The analysis step is critical. If this is done properly, then the rest is 'fairly' easy. It all starts with your 'vision' of how you would like your business to function. Working with your consultant/vendor, you will make compromises where it makes sense. Either the feature is too expensive or doesn't exist. The resulting 'vision' that is doable will dictate your expectations. At this point all of your expectations should be doable - success is achievable.
I do like to point out early and often that it is a bad idea to change the requirements.
1) It is impossible for a programmer to program to a moving target.
2) Changes quickly add $ dollars to your project.
3) The longer a project takes, the greater the chance of something going wrong.
4) The more time a project takes, the more enthusiasm wanes.
Obviously, the odds of getting it absolutely right the first time is slim.
My Strategy...
Just do it. Get the solution out there while there is some enthusiasm. Get people using it. Gather their suggestions of how to make it better. Their suggestions will likely change what you thought should be altered. Create new requirements for 'Phase 2' and go from there.
'Phase 2' becomes a new project. It starts with a new enthusiasm and internal sales pitch. If this project takes longer, it is OK because your company has seen 'success' and their expectations include knowing that the 'Phase 2' project isn't just a pipe dream - it will get done.
Your BPM project, managed properly, can bring your company some significant financial benefits. Now is a good time to get started.
Your Thoughts...
What has been your experience?
I do subscribe to the idea of having a 'vision' of how you would like your business to function. What I am talking about is expectations. If you have an expectation that cannot be met, you will not be happy with the solution.
Without a clear BPM Vision, companies can invest heavily in many improvement activities, yet fail to meet their objectives/expectations.
I have performed the analysis & design activities for a number of BPM projects. Early on, I learned to uncover the customer's vision for a solution.
A large part of a BPM sale includes managing expectations. If their expectations [vision] for a solution are not possible, you will not have a successful implementation. During early discussions about BPM, I ask the prospect for their vision of a solution. We would work from there to talk about what is possible and what is not. At some point, the prospect will have altered their vision of a solution to something they are comfortable with and can actually be delivered.
Amazingly, if you deliver what the customer is expecting, you will have a happy customer.
I can't stress enough how important it is to manage your prospect's expectations. Communications plays such an important part in the success of a BPM implementation.
Your BPM project, managed properly, can bring your company some significant financial benefits. Now is a good time to get started.
Your Thoughts...
What has been your experience?
What is the biggest BPM [business process management] Challenge?
Good Question...
Implementing BPM software is the easy part of your project - gathering the requirements is difficult. If you have selected the process you wish to manage and you have documented that process [gathered all of the requirements], configuring/coding up the solution isn't hard.
Taking on a BPM project is challenging. There are steps you can take that will increase your chances for success? In my experience, if I covered these bases in advance, the project went smoothly:
• Identify an Internal Champion - This person will be the internal sales person for this project. This is not a one time sales activity, it is ongoing. And, he/she can help you wade through the internal politics.
• Manage Change - People hate change. A BPM project will not only change the way a person works, it can change the corporate culture. Typically, the Champion leads your company through the changes.
• Manage the Project - You will need to identify a [good] project manager. In order to secure success, select a cross functional team so that they can feel some ownership. Be sure to involve potential nay-sayers - if they have some ownership, the nay-saying will be greatly reduced. It only takes one unhappy person to derail a project like this - I have seen it happen.
• Selecting the initial Process to be managed - Projects that take a long time are hard to manage and can go wrong for many reasons. Choose a process that is not too large or too small but has some visibility so that your success will be noted. Choose one that can be completed in 3-6 months so that people don't forget about the project and so that success can be seen fairly quickly.
From a project perspective, it would not be unusual to spend 5 months gathering requirements and only one month on the actual implementation.
Your BPM project, managed properly, can bring your company some significant financial benefits. Now is a good time to get started.
Your Thoughts...
What has been your experience? What might you add to this list?
"The term 'BPM' has been adopted in the marketing communications of just about every IT vendor and management consultant, as what comes after the dot-com fiasco. It seems everyone selling IT products or management consulting services has put BPM lipstick on their products and services. Even the IT and financial analysts are having a field day defining BPM to mean whatever they want it to mean."
My thoughts...
Defining BPM is still a hot topic on the BPM.com website. And as Peter & Joe point out, it's marketing people that are defining BPM. Their motivation is to define it in such a way that only their products will meet that definition. Since I am a marketing guy, I can let that cat out of the bag.
However, BPM stands for business process management and you can manage your business processes without software. Companies have been doing it for years.
When you purchase BPM software you will need to map your process into the software. BPM software will only manage a process the way you tell it to. So, one of your first tasks is to document your process.
