This is usually best accomplished by a third-party since most people don't have or want to spend the time on such things -- after all,
[i]they[/i]know what they do; what's your problem? :-)
The process owner is responsible for having narratives, diagrams, metrics, and associated job aids available a week prior to the session. That way everyone can participate with the same data and information.
If our process owners don't participate regularly in the lunch and learns, that lack of participation is noted in their review and so forth.
We have a culture that rewards behavior which is consistent with the FMTSI vision and mission. There are also consequences for noncompliance. Ultimately our approach becomes a self selecting criterion for our associates. Those who are comfortable -- stay (typically for a while). Those who aren't -- leave (with our blessing).
The best way to exchange process information? Capture it from the horses mouth, capture it as deeply as possible, link to other information and govern the levels of those processes from thoughts to working to guidelines for work today. And, keep it ever-green...
Elevations Credit Union, a BlueWorks Live (BWL) reference, just won the Malcolm Baldridge National Quality award!
Check out this 30 minute webinar on Elevations Credit Union transformation with BWL:
Here is a blog from Brian Safron - Director of BWL Product Management: https://www-304.ibm.com/connections/blogs/aim/entry/is_it_possible_for_process_documentation_to_generate_roi?lang=en_us
Using tools like Blueworks Live or Signavio also help a lot as they allow to create process repositories with collaborative features.
Finally, and considering Ian's post... using Facebook, Youtube, and Twitter for organizational learning and knowledge sharing is NOT a joke. If you leverage your knowledge management activities on tools that everyone use, then you are on the right way to truly create a organic learning organization.
Is it knowledge in a wikipedia page about 'what is process management' ?
Is it knowledge about 'what steps do we do here' ?
Is it knowledge about 'who does what with what information and supporting tools' ?
Is it knowledge about 'all the exceptions that only the oldtimers here know how to cope with' ?
Is it information about 'how the process performs'?
Is it information about 'the current state of cases in your processes'?
Is it information about 'an individual case'
There is so much to be known in process country, that even Facebook, Twitter and youtube might be good sources, or maybe Ivory tower initiatives like process centers of excellence.....
It's all about People engaging with their "Process" in a way that first they understand how the process delivers and their role. Second their views are important and can be readily incorporated into their process.
The old days of people being forced to adapted to the software needs to be reversed and once people understand “how” the new “BPM” driven adaptive software actually works in their language that new door opens. Transparency for all is key and it’s not just a one way street. Process knowledge once exposed belongs to the business but in return people can become empowered and enjoy their role in contributing in creating a good businesses?
This is the start of a new journey of a culture change but evolution not revolution as business regains control of knowledge of their processes. As I have said many times “how” knowledge is more important that “what” as far as the supporting software delivering is concerned.
Process knowledge is a “business manual”. Previously it was a thick document immediately obsolete after being printed. Right now, it is a linked and multilingual collection of wiki pages which refer to processes and processes (activities) which refer to related wiki pages. Everyone can comment, raise a problem, attached interesting cases, etc. to any page. Small editorial groups change pages for their departments.
We are undergoing the same transition with data. We used to guess a process, perhaps collaboratively with a few sticky notes. Then we’d set rough targets and say if it achieves that it is a good process. When it did we’d go away for five years and fix something else.
Now we have electronic process. It delivers up data in milliseconds – lots and lots of it.
So what do we do? Do we ignore it and keep on tuning by hand? Or do we build in systems which use the data to continually optimise the process?
If we have those systems, how do we manage them? Do we limit them by insisting the knowledge is limited to the level we understand or can manually manipulate? Or do we simply trust the analytics – fuel, emissions and power in the case of the car – speed, accuracy and resilience in the case of process.
The real question is what do we do if we haven’t got to the data-driven automatic optimisation stage? Well we create the best analytics we can, aggregating the data into gauges of our three key indicators. And we share this with everyone who can possibly affect these indicators, so we together can drive down the negative indicators and optimise the positive ones.
At Social Process, we do that using eXoPlatform to collaborate, using Tableau or Plot.ly to turn data from Bonitasoft into our gauges. We take the biggest problem each day, rapidly re-iterating until the performance improvements get smaller and smaller.
But it isn’t the best way – just the best we have found so far in the half-way house which is BPM.
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[b]this[/b]button do?", but about real tips on how to perform the business process, why does it have to happen like this, what is the impact on the other actors, and how does the activity link to the end goal of the process. As simple as possible, as intuitive as possible.
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