BPM Excellence in Practice 2010: Successful Process Implementation

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9780981987064: BPM Excellence in Practice 2010: Successful Process Implementation

Award-winning Case Studies in Workflow and Business Process Management

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From the Author:

From the Foreword....

Transform Business Processes Through Business Analytics

Clay Richardson, Forrester Research, USA

If you're reading this, odds are you're either knee deep implementing an enterprise-wide BPM program, or you're exploring the potential impact and value of standing up a BPM program for your organization. If neither of these apply, then maybe you're just bored and figured, why not learn about a new and exciting topic. Regardless which bucket you fall into, at some point you'll come face-to-face with BPM's multiple-personality disorder.

This is a conversation I've been having more and more with business process professionals. Some define "business process management" as a management discipline, while others define BPM as a technology. And still, others define BPM as a capability for transforming the culture of an organization. Most BPM experts--including yours truly--agree that BPM is broad enough to house all three of these paradigms. However, I'm always amazed to see the knock-down, drag-out fights that take place over three simple words: "What is BPM?"

Before proceeding any further, it's probably a good idea to share Forrester's official definition of BPM:

"Business process management (BPM) is a discipline that focuses on continuous improvement of end-to-end, cross-functional mission critical business processes."

When I'm refereeing--or more often when I'm teeing up--a heated debate on "What Is BPM", I always see heads shake in agreement that "improvement" is an essential ingredient for BPM, no matter which process approach is being followed.

And once agreement is reached on "improvement", these conversations then focus on the role "analytics" plays in driving process improvement activities.

Although "analytics" is the new term du jour in the business technology world, it really has become the glue that ties the different BPM perspectives together. And for good reason: analytics support better analysis and also form the basis of insight on how best to improve business processes. It's fair to say that without analytics, it would be time consuming and painful to identify and carry out process improvement.

Ultimately, it's safe to say, BPM means different things to different people. It all depends on your perspective and the internal business issues you're trying to tackle. The one thing that all process professionals--novice and expert alike--agree on is the "improvement" imperative that forms the foundation of BPM.

Excerpted from the Foreword....

Transform Business Processes Through Business Analytics
by Clay Richardson, Forrester Research, USA

From the Inside Flap:

Innovation

  • Innovative use of BPM technology to solve unique problems
  • Creative and successful implementation of advanced BPM concepts
  • Level of integration with other technologies and legacy systems
  • Degree of complexity in the business process and underlying IT architecture
Implementation
  • Successful BPM and/or workflow implementation methodology (BPM CoE, Project Team, etc)
  • Size, scope and quality of change management process
  • Scope and scale of the implementation (e.g. size, geography, inter-company processes)
Impact

  • Extent and quantifiable impact of productivity improvements
  • Significance of cost savings
  • Level of increased revenues, product enhancements, customer service or quality improvements
  • Impact of the system on competitive positioning in the marketplace
  • Proven strategic importance to the organization's mission
  • Degree to which the system enabled a culture change within the organization and methodology for achieving that change.

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