BPM.com
  1. Emiel Kelly
  2. BPM Discussions
  3. Friday, November 08 2013, 11:05 AM
  4.  Subscribe via email
Most BPM folks agree that if you are going to do 'something with processes' you need quick wins to keep momentum.

So I'm curious; What was your most epic quick win in a process project?
Common Sensei at Procesje.nl
Lloyd Dugan Accepted Answer
This is a tricky one for me to answer. Primarily, because my "BPM" projects tended to really be SW projects masking as something else, and a quick win SW project is either an oxymoron or a unicorn-like mythical beast. In any event, I would say that the first pilot project I did as the Chief Architect for the Process Modeling Design Center (PMDC) of the Dept of Veteran Affairs Ofc of IT (Architecture and Strategy Division) qualifes as it. Each project under the PMDC was either (more/less) 30 days, 60 days, 90 days in length (exclusive of the triage to classify a project as one or the other). The first pilot had to be a win because the credibility and utility of the PMDC depended on it.

The VA did not give us a good project to use since the VA team (for the shared process/service) was hostile to outsiders but approachable and the candidate user system (another VA team) was simply unapproachable. So we had to work with technical and functional specs, breaking them down and modeling the requirements in BPMN. But that wasn't enough since the design had to be actionable by one or both of the VA teams (and, by extension, to other user system VA teams). So we had to package the model in a way that made its application crystal clear. What I came up with was the concept of "super requirements" that defined the essential characteristics of any user system, and could thus be used to customize the incorporation of the reusable design for the shared service (the one done in BPMN). These turned out to be a handful of questions whose answers defined inflection points in the design (which became branching paths in the model, based on the specific business logic required for each answer to be made).

The VA EA Team loved this approach since it gave them standing to have conversations with any candidate user system VA team without having such a dialogue be mediated by the overly technical folks from the shared service VA team. So the takeaway from my experience is that the principal artifact or output of the BPM project must be highly and immediately usable for it to be a "quick win".

Surely there must be other stories????????????
Comment
  1. more than a month ago
  2. BPM Discussions
  3. # 1

Just implement in one week with processes a solution which all your peers said impossible or maybe possible in 3 month with $$$$.





Thanks,

AS
Comment
  1. more than a month ago
  2. BPM Discussions
  3. # 2
John Morris Accepted Answer

Eight weeks to make a sale built around business process supporting B2B (i.e. automated POs) purchase ordering.


Clock started on discovering a requirement and that there was a competitor already demonstrating. Win demanded that we show a POC for PO and ACK and end-of-conversation between a downstream chemical company and an upstream precursor provider.


Involved a B2B protocol, integration to ERP and correlation. And we had zero USA references.


The business case was in place, but there was no experience or desire for a business process-based solution.


We won, even coming from behind, because we showed "it could be done" and "it could be done cheaper and faster" with process technology. Getting the prospect to agree to "try the new" was the win. That and good execution.



Comment
  1. more than a month ago
  2. BPM Discussions
  3. # 3
  • Page :
  • 1


There are no replies made for this post yet.
However, you are not allowed to reply to this post.