Let me show you how Action Learning works with the unique 3-PEAT process from i4Process.  I call this the 3-PEAT process because it has business process improvement learning happening for 3 different teams at once, all in one workshop.  If you don’t have the bandwidth to do 3 teams, do one or two—that’s fine–but there is synergy and efficiency with more than one team.  (For Part 1 of this blog, see the previous blog.  It discusses the advantages and disadvantages of different types of training methods.)

There are probably a hundred analytical techniques for improving a business process, but four are required and swim lane analysis is one of them.  (For more information on the other three see my blog, “We Finished Modeling Our Processes? Next is Optimization–WRONG “)

After creating the charter, and selecting the sponsor, process owner, project lead, facilitator and team members, one of the first things the BPM team does is model the current state process using a swim lane model, also called a cross functional deployment model. This is a process diagram showing the steps and decisions/gateways in the process by role.   This task in itself can be eye-opening and motivating. (See other i4Process blogs,
Isn’t There a Simpler Way to Model a Process?” and “Which Process Improvement/BPM Diagramming Notation Should We Use?” Parts 1 and 2 for more information.)  While diagramming the current state employees see the whole process, note how their part impacts another part of the process, identify current problems, and suggest improvements.  They also learn the basics of diagramming a process and how to use the notations and communicate the flow, steps, and decisions with them.

Which BPM training is best?  Well, the proof is in the pudding – in the results for the organization and in the results for the resources.  For the organization you want to see process improvements implemented and success metrics achieved.  For the resources –leaders, managers, and employees– you want understanding and advocacy of the principles, new skills and continued usage of the skills.  So the answer to this question—Which BPM Training is Best?—is in the approach to training, not the specific vendor, instructor, or content.

Matthew Fontaine Maury

Making Business Processes More Transparent Through Data Analysis

Big Data already existed in the 19th Century. At least that might be the conclusion you would draw by looking at the story of Matthew Maury. We draw a parallel with the first systematic evaluations of seafaring logbooks and show how you can quickly and objectively map processes based on the evaluation of log files in IT systems.

If you don’t get off to the right start with a BPM Project, there are all kinds of consequences such as

  • Needing to change process owners mid stream
  • Wasting time focusing on the wrong goals
  • Not involving the right resources
  • Missing critical information and making poor decisions
  • “Buying” the technology solution

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