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Posts Tagged ‘BPM’
The process maturity model is probably the most underappreciated concept of the Business Process Management discipline.
Virtually every company becomes caught by the business process idea, sooner or later. The BPM promises – sales up! costs down! unprecedented agility! – make people eager to implement the “BPM thing” as soon as possible, if not yesterday.
But here is the trap: people tend to view BPM as an ocean of opportunities where almost any course may be charted. While in reality it’s rather a railroad line named “BPM maturity scale”. Knowing the map of this line is absolutely critical because the process maturity is a part of company’s culture so it can’t be picked up arbitrary or changed easily – only step by step. One should honestly evaluate at what station the organization currently stays and then buy a ticket to the next one. Taking what seems to be a short way may derail the company’s BPM train. » read the rest
Scott Francis wrote a great post that very much resonates to our experience.
BPM projects are special because business processes are volatile by their nature. They are changing because (1) the business environment is ever changing and (2) our own understanding of what is the best way to do our job and to serve our customers is changing.
It happens all the time: as soon as the customer’s process is discovered and mapped, people at the customer side say: “do we really work this way?!” Meaning that it’s so obviously inefficient and ineffective. Yet it only becomes obvious after the analysis is done by a competent process team, not in advance.
This is why an attempt to do the process work traditional way - on the basis of rigid specifications and contract terms - is doomed. Here is how Scott describes it:
- Incredibly detailed specifications for the software, regardless of the native capabilities of the underlying software platforms.
- Named resources (staff) on the project, in the contract.
- The contract includes most or all of the specifications, binding the vendor to an exact implementation definition, and removing all doubt about what is desired.
- Having secured very rigorous contracts, with performance penalties and exacting specifications, the contract will also specify an extremely aggressive average rate for the personnel on the project.
A customer needs to put in order the contract approval process. Desired timeframe is “yeserday”.
But to do so they need to agree the contract with the BPM consultant
The true story…
Process vs. Project Management distinction is in fact very artificial - at a closer look one doesn’t exist without the other.
Both for projects and processes two levels of management can be specified:
- managing business/company (or its part)
- managing the management system - let’s call it meta-management
For example, managing the new shop construction is about creating timely and accurate schedule, back it up with resources, make everyone know what he/she should do, where and when. Reporting and control, addressing deviations and adjusting schedule - this is the project management routine. It’s the first level of the project management. » read the rest
Sorry, this entry is only available in Русский.
In the previous article we divided the collaborative work continuum into projects, processes, cases, document-oriented workflows and issues.
We also noted that it was made for analysis purposes only; in reality, they are interrelated. As an illustration, the PMBOK (Process Management Body of Knowledge) talks about processes more than about projects; similarly, the big part of BPM CBOK (Business Process Management Common Body of Knowledge) is devoted to processes improvement and process transformation projects.
This interrelation shows itself in the following: » read the rest
Interestingly, when you meet a certified project manager, he/she almost immediately starts talking about how important is to manage projects and how it should be done. Similarly, a process management expert looks at the world through processes.
In reality, however, most organizations have to deal with processes, projects and cases which are somewhere between the two. Therefore they need a balanced, unbiased view of projects, processes and cases that in essence are just different kinds of collaborative work. Projects, projects and cases have more in common than it may seem at the first glance: whatever approach is taken, there always is an initial state, resources and goals to be reached.
Yet it’s hard to be an expert in different knowledge areas. One can learn the theory but it takes years to become an experienced practitioner. That’s why it’s relatively easy for an organization to find a project or process experts but there is risk that they will overestimate the importance of one approach at the expense of the other. » read the rest
In the previous articles, we positioned Project Management and Process Management as systematic ways to compensate the issues of pure functional management: loss of control at handoffs, loss of focus on corporate goals, sub-optimization, etc. Let us now consider the tools (i.e. software) support for functional, project and process management.
Let’s start with the functional management. First, there are standalone applications – accounting, warehouse, product lifecycle management (PLM), advanced planning & scheduling (APS), etc. targeted to specific departments. Historically, these applications have appeared first as the earliest form of management was functional management. » read the rest