Getting Started with Business Process Management – Key Factors for Implementing BPM Successfully in an Organization

Process management is used by many companies as a crucial, strategic success factor to analyse core competencies and key processes and to optimize them according to their respective requirements. Process Management gives you the tools to develop and evaluate new business models, increase efficiency, and provide your customers with an exceptional customer experience.

 

With our best practice procedure model we would like to share with you how to best manage process management in your organization to achieve the desired benefits. But also: Which steps you should take to succeed in process management and to establish a suitable and sustainable process management system.

A Procedure Model Always Comes in Handy – The Process Management Life Cycle (PMLC)

Because market conditions and corporate goals are subject to constant change, business processes too ask for continuous reviewing and adjustment, to be able to follow, reflect and evolve in line with those changes. Due to this continuous effort, we recommend using a cyclic procedure model – such as the Process Management Lifecycle – for tackling BPM holistically and putting it from theory to practice.


The Process Management Life Cycle is designed to allow for a constant improvement of processes throughout the company and to support you in extending best-practice approaches in the organization. Thanks to its flexibility in application, the life cycle allows addressing small-scale BPM implementation projects, as well as enterprise-wide re-organization programmes alike.


With its Process Management Life cycle, BOC Group does not only address common getting started challenges, but also topics with a higher degree of maturity (e.g. process controlling) as well as more advanced scenarios in the context of BPM (e.g. Quality Management, ICS, etc.).

A closer look at the PMLC – Levels and Central Elements of BPM

 

At the centre of the PMLC three levels are defined supporting the structuring of all BPM content as well as identifying the necessary level of detail.

 

  • Strategic: High level, strategic focus, e.g. end-to-end process and value chain
  • Tactical: Level of detail to understand the process flow from a business point of view (not going into operational details of execution):
  • Operational: most detailed level needed for process execution, including technical execution

It is important to know that these 3 levels can be applied to any of the phases of the PMLC. E.g. strategic vs. operational process design & documentation, strategic vs. tactical analyis & optimisation etc.

 

The three central elements Business Process Management is based upon are represented in the inner circle of the procedure model.

 

  • Value Chains: Represent the needed high-level structuring of processes, such as: process maps, end-2-end considerations or other structuring methods (customer journeys, cooperation models, etc.)
  • Processes: These are the actual detailed process flows, e.g. modelled in BPMN – a sequence of tasks with a defined result, start and end.
  • Resources: Each process uses resources like roles, organization, IT and documents.

A closer look at the PMLC – The Phases in Detail

The PMLC consists of six phases – displayed on the outer edge of the graphic – that are applicable irrespective of the strategic, tactical or operational level of detail. These phases cover the full BPM lifecycle, from the strategic set-up over design, optimization to implementation, execution and controlling.

 

Important to note is that the phases don't have to be strictly executed in a sequential manner. Depending on the outcomes of a phase, several iterations between the different phases can occur. In any case, a thorough reflection upon the phases needed is highly recommended (e.g. you might skip some of the phases if they are not required for the underlying initiative).

 

In the following, we provide a more detailed look into the objectives and deliverables of BPM in each phase. Important to know: as the maturity of your BPM system evolves, the objectives and deliverables of the phases evolve in line with your BPM maturity – from Initial to Established to Optimizing.

 

While the BOC Group's PMLC comprises all levels of maturity, this "Getting started" article focuses on the "Initial" requirements and deliverables to get your BPM up and running.

1

Strategy & Conception

Objectives

  • Developing a framework and priorities
  • Defining a Process Management Organization
  • Definition and fine-tuning of the procedure model
  • Definition of the Process Management goals

 

Getting started deliverables

  • Developing a role concept and defining the procedure model
  • Definition of the Process Modellers and Documentors, as well as definition of a contact person per process on the 2nd level of the map
  • Content coordination for creation and modelling
  • Definition of the absolute minimum modelling rules for workflow models
  • Definition of a Process Management strategy

 

Watch our webinar "Getting started with BPM" for more details and to take a sneak peek into more mature initiatives to establish and optimize your BPM.

