Today we start a series of blogs that will help you actually begin to implement BPM projects in a smart and consistent manner. We feel it is logical to begin to review the art of gathering high level process maps and key performance indicators (KPI’s). Enjoy!
As discussed in prior blogs selecting a implementation methodology, identifying projects with the best ROI, selecting a software platform and making organizations changes to embrace BPM are just a few of the initial hurdles faced as you start down the BPM path.
However from real world experience I have found these are just bumps in the road compared to the issues that arise with execution of your first BPM real projects.
I am the lead architect for a mid sized company that realized a couple of years back that BPM was the key to our success. Our adoption was supported and embraced by both IT and business executives. Prior to under taking out first project we spend many months defining methodologies, selecting software vendors, creating organizations to lead and support the BPM effort. Finally we were ready to under take our first project….
Even with all the preparation, planning, software tools and education our first process definition session came to dead stop after about ten minutes when it became obvious that we could not get pass the current state process. Not sure if this is something unique to our company or not but our process owners just could not think outside the box. After many starts and stops we found that the best way to stimulate out of the box thinking was to start our discussions with industry best practice models.
Currently we have been defining our own by pulling bits from various sources to create a what if type model. To date this seems to work well but it takes a lot of upfront effort from knowable resources. If we had access to industry specific models our analysis time could be greatly reduced and our cost and time to market savings increased. Double that figure if you are using consultants. Vendor supplied models were either too large, too expensive or incomplete relative to cost.
In the next few blog I will sort through our methodology and best
practices to help you understand how we define high level processes, the KPI’s around these processes and then use these high level models to generate successively finer grained business process models to then run on our BPM platform.