When you are confident that your process will work, then you 'configure' your BPM software to run the process as you documented it.
Simply put, BPM software provides control [making sure that the proper steps are followed] and visibility [see the status of a process at any moment].
Your Thoughts...
Has your company embraced BPM?
With market demands increasing and margins decreasing, businesses need a facilitator to help them maximize organizational performance. Businesses must optimize resources and streamline processes to gain agility and efficiency and reduce costs and risks in a dynamic environment.
Therefore, they are increasingly relying on Business Process Management (BPM) to attain real-time visibility into business processes to manage their life cycle. However, over the years, BPM implementation has become synonymous with process automation without having an end-to-end process view. This limits the capability of a BPM solution such that intended results may not be fully realized. It is important that organizations focus on process visibility, control and continuous improvement as key aspects for a successful BPM system.
My thoughts...
If I had to name only 2 benefits of BPM software, I would say that it provides control and visibility.
Control - I can manage my processes on paper, but making sure steps weren't missed is nearly impossible. BPM software provides that control and maybe just as important, it provides visibility into my processes.
Visibility - Using BPM software, I can see the status of any process at any time. I don't have to make a phone call or walk down the hall. With the click of my mouse I can see whose desk it is sitting on - I can even see bottlenecks.
The end-to-end process view - For all practical purposes, a company is a collection of processes. I could create an argument that the 'Quote to Cash' process is the backbone and that all other processes support it. And, how many companies have implemented their 'Quote to Cash' process within BPM software? I would contend that very few have. In spite of that, there are many companies that are enjoying the benefits of BPM software. They have control; they have visibility into their processes; and the software allows them to make continuous improvements.
Your Thoughts...
Is your company enjoying the benefits of BPM? Is 'Quote to Cash' one of the processes you are managing?
]]>The people in this group share thoughts and ideas daily. The following question came up and it has garnered a lot of comments:
Is it right to automate the As-Is Process?
My thoughts...
I tell people to start with the as-is process for several reasons.
First, companies that have improved processes have followed this tried and true process: Document the process; Check to be sure you have it documented properly; Measure how long that process takes today; Improve the process; and measure again to see if you really did improve it.
Using this process, you have defined the status quo and can actually measure your results.
Second, if you thought you could come up with the 'perfect' process - I guarantee that by the time you implement it, you will find new ways to improve it. So, the search for perfection is a wasted effort.
Third, implementing your 'perfect' process without measuring the existing process leaves you with no way to show that you actually have made any improvement. 'It just feels better' isn't measurable.
Your Thoughts...
Where do you stand in this argument?
]]>Starting with a Vision and a Plan
Integral to the C-17 Program's successful deployment of not only the PBM [process based management] approach but the overall implementation of the Malcolm Baldrige criteria was the implementation of a vision that focused on improving performance and quality as well as on customer satisfaction. As the PBM approach was developed and deployed, the Air Force customer participated jointly in the identification and management of key processes.
Boeing A&T defines PBM as follows:
Process-Based Management is a management approach that defines an organization as a collection of processes focused on customer satisfaction and waste reduction by defining measures, and stabilizing and improving processes.
My thoughts...
In my experience, I have had the best success in implementing a process management project by uncovering the client's vision for their solution first.
Clients [people] have expectations. Most people have an idea of what their solution might look like. If your solution doesn't meet their expectations, they will not be happy.
So, start a conversation to uncover their vision for a solution. Then you can have discussions about what is doable and what isn't. When you and your client have arrived at a solution vision, then you can develop the plan to deliver.
I am pleased to see a large company like Boeing taking this approach. I am a firm believer that using this approach greatly increases the odds for success.
I wish you all Happy Holidays.
Your Thoughts...
What has been your experience?
People [companies] wouldn't purchase BPM [business process management] software if they weren't trying to solve some problem. And, this problem has to have risen to a level of great annoyance or they would just deal with it.
Some typical problems include:
• The process is taking too long
• Some steps are being skipped
• There is no visibility into the status of the process
• Short cuts are being taken
• The process stops / falls off the map
Once the problems have risen to the point of annoyance, companies begin to look for a solution.
So, where do you start?
Do not start with technology. Do start with the process.
Any BPM software that you purchase will need to be configured [or coded] to map to your individual business processes. In order to configure your BPM software, you will have to document how you want your processes to function. Start by documenting your troublesome process.
If the troublesome process is too large, break it into smaller pieces. Some real reasons include: The need to show project success and success can't happen if people lose interest - keep the project short enough so that doesn't happen.
