BPM is most effective and valuable when deployed at an enterprise level integrating all processes with the value chain and extending the reach and impact of shared processes and process assets.
In the beginning of your BPM journey, you use BPM at a tactical or departmental level to solve specific contemporary business problems. This way, BPM are funded and evaluated. The challenge comes in using a departmental success in BPM to scale your BPM initiatives to an enterprise-wide BPM program. This transformational journey for your enterprise is most likely to succeed if you form a BPM transformation program. However you have to remember that this is a cultural change. Only if you move the existing culture do you succeed at scaling BPM from a few projects to a comprehensive BPM program.
Failure to establish a BPM program results in tribal use of BPM, leaving significant value on the table. You do not realize the economies of scale that a BPM program promises. Without a program, your distributed BPM teams do not follow consistent delivery methods. Teams do not take advantage of shared resources, and you do not realize faster develop- ment, more frequent deployments, or a growing team of experts. Establishing a BPM program is an important milestone on your BPM journey.
Discover & Document
The four stages of process discovery are:
– Conduct first interview with process owner
– Conduct Process Improvement and Discovery Workshop
– Prepare solution proposal for stakeholder review
– More workshops modeling the as-is process
– Validate system integrations and IT requirements
– More workshops analyzing the as-is process
– More workshops modeling the to-be process
– Prepare and present Playback Zero
After discovery of a business process reaches a reasonable level of maturity, the process is ready for you to start
planning for implementation. Prioritization, scope, scheduling, and team structure discussions begin and a project is formally started.
Planning starts toward the end of Discovery after deciding to proceed with initial implementation. Project planning takes place over a period of weeks during Iteration 0 and typically culminates with Iteration 1. Planning activities continue throughout the iterative process of implementation.
The main activities during the Planning phase is:
- Achieving BPM maturity through skills development
- Agile planning and management for BPM projects
- Estimating the BPM project scope
Business process implementation is a critical step in the lifecycle of Business Process Management (BPM). In this phase, business processes are implemented iteratively, from a business idea to a practical and executable business process application.
Many of the benefits associated with successful BPM projects, such as reduced time to market, realized business value, and shortened test cycles, rely on an iterative development lifecycle to achieve them. For the implementation phase to fulfill the iterative methodology, we use a model called iteratively and Incremental implementation.
Iterations are a focused demonstration of a partially implemented process application, delivered to the business and IT stakeholders for discussion, consensus building, and approval. Iterations give stakeholders the opportunities to provide feedback that drives the next iterations of process development. The iterations must have a clear and measurable business outcome.
The iteration should be presented with clearly stated business goals and expectations, and an outline of where the iterations boundaries fit within the overall process solution. The audience needs to be aware of what portion of the process they are focusing on.
At a high level, an iteration strategy consists of:
- A published schedule of iterations that defines significant project milestones
- A comprehensive plan that covers all required elements of the solution
- Sign off after each milestone iteration
After modeling, designing, and implementing a business process solution, the next step in the business process application lifecycle is the deployment of the application to a runtime server.
Apart from a development environment, a typical BPM setup contains one or more runtime servers. It should at least contain a production environment, but usually contains additional environments for special purposes.
Many companies start with BPM from a workflow perspective with automation in mind. Automating tasks that are labor- intensive or prone to risk because they are manual is an important part of BPM, but it is only part of the BPM value proposition.
The measuring capabilities provided by IBM Business Process Manager help you move beyond the traditional ideas of process automation, system analysis, and process re-engineering. To advance your focus to the next level of BPM matu- rity your company needs to focus on Process Optimization.
Optimization is about achieving dramatic results though business process management. The goal of optimization is to enable continuous process improvement (CPI) through key BPM principles. Improvement means change.
Successful organizations do not only care about automation and orchestration opportunities. They also care about process improvement in terms of metrics, SLAs, KPIs, and other ways to quantifiably measure their improvement. Often, this perspective is a new one within an organization, and it can be difficult to get the business owners to identify the metrics that they care about and to articulate how best to measure the success of their business processes. This conversation is a critical one to conduct at the beginning of your project, because it empowers you to prove the benefit of the BPM solutions effectively.