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  1. Peter Schooff
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  3. Tuesday, January 12 2016, 09:46 AM
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What do you think should be the number one BPM priority for a company in the year ahead?
Emiel Kelly Accepted Answer

BPM is daily business, so the only priority would be 'keep on executing processes that make your customers happy (and like to pay for)'


 


 
Common Sensei at Procesje.nl
Comment
  1. more than a month ago
  2. BPM Discussions
  3. # 1
Tim Stephenson Accepted Answer

A chance to wheel out my favourite General Patton quote:


> A good solution applied with vigor now is better than a perfect solution applied ten minutes later.


Applied to BPM I'd recommend that this continues our pursuit of upskilling and empowering business users within an appropriate framework of governance and auditability.


And one more thing: solutions created out of observed data rather than hunch or 'established wisdom' will continue to be disruptive so that empowerment had better have an analytic component.

Comment
  1. more than a month ago
  2. BPM Discussions
  3. # 2
Jim Sinur Accepted Answer
Blog Writer

I would suggest mapping constituent intteractions. I would start with customer Journeys and go from there. This is easier said than done because organizations think their processes are already there. I would guess the results of the mapping would open a few eyes.
References
  1. http://jimsinur.blogspot.com/2015/01/the-dangerous-disconnect-between.html
  2. http://jimsinur.blogspot.com/2015/01/process-management-providing-better.html
  3. http://jimsinur.blogspot.com/2015/05/dangers-in-first-steps-of-digital.html
  4. http://jimsinur.blogspot.com/2014/02/if-you-dont-take-care-of-your-customers.html
  5. http://jimsinur.blogspot.com/2015/02/a-dramatic-shift-in-customer-experience.html
Comment
I think processes are already there, because products or services are delivered, but indeed these might not be the right processes (anymore). And of course all processes can be improved.

Agree with you 'making sure we do the right thing (processes) here, should be the priority. Gadgets will come later.
  1. Emiel Kelly
  2. 10 months ago
  1. more than a month ago
  2. BPM Discussions
  3. # 3
Scott Francis Accepted Answer
Blog Writer

Focus on the business outcomes and TCO, quit getting distracted by:


- hourly rate


- the ups and downs of daily business news


- requirements that aren't tied to buisiness outcomes



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  1. more than a month ago
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  3. # 4
David Chassels Accepted Answer

Before you start understand "how" the BPM supporting software will deliver exactly what is required and the inevitable future change. This will include the adaptive user forms and of course how to handle the mess of legacy! Might be a good idea to understand cost?
Comment
  1. more than a month ago
  2. BPM Discussions
  3. # 5
Ranjit Notani Accepted Answer

I would say the number one priority for companies would be in instilling a process mindset in regular business users. This process mindset is prevalant in I.T. but its prevalance with regular business users is very uneven. Only once regular business users start driving this will organizations start realizing the full potential of BPM.


Part of this involves investing in educational initiatives and the other part involves investing in tools geared towards business users.


I also think the BPM industry needs to do its part in evangelizing the benefits of BPM when driven by business users. (Or at least the part of the BPM industry that believes this :). Obviously vendors that believe this will do some of this evangelizing, but BPM consultants and Lean consultants also have an invaluable role to play here.


 
References
  1. https://tmail21.com/blog/rethinking-bpm-based-on-lean-principles/
Founder and CEO, TMail21
Co-founder and CTO, One Network Enterprises
Comment
@Emiel, I think *some* regular business users have an intuitive grasp of their 'processes'. Amongst those that have this mindset, they have a huge advantage over I.T. in that they understand their needs at a much deeper level. For others not so much. This is why I used the term 'uneven'.