Test your project documentation [on paper] to make sure it works and to make sure it works the way you intend.
Now you can begin looking at technology. The technology needs to fit your business, not the other way around.
There are a large number of subject matter experts in this field - including me - contact any of them for help...
Your Thoughts...
Do you have a process that isn't performing?
In it, she stated: "The Chicago Mercantile Exchange (CME) Group's business processes for new product and project launches suffered from a 'chronic illness' that most enterprises encounter: email overload.
'If I could eradicate a quarter-million emails that we were using to manage the business on a quarterly or annual basis, that time adds up,' [John] Verburgt said. 'It is an explicit shift of labor from non-value-add, because the administrative and grunt work is just automated.'"
My Thoughts...
This article caught my attention, because here is a real company that has identified a real need - a need we can all relate to.
I have said many times - managing business processes is about removing non-value added tasks and automating tasks where possible. Don't have a computer do what a human must and don't have a human do what a computer can.
As you can see, they are looking to 'manage their business processes' by removing non-value added activities and automating where they can. He believes that 'eradicating a quarter-million emails' is well worth the effort.
Companies never think about becoming more efficient when revenues are rolling in. Instead, they take on the task when times are tough. And, then there is no budget. Still, how will your company gain market share from their competitors as the economy improves? Now is the time to take action.
Your Thoughts...
What is your company's strategy to become more efficient?
In it, he stated: Many a brave man before me has been martyred for standing up for what they believe. I choose now to follow my conscience and bear witness to what I believe to be the truth. Facebook and Twitter are stupid!
My Thoughts...
The conversation has been lively.
The conversation is being conducted in social media - biznik.com.
Both sides of the issue have been well represented.
Social Media is a part of inbound marketing efforts. When marketers create their marketing plan, they follow a process. That process is usually informal, but it is a process none the less.
They will work backwards from revenue projections. If they expect some $millions in revenue, they will determine how many widgets they need to sell. Once they have that number, they will determine how many prospects they need to uncover.
Inbound marketing is among the tactics needed to gather prospects.
Inbound marketing requires ongoing efforts. These tactics will be performed daily, weekly or monthly. There any number of sites that you can post to - Twitter and Facebook are only 2 of many. When looking at sites to post to, I see companies selecting some 'group' and then posting to them regularly. Twitter and Facebook may or may not be a part of the mix.
I have a process that I follow weekly for social media. I post 2 blogs to several sites and I use ping.fm to publish 'snippets' to sites like Twitter and Facebook. On their own, they may not produce results but as a part of the 'group' I am hoping they bring people to our website.
So, even though I mostly agree with Richard, I still post to Twitter and Facebook as a part of my larger marketing mix.
Your Thoughts...
Where do you stand on Twitter & Facebook?
]]>1) It takes too long for things to move through their process
As an example, it may take 2 weeks for a purchase request to move through its process when it should only take a couple of days. No matter the process, if someone is waiting for the outcome their patience may be long gone.
2) The process appears to be error prone
Errors are occurring within a process. It may or may not be process related, but you just can't tell. Miscommunications may be happening because a process is not well defined. The process may have either not enough steps or too many - both causing their own kind of problems.
3) Compliance
In the typical audit, the auditor wants to know how your company does business. They first want to see [understand] the process. Next, they want you to prove to them that your company actually follows that process.
Control & Visibility
A BPM solution provides control and visibility.
Control - If you have dictated that there will be 10 steps in a process, there will be 10 steps. The software makes sure that all 10 steps take place. There are executive over-rides, but if they are taken the software will show who did it and when.
Visibility - At any time in a process, people are able to see what step is being worked on and whose desk it is on. You will be able to gather 'wall time' and see potential bottlenecks. This allows you to 'tweak' your process to make it more efficient.
BPM software makes compliance audits a breeze.
You might ask yourself why all companies haven't embraced BPM. I still don't understand the why' - I expect BPM implementations to be widespread. In a sluggish economy, now is a good time to look into becoming more efficient.
Your Thoughts...
Have you started looking at BPM solutions? If not, why not?
Habit #1 - Prove business value first
- Do not forget the focus should be on business value
- Be willing to make trade-offs for the first release
Pick out a challenge that provides business value - do not just do a small starter project. Successful BPM customers have jumped right into solving a business problem that matters.
BPM is agile. You need to take advantage of that - and do not attempt to solve all problems with a single 'big bang' deployment of an end-to-end process. You need to continuously improve and iterate.
My Thoughts...
From my perspective, a company would not purchase BPM software without seeing the value of a BPM solution in their company.
