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To read Part I of this article, click here.
Discovering the missing processes
That is why many consultants warn about getting too far down the automated
process discovery path before thinking through the big picture. If you depend
too much on technology, you run the risk of making one of two mistakes, or worse,
making both. You might:
- Find a process flow within an existing ERP or email/spreadsheet-driven process
set and replicate it even if it is not the best flow
- Fail to automate an important process flow because it has not been automated
already by less sophisticated automation tools such as email, and is therefore
not discoverable
Tim Zonca, Director of Product Marketing at Serena, says Serena overcomes this
risk by offering a hybrid of process discovery and lean BPM to help users proactively
discover processes while achieving a rapid return. Serena recommends manual
process discovery through two workshops. After the first, an application --
delivered on demand -- gets deployed. During the second session the user analyzes
and improves on the living BPM solution.
T.J. Leavell, business development manager at the Modus21 consultancy, suggests
a three-phase process. He says, "We do the first project and the client
watches closely; we work together on the second project; then, third, the client
is responsible for the project while Modus21 mentors." Modus21 is not wedded
to any particular tool nor does it care if a BPM project results from the initial
consultation. It has used Pallas Athena Process Miner, Bluespring process discovery
software; and other tools. The key according to Leavell is not to "find
out what your process flow is like first."
The integrated approach
Of course the usual suspect list of BPM suppliers plays an important role in
the process discovery effort. But no BPM supplier pretends that one tool fits
all.
For example, Kevin Haugh, VP of Product Management at Metastorm says most often
a project begins with a "point of pain" which can leave no time for
all the careful planning noted above. Even some of the process experts "might
leave out steps because they are so expert." More often than not the experts
point out others that are also involved but know only a very limited step in
the flow. So where the obvious problem is (the "point of pain") may
not be the best place to begin. Of course Haugh can afford to say have it your
way because Metastorm offers the suite, freestanding discovery tools, its own
consultancy, and relationships with other consultants.
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