BPM’s Best First Step: Three-Step To Implement BPM Best First Process

BPM is becoming strategic effort in many organizations today, as business turns to be hyper-connected and over-complex; however, around 70% of BPM projects fail to reach the expected result. Every trip starts with first rung on the ladder, how to select your very best first BPM project? There are various parameters in question and what you pick should depend on your organizational context – objective, culture, governance maturity, process maturity, technical competence, political perspectives, also, how to implement BPM smoothly?

Here are three logic steps. Be “clear” on the key drivers among many and sticking weapons to it. Many BPM implementations come with different “Key Driver”. The process selected must address “that” key driver for the business in question. Ironically, the Key driver for the organization entering BPM gets lost in the multiple text messages coming from throughout once the effort really kicks off.

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In the attempt of trying too hard to be successful, the goals of the first task get overloaded with various “general success criteria”.. Process that needs lowest degree of Change Management. The greater systematic method of the problem of picking right up the right process is high-level value string analysis followed by performance gap analysis.

These activities should precede the BPM project plus they provide valuable leads to assess that the procedure they select isn’t so complex or large that it can not be completed, or the effort will simply be discouraging. Companies often believe that you start with an overly complex process first is a good way to see if BPM is of value.

While BPM software is most likely capable of handling those complex processes, it takes time to implement those which could lead to a hold off in user adoption and immediate ROI. Whatever category (HR, Finance, etc) of processes that BPM can be applied to, focus on the less complex and get immediate traction force with end users. The process range need be well defined. This way a significant business problem can be tackled hand-on while garnering support from over the organization.

Finding the balance includes experience. The procedure need have high business influences with low risk to the business enterprise. Unfortunately high impact usually means high risk. It’s like heavy-lifting: picking up a weight that is too heavy for you (high stakes) mean a threat of not qualifying; yet a weight too light means loosing the competition. When facing tough choice, one would rather accept a threat of hitting a problem that turned out to be more complex than expected than choosing a simple journey. The customer will appreciate your time and efforts anyway in the former case and probably offer you an opportunity to move ahead.

Derive simple objectives for this first task from a view of the overall goals of BPM for the business. The success in the first projects is vital. BPM success – so it is important to derive simple goals for this first task from a view of the entire goals of BPM for the enterprise. A smooth path to the roll out is insufficient to call the first BPM task a success. It really is equally important for the project to be able to hold good prospect of a learning experience for future projects.

Capture the Dynamic Nature of BPM: Many times, a process Could be well-defined but is NOT well-defined yet. Sometimes a prospect suggests: “There is certainly the process X that people know throughout. We already implemented it in system Y. Now let’s implement it in BPM and look at the difference.”.

However, doing task this real way, you won’t be able to demonstrate the powerful character of BPM – it’ll be process automation, not process management. High business impact process usually means high intricacy. In the other hand, you obviously cannot afford high complexity (and therefore high costs and huge timeframes) at the first project. The solution for this problem is LOW COMPLEXITY FRAGMENT of high complex process. Look for a process with critical business concern behind it, whatever complicated it is and establish it as the external scope of your project. Then find a fragment of this process that you will be able to deal with at your first project within fair timeframe and costs.