Insights into business process management bpm

Editor's Notes

• #7: Also a great supporting attribute of Customer Value is shareholder value, if Customers are happy, they will buy more products and services and if processes are efficient, this will result in increased profits and increase stock value and dividends.The customer values whatever the customer thinks is worth paying for, so if the customer won’t pay for something, it is waste that you can eliminate.
• #14: 8 in 10 senior executives expect the level of business complexity to increase over the next five years, fueled by volatile market conditions, multifaceted customer and partner relationships, rapidly changing business processes, and more advanced technologies. – source – “The Top 10 Business, Process, And Technology Trends Impacting Business Process Pros In 2011 – Forrester Research Inc.Process and data governance efforts are aligning. Typically they have been siloed efforts, with limited if any collaboration. With business taking an increased role in processes and process automation, these silos will soon begin to evaporate.
• #15: As organizations become more complex, the rules under which they operate become more complex too. As some point, leaders need to recognize the situation and redesign old processes or create new process to return to a state of being more efficient, agile, flexible, etc. very similar to the “big bang theory”.BPM also established a common language for process transformation, focusing on 2 key areas:Replace requirements gathering with process modeling – most stakeholders and developers rarely read requirements documents, yet the thickness of a Business Requirements Document (BRD) is a key metric of success. Replace the traditional method of gathering requirements with business processes to capture and scope key business functionality to be analyzed for automation or software support.
• #16: All of these are a result of focusing on improving business value outcomes, not solutions. Again, the key focus is improving Customer Value.
• #21: Five common weaknesses are:Very few processes were formally identified and mapped.The majority of operational knowledge was tacit, held in people’s heads.There was no common process governance model, which led to large variations in the way processes were managed and ultimately in the types of services and deliverables customers received.Lack of common processes perpetuated uncommon performance measures, making it difficult to track, compare, and monitor process performance across Operations.Lack of visibility into the day-to-day workload made it extremely difficult to provide resource leveling.
• #23: Core processes are the key activities an organization performs in order to make money and satisfy customer needs. These processes are what typically separates the organization from their competitors. Support (enabling) processes, such as IT, HR, etc. support the primary business activities, in other words, support processes are not what the Customer comes to the organization for.
• #26: Examples of business goals are:Improve productivity by 25% and/or reduce headcount by 25% and or reduce overtime by 10%Enhance transparency of process tasks, workflows, and measures across all levels of management and staff.Move the organizational culture into one focuses on process improvement as a key value creator by training and involving all staff members in the work.
• #27: Regardless of BPM maturity, the BPM methodology will work.BPMM – ABPMP maturity model – 5 levelsLevel 1 – Initial - InconsistentLevel 2 – Managed – work unit managementLevel 3 – Standardized – process managementLevel 4 – Predictable – capability management Level 5 – Innovating – change management
• #30: What are some assumptions?
• #45: We all have our perspectives when we look at a processCritical advantage of BPM is to look at a process, you can see other’s perspectiveWe capture all perspectivesFor example, in the pictureOld woman2 trees that form an arch2 mouse-like characters