A solution not only fixes a problem, it presents an opportunity to excel.
Once you have a BPM Program up and running you will quickly get to the point where you launch individual Process Projects to design and implement specific processes. Alternatively, you may want to prove the value of process redesign first and complete one or two process projects, review the results and then decide whether to set up a program.
We suggest that you appoint your own project leaders who are supported and coached by our consultant, so that you own the new processes. Moreover we recommend that the project leader be a business manager, rather than a professional project manager, ideally the business manager who will gain most business benefit from the new process. We find this ensures that the processes that are designed by the project team are absolutely business-oriented, with maximum value and efficiency. All of the process expertise and input, and if necessary the project management expertise, can be provided by our consultant who works with the leader and team.
An essential part of a process program and projects is Process Mapping, that is analysing and drawing up processes in the form of workflow charts. There are up to four stages to process mapping. The AS IS describes how work is currently undertaken, albeit it may not be recognised as a process as such. The second stage is to design a TO BE workflow that is the ideal way of completing the work viewed end to end across the organisation. There may be a third stage, the SYSTEM workflow that applies technology functionality to the process for an online system. The second and third stages may be combined. The fourth stage is completing the BUSINESS REQUIREMENTS and PROCEDURES workflow which the IT people use to build the system and that describes in detail how the process works.
It is common among organisations that undertake their own mapping to waste time and resources mapping the AS IS, TO BE and SYSTEM at too low a level. This actually inhibits process innovation and may result in the organisation computerising a mildly improved version of the AS IS. We approach Business Process Design with an efficient and effective methodology that involves mapping the three stages at the activity, rather than task level. We only develop the task level detail for Procedures and as Business Requirements for the online system in the fourth phase. This phase is the longest, and further improvement occurs, but the big jumps are made in the AS IS and SYSTEM level phases. Talk to us about Business Process Design. However, designing a great new process and building the information system is not a guarantee of success, many a good system implementation has failed due to poor implementation.
We know from experience that Change Management needs expertise and knowledge to ensure that a new process and system is implemented successfully. Change Management is all about people and politics, and it is people that have to use the new process and system. If change management is mishandled people will reject or undermine the new process and system. Change management is an ongoing process right through the process project, starting with selection of the project team, but as implementation approaches it becomes critical. We will help you plan a sound approach to change management.
Implementing your new process and IT system is about good promotion, good systems change management, good support and communications. good education and good leadership. All of these areas need coordinating and implementation planning and rollout management can make or break a BPM project and program. We not only help you design the right process and automate it, we help you implement it successfully.
Automation in BPM or RPA projects requires process redesign before system configuration. Automating activities and tasks in BPM systems requires careful definition of business rules that the system will use to make decisions, Business users need to vet these to ensure the right result is achieved. This is a normal part of BPM work. However, RPA tools reproduce an operator’s actions directly using the tool’s graphical user interface (GUI), which enables easier automation of whole sequences of tasks, activities, or sub-processes. In this case the operator must observe how the business user completes the work, so it is still important to innovate processes before automation occurs. The pitfall with RPA is that organisations may think that work can just be ‘RPA’d’ and all will be well, but RPA tools do not do process innovation or TO BE process design, so directly automating work will only result in an automated ‘AS IS’ process design and the opportunity to innovate the process and generally improve it will be missed. The first steps in an RPA project are therefore still as above