Increasing the Role (and Impact) of BPM in Your Organization. Taking BPM and BPMS enabled BPM to the next level

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1 Increasing the Role (and Impact) of BPM in Your Organization Taking BPM and BPMS enabled BPM to the next level

2 Dan Morris Thought Leadership Author business transformation books PEX Columnist since 2011 Contributing author to several journals International speaker Active in professional associations: ABPMP Business Architecture Guild Forrester BPM Council Spoken at: Gartner BPM Summit ABPMP Bpm.com HIMSS Publish through: McGraw Hill ABPMP PEX SAPInsider BPMInstitute HFMA PEX BPMInstitute Sept 2015

3 What I find generally in companies Each company is unique Part of this discussion usually apply to everyone Other parts may not you are lucky there You may already be doing some of these things if so you are ahead of the pack Above all else in this and every BPM related discussion, please be open to other ideas no one knows everything I find that a lot of people build walls around themselves and reject ideas and suggestions

4 The Situation BPM in many companies has hit a plateau Transformation The BPM team is often not leading larger, transformational projects End to End Process Focused on small improvement fingers and toe reduction Process Improvement Benefits are often unproven and do not meet Fingers & Toes business expectations No one is really orchestrating the involvement of multiple disciplines in most projects The BPM group in many companies is viewed as part of IT and BPM projects are considered to be IT projects Organizational Impact $$$ Customer Experience Departmental Process Wendan Consulting

5 There is one overriding question Is BPM relevant to the process of change in your company? Budget cuts - Staff cuts - Elimination of BPM groups - No authority Need to stop being complacent Need to creatively reposition BPM to deliver strategic value Need to move from CI to large scale business change

6 So, how can you change this? IT/BPMS BPM and BPMS Issues: Solution It is falling prey to use in small improvement efforts It is not considered strategic today It is not delivering the value that it could It is not focused on measurable performance and value delivery helping the company and the customer Few really understand the power this brings to the table Business Biggest issue: BPM is being usurped by technologists BPM is the discipline driving controlled change and BPMS is the execution engine. Where IT drives business change the risk and cost goes up and the acceptability of the outcome is questionable. Wendan Consulting

7 Time to Re focus Traditional Cost reduction Error reduction Scrap reduction Improved compliance Emerging Support market share growth Support revenue growth Change ready ability to change as an asset Support the delivery of large complex business change Relevance is all about focusing on the company strategy and delivering both benefit and value!

8 BPM today evolving Collaboration requires a new level of project orchestration Improved operating solution Business Transformation Competitive Advantage BPM Business Architecture Enterprise Architecture Change Management Evolutive Management Process Management Performance Management BPMS/BPMN Simulation Analytics Lean Six Sigma Strategy outcome management Capability definition Business operating model aligned to strategy Togaf - Zachman IT strategy IT infrastructure Application portfolio management Interface management Data architecture Exec and participant goal alignment Engage business and IT managers and staff Control operational change Continuous Improvement Bus Transform Strategy Process Management Success requires a holistic perspective

9 The Promise of BPM controlled, fast change Getting started foundation built on internal marketing Work with managers to understand value and not just benefit - how can you help them reach their strategic goals Gain access to your company BPMS tools Sell BPM and BPMS internally internal marketing campaign If possible move to ibpm Then, Determine the future for the group - Create a formal vision for the group and a roadmap Wendan Consulting

10 Goal Increase the Value of BPMS to the Company Organizational Impact $$$ Transformation Customer Experience End to End Process Departmental Process Process Improvement Fingers & Toes B A Goal: move from A to B The real question is: How can you increase the benefit delivered from your current business transformation program to a level that is makes the group indispensable to the company.

11 Capability Evaluation Seeing Your Future and Achieving It Evaluate your business transformation capabilities and competencies Create a vision Create a roadmap and investment plan Customized formal status analysis where are you? Where do you want to be? You first need to understand where you are and your constraints 1 Gap Were you are vs where management envisions BPM to be? Where do you need to focus BPM operational enhancement? Vision based analysis of current capability gap current vs. future Capability analysis Investment plan Capability/skills/competency action plan Wendan Consulting

12 Moving forward You now have a foundation to move forward You know the group s strengths and weaknesses You know what senior managers think is important You know what your department managers think is important You know what level of benefit is the threshold for being relevant You know the gap between where you are and what you are delivering and what level of service you need to reach You have a decision how will you need to support change to be at a level of service where BPM is indispensable? Stay with BPM analysis and design handing specs to IT Utilize a full BPMS approach Move to ibpm and ibpms

13 ibpm transforming transformation The right approach, the right tools, the right place Intelligent business process management (ibpm) is where business operations can adapt in flight with the next best action or in the background based on emerging patterns, analytics, incremental knowledge, and contextual needs that may occur, have occurred, or are occurring now. Jim Sinur Intelligent versions of these tools (ibpm) support workflow simulation analysis and advanced analytics. They allow team members to perform a variety of analyses that focus iterations, prove the value of a solution before it is built, and imbed performance measurement into any part of the solution. According to Gartner s report leading ibpm BPMS include Appian, Pega, and IBM s BPM tools. There are also a host of other vendors in the 2015 ibpm Magic Quadrant review.

14 Issue BPMS and ibpms Power not well understood Venom GT 273 MPH But, ibpm is changing the picture. We now have tremendous power at our finger tips. Few really take advantage of the power of ibpm tools. BPMS was powerful it is much more than the wimpy support environment many limit it to Corvette Stingray 190 MPH Traditional IT is now archaic About 20 MPH

15 Collaboration Driving the execution of strategic change Relevance helping operations managers not only optimize but to control change Generated applications and social apps Business Strategy Orchestration BPM CoE direction and control Strategic outcome Relevance ability to use change as a competitive differentiator. Business operation change Outcome capabilities Relevance deliver benefit and value Process change Relevance support both tactical improvement and strategy driven change Ability to direct is given legitimacy by a formal business centric formal methodology

16 The Roadmap to Becoming Indispensable! Strategy Corporate Business Units People Skills Competency Creativity Process Process of BPM use Tool use standards Governance Technology BPMS and ibpms Legacy applications Data access Social media BPM Group Capability Maturity Evaluation BPM Support and Evolution Strategy Foundation construction plan Skills and competency Internal marketing Building confidence Formal definition of the level of benefit that must be delivered to become indispensable Creation of the BPM group role evolution and support strategy Creation of the roadmap and investment plan Strategy execution, CI, problem resolution, quality improvement

17 4 perspectives of Success at least Business Operation Staff who uses the solution IT applications Customer Others defined by each company - all affected

18 Proving Benefit and Value Benefit: Meeting targets of the project financial, cost reduction, etc. Value: the advantage to the company in meeting strategic goals If it cannot be defined, it doesn t exist If it cannot measured, it doesn t exits If success in either of these views is not define, you cannot succeed Performance analytics must be built into the solution design

19 Are you ready Capability evaluation Collaboration methodology leading to integration of disciplines Evolution roadmap Success 4 perspectives Proving value formal project targets and performance measurement

20 Thank you My newest PEX paper was just published Untapped Power: The Art of the Possible I am in the process of completing a new paper Breaking the inevitable slide to mediocre operating performance If you would like a copy of either please leave me a business card or contact me at: Dan Morris at consulting.com

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