Setting a good foundation for BPM Success
As companies embark on a Business Process Management (BPM) initiative they should do so in a step-by-step approach of first designing a Process Landscape and then identifying KPIs and other strategic objectives for the BPM program. The process landscape will be a key reference document for all future work on individual processes and will be the highest level information about the organization’s key processes. The landscape should be formed in a way that shows the inter-connectivity between processes and where they fit into the wider organizational functional areas (i.e. sales, marketing, logistics, etc.). A BPM analyst should be engaged to help create this high-level process landscape and to use it as an instructional tool with BPM program stakeholders in defining scope, criteria and other information as processes are selected and prepared for implementation. Buy-in from leaders of the organization’s key functional areas is critical to ratify the landscape so that it can be used throughout the BPM program’s lifecycle.
In some situations, an IT landscape review should be done that will be a key source of information for the project teams responsible for process implementation and optimization. What systems are currently used to control existing processes? How do these systems interact with one another? What systems are being replaced or changed in the near-term? What are the limitations of the existing systems and what potential impact might that have on processes? Although processes should be analyzed and designed independently of currently systems, a thorough knowledge of the IT landscape is important in order to set real expectations, identify risks and form the correct project teams.
The formation of a BPM processes Center of Excellence should be considered as a means to define and eventually maintain the BPM program. The Center of Excellence (CoE) would have responsibility to help prioritize the processes, set standards for analysis and design, identify Key Process Indicators (KPIs) and ensure alignment with strategic initiatives for each process implementation. The BPM CoE ideally would be independent of any single functional area within the organization so that processes are prioritized strictly based on overall management objectives. However, the virtual formation of this team is also acceptable in the beginning of the BPM initiative.
With the right focus, a solid foundation for a successful BPM program can be quickly established through the creation of a Process Landscape, identification and alignment of management goals for the BPM program and the establishment of a Process Center of Excellence. At WIB, we are here to help make your BPM journey a success from the start.