Even for those that have a process mindset the issue may be that there is no easy way for them to easily actualize their processes. The ways that one sees today are
1) Tribal knowledge.
2) Written document
3) Apps
4) Engage with I.T. to build a process for them

#3 works well when the App does what the business user wants. This is the optimal scenario. When the app does not meet needs there needs to be something better than #1 or #2.
  1. Ranjit Notani
  2. 10 months ago
To be honest, I think regular business users have more of a process mindset than IT.
  1. Emiel Kelly
  2. 10 months ago
  1. more than a month ago
  2. BPM Discussions
  3. # 6
Tim Bryce Accepted Answer

Take stock of your systems, evaluate the business processes within them, such as age and deficiencies, and prioritize them for review by management. Also prepare a preliminary cost/benefit analysis on the top 10 or 20 processes. Determine which need modification and which truly need to be rewritten from scratch.
References
  1. http://timbryce.com/
Comment
  1. more than a month ago
  2. BPM Discussions
  3. # 7
Walter Bril Accepted Answer

Stop treating BPM as a (periodic) vehicle for automation or proofing compliancy (only). Start seeing BP
[b][quote][i]Management [/i]
[/b][/quote]as the
[i]fundamental (knowledge) base[/i]
where your business (at all times) depends on. Not because of workflow or case. But simply because you KNOW how stuff (dare I say strategy) can get executed in a better and more controlled way.


[i]Anything [/i]
in life is a process. Without process
[i]nothing [/i]
happens. Control the process better, and you'll change behaviour and outcome. Obviously information, resources (people) and tools (technology) is tightly related here...


I might be acting again the philosopher role here, but hey...
Comment
Processus ergo sumus.
Processo ergo sum.
  1. John Morris
  2. 10 months ago
You should add some Latin phrases.
  1. Emiel Kelly
  2. 10 months ago
  1. more than a month ago
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  3. # 8
Nigel Kilpatrick Accepted Answer

The number one priority is to get rid of the phrase BPM as it currently stands and replace witth Management of Processes for the Business User. Put BPMN in the end user deployment bin and use a notation that can easily define the BPA (Business Process Architecture!).



Comment
Business users don't manage processes. They manage cases. And might execute a process for each case.
  1. Emiel Kelly
  2. 10 months ago
You mean what we used to call, "Systems"?
  1. Tim Bryce
  2. 10 months ago
  1. more than a month ago
  2. BPM Discussions
  3. # 9
Ian Gotts Accepted Answer

Start looking at your business from the customer's perspective - what is the CX (customer experience). Think of that as a process and make it leaner and then more consistent across all your teams, offices, locations, channels. Then automate whatver you can to improve responsiveness and compliance
Comment
+1 again CX, similar to what Mr. Sinur calls "customer journey", or what could also be called "narrative". It's not just the "customer" experience, it's the end-to-end experience, journey or narrative of any actor. Thinking in these terms raises us out of the swamp of technical acronyms into a world of direct engagement with day-to-day work. [OK, I don't know many business people that talk frequently about "journey" or "narrative", but the intent is useful . . . ]
  1. John Morris
  2. 10 months ago
Agree. But I never knew there was another view on processes than from the customer's perspective.
  1. Emiel Kelly
  2. 10 months ago
+1 for "customer experience". Huge importance to organizations, much less emphasis by BPM vendors.
  1. E Scott Menter
  2. 10 months ago
  1. more than a month ago
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  3. # 10

A real example from one of my clients - "Implementing process-centric solutions by us not by the professional services of our BPM-suite tool vendor".


Thanks,


AS



Comment
@Emiel Actually, we use this BPM-suite tool as PaaS which is a component in our CUBE platform (see "Typology of platforms" - http://improving-bpm-systems.blogspot.ch/2015/12/typology-of-platforms.html ). Thus they (as well as our IaaS provider and several SaaS providers) run a well-defined part of our "cuisine".
  1. Dr Alexander Samarin
  2. 10 months ago
@Alexander Maybe I should have said then: Would you ask your kitchen supplier to learn you how to run your restaurant?
  1. Emiel Kelly
  2. 10 months ago
Emiel, The professional services of our BPM-suite tool vendor "cooked" successfully a few projects for us. But, our strategy is "configure it ourselves" to keep the knowledge in house and to carry out small improvements internally.

