact and Importance of Culture Culture exists everywhere. Culture takes many forms. Understand culture is about spending time with people. Culture is one of the top influences in decision making. Navigating culture properly is a prerequisite to acceptance.
85 Understand the Impact and Importance of Culture Culture exists everywhere. Culture takes many forms. Understand culture is about spending time with people. Culture is one of the top influences in decision making. Navigating culture properly is a prerequisite to acceptance. How can you expect a person (or an organization) to accept change or buy into it if it directly contradicts their culture?
86 Understand the Impact and Importance of Culture Culture exists everywhere. Culture takes many forms. Understand culture is about spending time with people. Culture is one of the top influences in decision making. Navigating culture properly is a prerequisite to acceptance. How can you expect a person (or an organization) to accept change or buy into it if it directly contradicts their culture? Take the time to understand the culture and respect it.
87 Best Practices The Importance of Selecting the Right Team BPM Design Phases Interview Techniques Change Management Best use of Technology and Tools Understand the Impact and Importance of Culture
88 Conclusions
89 Conclusions People come first.
90 Conclusions People come first. Choose your team well. Understand and respect culture. Make the most of your interviews. Make change management a priority. Involve people.
91 Conclusions People come first. Choose your team well. Understand and respect culture. Make the most of your interviews. Make change management a priority. Involve people. Plan
92 Conclusions People come first. Choose your team well. Understand and respect culture. Make the most of your interviews. Make change management a priority. Involve people. Plan Have one.
93 Conclusions People come first. Choose your team well. Understand and respect culture. Make the most of your interviews. Make change management a priority. Involve people. Plan Have one. Technology
94 Conclusions People come first. Choose your team well. Understand and respect culture. Make the most of your interviews. Make change management a priority. Involve people. Plan Have one. Technology Be open to the best use of tools and technology.
95 Questions
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