As it's still August, I thought we might have some fun with this: What's the worst advice you can give someone just starting BPM?
Worst advice (in no particular order):
1. Hire infosys to do this project.
2. you can totally make up for quality with quanity
3. an hour of labor is just an hour of labor, who does it doesn't matter at all
4. we should definitely map all processes in your organization before we implement anything
5. start with whatever ships with SAP
6. use an industry template, you'll save lots of money. Nevermind that the services bid on top of that template is greater than the services bid to build it from scratch with toothpicks, I'm sure the template is really high value.
7. pick something that is so trivial you can't possibly fail
8. spend lots of money on infrastructure so that in 4 years you can really scale this thing
9. definitely use a waterfall approach to BPM - you wouldn't want people changing requirements just because business conditions have changed
10. You can manage multiple competing vendors on a single team - don't worry there won't be any finger pointing :)
"Buy the 'best' (most popular) BPM Suite, no matter which kind of processes you have".
This is the exact opposite of what you should do. First you need to know which processes you're working with and are most common in your organization, and only then choose the right BPMS.
If your first BPM experience is negative, you won't be able to recognize the benefits of the discipline and will probably think that it isn't for you, just because the BPMS wasn't for you.
Let's go for it! The whole enchilada, right out of the gate! Enterprise-wide! We can DO it!
It's impossible to "just start BPM" because BPM is what the organization does with its businesss processes. Every organization manages its processes, whether consciously or inconsciously (explicitly or implicitly), doing it well or not so well.
Just like Moliere's hero who has been speaking prose all his life.
interesting thread!.....on a lighter note!!
"Once you adopt BPM, all the business stakeholders will get a halo above their head" - you can start preaching now
"Confused about which BPM product to purchase and which product fits your landscape - lemme tell you - if you have enough budget - get them all!! :-)"
"Close your eyes - I suppose you can now see the process flow - your should now think of adopting emerging Digital Trends in the Market"
Set up a BPM competence center of excellence (or anything else that sounds so cool) with too many overpaid consultants who can discuss how to convince the CEO how to approach BPM.
But please, hide them in a separate building, so your employees don't get bothered and can continue to help your customers.
The Worst Advice is that which was given to me, when I started in BPM.
"BPM is just Lean and Six Sigma done on a computer"
In the first generation of computing, we tried to use the machine to replicate what we did already by hand.
Spreadsheets were versions of paper tables, Word documents were still Letter or A4 size and CRMs were big Rolodexes.
And things were done once, because they were hard to do.
We've long moved beyond that. Each generation of computing unlocked possibilities we quite simply couldn't do as simple humans.
We have infinitely more complex interactions between tasks, users, data and recipients.
We have infinite memory too - we have a rich history for every player and amalgamated data for what works best in every interaction.
Yet our BPM tools and design processes are often still at that stage 1 level.
Replicators of manual processes. Designed to be done once only, then set for all time...
Draw the process out as if it was on post-it notes. Create linear decision paths and simple decision trees.
And input all this into a big dumb BPM tool to preserve it forever, no matter how the market, user expectations and possibilities change over time.
That is as out of date as the horse and cart, now matter how clever the principles on which it is based.
Processes can now learn from themselves. Everyinteraction gives you data and better data can be used to create better processes.
AB testing validates hypotheses and moves it forward to align with changing market needs.
So just as management is now continually evolving, so BPM is about creating a continually evolving and optimising system.
More about Machine Learning and Complexity Theory than Six Sigma.