Also, we want to build a corporate unified business execution (CUBE) platform ( see http://improving-bpm-systems.blogspot.ch/2015/10/enterprise-patterns-peas-example-cube.html ) in which the BPM-suite tool is only one of the components.
  1. Dr Alexander Samarin
  2. 10 months ago
Agree! Would you ask your kitchen supplier to learn you how to cook a fabulous boeuf bourguignon?
  1. Emiel Kelly
  2. 10 months ago
Very good! It's OK if a customer decides, upon consideration, that it makes the most sense for their business to have the vendor do the development. There are plenty of good reasons that might be the case.

But as vendors, it's our job to ensure that customers can, if they so desire, cut the cord and proceed to grow their internal capabilities. We're a lot more interested in successful customers than we are in a few services dollars here and there.
  1. E Scott Menter
  2. 10 months ago
  1. more than a month ago
  2. BPM Discussions
  3. # 11
E Scott Menter Accepted Answer
Blog Writer

I'm going to cheat by not limiting myself to only one "#1". Sue me.☻

[list]
[*]
Customers! Customers! Customers! BPM isn't just for the back office anymore. Oh, and by the way, your eforms (with all due respect) are probably horrible. Before you show them to customers, get some UI/UX/CX folks in to redesign them for you.
[*]
Supply chain partners. Your vendors and and partners are intrinsic to your processes and your success. Turn them into full-fledged participants in your BPM-driven applications.
[*]
Render unto workflow what is workflow's, and to case what is case's. In other words: traditional process and case management aren't all that distinct. Your BPM-driven applications should be able to easily take advantage of both paradigms, flowing easily out of one, into the other, and back into the first again.
[*]
Recognize BPM for what it is: a platform for the rapid design, creation, deployment, operation, and iterative improvement of robust, custom business applications. Build teams with the appropriate skills for making the most of this technology. These teams may include analysts, architects, builders, UI/UX/CX, and others who grok the BPM paradigm and know how to exploit it without treating it like something it's not, something with which they may be more familiar (a common problem with programmers, for example).
[/list]


I take it back. The last one is #1.



http://www.bplogix.com/images/icon-x-medium.png Scott
Comment
  1. more than a month ago
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  3. # 12
Garth Knudson Accepted Answer
Blog Writer

BPM is proven both as a methodolgoy and solution platform. So find a project. Get started by identifying and classifying improvement opportunities based on likely financial, customer, and strategic benefits. Create and score projects based on benefits (e.g., strategic fit, cost savings) vs effort (e.g., resources, duration, capital investment, risk), and select the candidate with highest value and/or just-do-it potential. Assign project sponsors and teams, gather remaining inputs and outputs, create scope and project charters, and define project plans. Then go do it. Apply lessons learned to the next project. Go from smaller projects to larger projects as team become comfortable and management committed.
Comment
Garth, good sales model . . . except isn't this the same recipe that has been used by savvy BPM sales people for 10 years? Or any technology for that matter? Are we at a tipping point or something? And now all this hard work is going to start to pay off faster? : )
  1. John Morris
  2. 10 months ago
  1. more than a month ago
  2. BPM Discussions
  3. # 13
Peter Johnston Accepted Answer

Get rid of the Project Methodology.


Done as a project, BPM is costly, disruptive and rarely produces the benefits envisaged. Worst of all, once the project team leaves, that is as good as it gets - as the process need evolves, the process doesn't leaving it trapped in a timewarp.


Take a leaf from the machine learning and lean startup handbooks. Simply create the existing process in your BPM software, then set up a learning and AB testing system which analyses the data the system produces and makes predictions on what works better, then testing those and creating a winner stays on iterative process. Instead of a process which decays, you now have a process which learns and continually optimises and adapts to changes. This system basically gets better every time you use it, eliminating the need for costly project teams to come back in and refresh every few years.


Projects were part of the old, static world, not the new fast-moving one. And if your company still thinks in projects, it is on the way out.
Dynamic Process
Oxfordshire, UK
+44 (0) 1491 874368
+44 (0) 7590 677232
#dynamic_process
peter@dynamicprocess.uk
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  1. more than a month ago
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