Following my most recent post, I have received a number of questions which involve a confusion over the difference between BPM and Workflow. I would like to cover that in a subsequent post but embedded in the feedback, is also the question: What should come first - Process Improvement versus Process Automation?
Coincidentially this mirrors a discussion that is currently ongoing within one of the BPM groups on LinkedIn.
Here is my view of the answer to this question.
I would strongly suggest and recommend that Improvement should always come before Automation. Some manual processes may well only require manual improvements without the need for automation. Additionally depending upon the nature, scope and scale of the process in question, the business case for automation may not stack up as Cost may well be > the Value to be derived from the automation.
Improving a manual process may well be the best option - Business Process Management [and Improvement] does not always mean automation, workflow etc.
May I acknowledge Rachael Ovett [BPM Consultant] for this Bill Gates quote on automation, but I think it sums it up well:
"automation does not fix the errors, it just makes them happen quicker".
I accept that process improvement may be bourne out of automation but common sense must lead one to the conclusion that fixing the errors first, must be the priority!
Thursday 11 November 2010
Friday 5 November 2010
Business Process Management...How do I get Started?
I recently presented a series of Business Process Management seminars and in addition on a daily basis, I speak to numerous individuals in organisations in different sectors, and one question I keep being asked is... How do I get started?
I have heard this question answered in a number of different ways...
...start modelling your processes.
...build some workflow automation from within one of your current applications.
...set-up an internal project to build the workflows yourself.
...buy a Business Process Management Solution [BPMS].
Now whilst I must admit to having a vested interest in the BPMS option, I do not believe any of the above answers are correct or indeed whether they would best serve the needs of the organisation.
Before an organisation can even consider the possible alternatives for using BPM to drive process improvement, I believe the first questions have to be:
1. What business process do we actually have in operation in the organisation?
2. How are we going to measure [key performance indicators] if these processes actually meet our needs and support our business strategy?
3. Which of these measures is the most important to us?
4. How do each of these processes measure up against our key performance indicators?
Given we can rank our processes by answering the above questions; I suggest we would then need to ask...
- How complex is each process?
- How much certainty or uncertainty is there around each process i.e. how well do we really understand the process?
By simply running through this analysis, I believe an organisation can arrive at a summary of which processes require immediate attention and which can indeed be deferred. Also this analysis will highlight which of the business processes can be addressed at a cost commensurate with the value to be derived.
I use the word simply a little too flippantly here, and for that I apologise. Some organisations have the experience and resources to run such an analysis project internally. But for many that is simply not the case.
I have a number of colleagues that spend their entire working life reviewing, assessing, re-designing and deploying business processes for clients. Based upon this extensive ‘mine of experience’ my colleagues in Professional Services have developed a Process Priority Analyser...
...now why are you surprised they defined a process for this?
They are after all specialists in process management!
Please feel free go to http://www.profad.co.uk/process_analyser.htm to download a 'lite' version of this analysis tool.
Whether you contact me to discuss the merits or otherwise of the Process Priority Analyser [E: jon.ryder@profad.co.uk] or whether you choose to carry out the analysis yourself, please bear in mind that asking the right questions is key to finding good answers and making good decisions in any field, but particularly at the start of a BPM journey.
I have heard this question answered in a number of different ways...
...start modelling your processes.
...build some workflow automation from within one of your current applications.
...set-up an internal project to build the workflows yourself.
...buy a Business Process Management Solution [BPMS].
Now whilst I must admit to having a vested interest in the BPMS option, I do not believe any of the above answers are correct or indeed whether they would best serve the needs of the organisation.
Before an organisation can even consider the possible alternatives for using BPM to drive process improvement, I believe the first questions have to be:
1. What business process do we actually have in operation in the organisation?
2. How are we going to measure [key performance indicators] if these processes actually meet our needs and support our business strategy?
3. Which of these measures is the most important to us?
4. How do each of these processes measure up against our key performance indicators?
Given we can rank our processes by answering the above questions; I suggest we would then need to ask...
- How complex is each process?
- How much certainty or uncertainty is there around each process i.e. how well do we really understand the process?
By simply running through this analysis, I believe an organisation can arrive at a summary of which processes require immediate attention and which can indeed be deferred. Also this analysis will highlight which of the business processes can be addressed at a cost commensurate with the value to be derived.
I use the word simply a little too flippantly here, and for that I apologise. Some organisations have the experience and resources to run such an analysis project internally. But for many that is simply not the case.
I have a number of colleagues that spend their entire working life reviewing, assessing, re-designing and deploying business processes for clients. Based upon this extensive ‘mine of experience’ my colleagues in Professional Services have developed a Process Priority Analyser...
...now why are you surprised they defined a process for this?
They are after all specialists in process management!
Please feel free go to http://www.profad.co.uk/process_analyser.htm to download a 'lite' version of this analysis tool.
Whether you contact me to discuss the merits or otherwise of the Process Priority Analyser [E: jon.ryder@profad.co.uk] or whether you choose to carry out the analysis yourself, please bear in mind that asking the right questions is key to finding good answers and making good decisions in any field, but particularly at the start of a BPM journey.
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