There are many ways to arrive at a value proposition. I like to approach it this way.
First - the problem definition. What are the problems that you feel need to be solved? There has to be at least one reason why you are looking into BPM. Document these reasons.
Second - solution vision. If the world were perfect, the solution to your problems would look like this? At this stage, we really don't care about the software - we care about how that software can solve our problems. How will it be used? How will it make life easier for workers?
Third - defining value. You need to discover how much your problem(s) are costing you. Then if you could really implement your solution vision, how much would that solution save your company? If the savings are greater than the cost of the problems, then why wouldn't you investigate further or make the purchase?
If your solution vision is not available - how close does the software come to your solution vision? Is that close enough for it to make financial sense?
While the economy is sluggish, now is a good time to look into solving real business problems.
Your Thoughts...
What is your approach to defining value?
By definition, BPM software supports a process that defines the activities/tasks that will be performed from the start to the end of the process. BPM software requires you to diagram that process [in some fashion] and it will provide the control and visibility needed to make sure that process is followed.
The process allows you do implement logic that includes human judgment, business rules and external events - all of which are defined in advance.
Even though BPM software requires you to map out a process, there are ways to make at least part of the process ad hoc.
Even in case management, there will be some basic tasks that you will want completed each time. You can map those out in your BPM. Then at each task step, you can provide selections for the person performing the task to take: They can choose to add people in the process [like add approver]; they could choose to select from among workflow paths; they could add an activity or task to be performed; and so on.
The BPM software will record how a 'case' moved through your company. You will be able to see who performed which activities.
The Benefits
- This strategy will provide you with an audit trail.
- Over time, you could add steps to your process because these activities always happen.
- As you begin to see commonalities in your ad hoc processes, you may uncover ways to make them more efficient.
Even though, I have not personally implemented this kind of solution, I am confident that it can be done. It requires some thought, clever planning and maybe a SMOP [small matter of programming] :).
Your Thoughts...
Why do you agree or disagree?
Don't try to model how you should work - model how you actually work.
When deploying BPM in your organization, you must establish a starting point. For instance, you could identify a benchmark for how people currently perform a given function at an optimal level of output and prepare a model of that whether graphically or as a simple document. Once you've established these benchmarks based on actual performance, you can then establish a workflow model that you wish to implement.
My Thoughts...
I have always maintained that you should begin by documenting your as-is process for several reasons:
- Management typically approves a project like this because you have said that it will save the company time, money or some other measureable item. In order to 'prove' that you have saved the company anything, you must measure where you are coming from. Then you must measure the implemented process and compare them to see if you have succeeded.
- The pursuit of perfection is a waste of time. First, perfection is an impossible goal. Once you think you have arrived, something will have changed making it not perfect. And, perfect to one person is not perfect to another.
- Spending months to come up with the ideal process can cost you. First, you will likely end up extending the project timeline to 'get it right'. Lengthening projects is not good - Management likes to see results in a reasonable amount of time; Users will loose interest in the project if it takes too long to implement. Neither outcome is good.
The most efficient [not perfect] path is to document your existing process; remove all non-value activities; and automate where feasible. And, stop procrastinating...
Your Thoughts...
What is keeping your company from managing their processes?
I am sure you have read/seen it, companies touting how their products help you innovate. It is one of the hot buzzwords.
Webster defines innovation as the introduction of something new.
Companies introduce something new every day. Would you consider all of those 'new' things innovative? No, only a few of these new things are considered innovative.
Synonyms of innovation include: invention, brainchild, creation and wrinkle. Not all inventions are innovative. They could be a brainchild or a wrinkle; they do qualify as a creation, but are they innovations?
The real meaning of innovation
We have to get to the implied meaning of the word - When we think of innovative we think of things like: the telephone, the television, Color TV, iPod, iPad, iPhone, HDTV's, etc. Why do we think 'innovative' when it comes to these products? Certainly these qualify as the introduction of something new, but they also have 'wide' acceptance that this 'new' thing is 'cool'.
Cool has different meanings to different people, but no matter the meaning the iPhone qualifies as 'cool'. So, did the others.
So, if you think about it, companies can't innovate. The results of their new product offering may well be innovative only if they have 'wide' acceptance that their new product is cool - otherwise, they have only introduced something new.
Adding Process
You can certainly put a process in place to stimulate the introduction of something new. But, you can't put a process in place to be innovative because you have no control over whether your 'something new' will get wide acceptance that it is actually 'cool'. So, it is time for marketers to come up with 'something new'.
But, that is just my opinion and I could be wrong.
Your Thoughts...
Why is your take on innovation?