BPM adoption guideline

In this short guideline for BPM adoption, you will find a set of scenario that have originated the BPM enablement in numerous organisations (whole companies or, at lower scale, departements). By clicking on a scenario, the key BPM elements to consider are presented.

• You know your organization has to adapt itself but you don't know what to change or how to initiate the changes.
• The usual techniques allowing "doing more with less" are not satisfactory anymore.
• Your tools (IT or not) are not well adapted to your processes.
• The team size changes significantly (acquisition, massive hiring,...) and the productivity doesn't match the expectations.
• Misunderstandings, time loss and even frustration hinder the meetings efficiency.
• The already-solved problems reappear.
• Numerous emergencies await you when coming back from an out-of-office period.
• New employees ramp-up period is too long and costly.
• Initiating a project is so painful you are reluctant to do so.
• Too much effort is invested in projects before realizing they are actually not profitable.

• You know your organization has to adapt itself but you don't know what to change or how to initiate the changes.
  • Map your processes to determine where you are (SWOT analysis).
  • Create a BPM Center of Excellence to support identification and analysis of the candidate orientations.
  • Acquire "Best of breed" methods and tools adapted to your needs for analysis, design and implantation of evolutions.
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• The usual techniques allowing "doing more with less" are not satisfactory anymore.
  • Define a role of "Chief Process Officer" reporting directly to the President in order to enable an "integrated and corporate" management of processes.
  • Define a BPM program to synchronize the various projects (6Sigma, LSM, tools implementation,...).
  • Create a BPM Center of Excellence to support the adoption of "Best of breed" methodologies and recently mature tools.
  • Model the processes with a Client perspective so that the limits of a "Silos" organization are pushed away.
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• Your tools (IT or not) are not well adapted to your processes.
  • Define an "Agile-like" methodology to ensure the tool/process consistency is validated.
  • Create a BPM Center of Excellence to take in charge the coordination of tools cross-projects and department-wide.
  • Model the IT infrastructure to document the relationship between IT components and processes.
  • Conduct audits on a regular basis to ensure the processes are adequately tooled.
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• The team size changes significantly (acquisition, massive hiring,...) and the productivity doesn't match the expectations.
  • Map your processes to facilitate the understanding of such evolution's impacts.
  • Acquire simulation tools to identify weaknesses such as bottleneck and resources under assignment.
  • Systematize processes and automate alerts production to react swiftly when facing resource assignment issue.
  • Automate dashboards production and trends analysis to anticipate the issues.
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• Misunderstandings, time loss and even frustration hinder the meetings efficiency.
  • Map your process to build a shareable knowledge base.
  • Standardize the processes documentation to develop a common vocabulary.
  • Produce the RACI matrix so that each person knows what he/she is expected to do and what he/she should expect from the colleagues.
  • Automate the reports and presentations production to facilitate their utilization by process practitioners.
  • Integrate the objectives/KPI to the processes to de-personalize the issues.
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• The already-solved problems reappear.
  • Define a project management methodology (covering analysis and validation) to reduce the risks of regression.
  • Create a BPM Center of Excellence to ensure the persistency and consistency of the procedures.
  • Conduct audits on a regular basis to ensure the processes are followed and applicable.
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• Numerous emergencies await you when coming back from an out-of-office period.
  • Model your processes to enable delegate more efficiently and precisely.
  • Document and publish the objectives and KPIs to systematize the priority and alerts management.
  • Document and publish the alert-triggered subprocesses to support delegates.
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• New employees ramp-up period is too long and costly.
  • Model your processes to help them position themselves in the organization swiftly and without equivoque.
  • Standardize the process models to develop a shared and unique vocabulary.
  • Publish the processes and related information to make available a unified knowledge repository.
  • Produce the RACI matrix so that they know what they are expected to do and what they should expect from the colleagues.
  • Integrate the training material and the processes to support a proper knowledge transfer.
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• Initiating a project is so painful you are reluctant to do so.
  • Model your processes to highlight easily and unambiguously the scope, objectives and targeted process elements.
  • Standardize the process models using market practices to enable information re-usability.
  • Create a BPM Center of Excellence to allow for resources re-usability and sharing cross-projects.
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• Too much effort is invested in projects before realizing they are actually not profitable.
  • Produce a process map "persistent and sufficient" to allow for a first while trustworthy impact analysis.
  • Model the processes and their alignment with the business objectives to unify the project stakeholders' understanding.
  • Create a BPM Center of Excellence to maintain a robust and proven methodology for project management.
  • Design and deploy measurement, analysis and/or simulation facilities to easily determine project's relevancy.
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