Who’s the best at thinking in “boxes and diamonds”?
On March 26, 2015, Princeton Blue hosted its first ever BPM Community Summit 2015 in New York City’s financial district, in response to overwhelming demand from last year’s participants. The BPM Summit provides a unique vendor agnostic format where customers pick the topics and lead the discussion. Our customers relish the opportunity to network with their peers, and hear each other’s stories first hand. The Summit engenders a sense of community and open dialog that our participants find invaluable.
The proof: a consistent 9+/10 rating from the participants! Customer-selected topics included:
- Using Enterprise Decision Management (EDM) to manage business rules across lines of business
- How different tools/platforms can and should work together (EA, BPA, BPMS, ECM)
- What is BPM Strategy?
- Practicing Enterprise BPM
In our last blog entry, we shared highlights from the second topic. Today, we will highlight the community’s thoughts on “What is BPM Strategy?” and “Practicing Enterprise BPM”.
What is BPM Strategy?
BPM is a discipline, not a technology. It is certainly not a RAD technology.
Business people may not be the most effective drivers of process thinking. The leaders in process thinking are often from IT. Technologists (engineers, computer scientists, mathematicians, STEM devotees) have a common background, and can easily think in process terms (“boxes and diamonds”). Business can benefit from having engineers in their ranks who can educate them about process thinking and analysis.
The components of effective BPM Strategy include
- Aligning process performance to business strategy
- Discovery and modeling
- Harvesting policies and rules
- Measuring processes
- Analyzing and benchmarking
- Improving processes
- Introducing and managing change
- Deploying technology – BPA and BPMS
As a company improves its own processes, it is often necessary to improve their suppliers’ processes.
BPM strategy is often adopted when a company runs into trouble, or in a top-down manner when a company’s success is based on its ability to change quickly.
A company’s success in adopting BPM is driven by six critical factors:
- Strategic alignment
- People Governance
- Information technology
Practicing Enterprise BPM
It’s easy to buy a tool. The right mindset is more important.
Centers of Excellence enable success of BPM programs. They provide governance and discipline, and guide organizations through their discovery process. Centers of Excellence enables consistent rules across lines of business, and functional rules can be managed by a Line-of-Business COE. One company at the Summit found success through lean six sigma training and the leadership of its Continuous Process Improvement team.