2

Design & Documentation

Objectives

  • Collection of information for documentation of the current state
  • Modelling, documentation and maintenance of the current processes
  • Collection and structuring of the most important assets: roles, documents, IT systems

 

Getting started deliverables

  • Company-wide Process Map on the 1st level and key processes on the 2nd level
  • Modeling of selected processes in BPMN
  • Structuring and maintaining your basic assets
  • Correct assignment of basic assets to your processes
  • Compliance with basic modelling guidelines

 

Watch our webinar "Getting started with BPM" for more details and to take a sneak peek into more mature initiatives to establish and optimize your BPM.

3

Analysis & Optimization

Objectives

  • Analysis of the AS-IS processes with regards to potential room for improvement
  • Standardization of the AS-IS processes
  • Development of target (TO-BE) processes or target process variants

 

Getting started deliverables

  • Standardization of processes
  • Capturing quick wins during actual modeling (role change / interfaces)
  • Checking document usage and standardization if necessary
  • Standardization of forms and templates

 

Watch our webinar "Getting started with BPM" for more details and to take a sneak peek into more mature initiatives to establish and optimize your BPM.

4

Implementation & Change

Objectives

  • Introduction of the TO-BE processes in organizational terms
  • Introduction of the TO-BE processes in technical terms
  • The target processes are "live" and are now the new actual processes

 

Getting started deliverables

  • Alignment with designated persons before releasing the process to all employees (at least informal)
  • Process release with simple sign-off procedures
  • Introduction of change management measures – training and implementation within the organization
  • Definition of the validity ("expiration date") of the published processes
  • Integrating operational documents (work instructions, guidelines) into the process documentation

 

Watch our webinar "Getting started with BPM" for more details and to take a sneak peek into more mature initiatives to establish and optimize your BPM.

5

Execution & Operation

Objectives

  • Implementation of the current AS-IS processes in daily business – in organizational and technical terms
  • Recording of data for process controlling

 

Getting started deliverables

  • Using the Process Portal and work instructions in the form of process descriptions, standard operating procedures, policies and procedure descriptions
  • Accessing documents (work instructions, forms, templates) from the process documentation during process execution
  • Execution of operational processes
  •  

Watch our webinar "Getting started with BPM" for more details and to take a sneak peek into more mature initiatives to establish and optimize your BPM.

6

Feedback & Controlling

Objectives

  • Continuous evaluation of key figures and control of the actual processes
  • Process evaluation through comparison of defined process goals and target values for KPIs (Key Performance Indicators)
  • Performance analysis as a basis for further optimization

 

Getting started deliverables

  • Enabling and soliciting feedback and suggestions for improvement
  • First assessment of process requirements in the form of control objectives
  • Regular checking and confirmation of process validity and actuality
  • Comparison of the process documentation with the actual process execution
  •  

Watch our webinar "Getting started with BPM" for more details and to take a sneak peek into more mature initiatives to establish and optimize your BPM.

Integration of Further Management Scenarios

Every organization consists of a variety of assets like organizational units, IT systems, SOPs, risks, documents, data, etc. that are an important entry point to further, more advanced management scenarios, such as Quality Management, Risk Management, ICS, Audit Management, Compliance Management, etc. 

 

The extended PMLC graphic below depicts the most essential asset categories used in Business Process Management today that serve as the basis for the integration of other management systems.

 

 

 

 

It is essential, that organizations can reuse these assets flexibly in several places within different business contexts or with a different business goal in mind. And not only that, but by being able to connect and relate these assets to one another, organizations can leverage additional knowledge and benefit from a powerful basis for further evaluations and analyses. The BOC Group BPM suite ADONIS NP builds exactly upon this basis and value proposition. Reusability of assets as well as the related enterprise business process analysis capabilities are key features of ADONIS.

 

Objectives

  • Avoid parallel approaches and thinking in "silos", but take road towards an integrated view instead.
  • Reduce double efforts to work more efficient.

 

Getting started deliverables

  • Process management is seen as an equal management system to other active management systems
  • Process management results are a key deliverable in obtaining Quality Management certification (e.g. ISO 9000)

Contact us

For further information, proven best practices and help by experienced consultants do not hesitate to contact us!

 

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Enrique Lobo Cruz

P +353-1-871 94 16
F +353-1-871 94 17
E info@boc-ie.com