Who forgot to include the “M” in BPM?

They are at it again – this morning on LinkedIN I responded to yet another post on the ‘meaning of BPM’.

This latest one is called “What comprises the Definitive Core of BPM?

And here is my response . . .

“The core of BPM both for consultants and their clients seems to be BPA, BPD, BPI (analysis, development, improvement) and in reading some of the hyperlinked documents in your post, I see this again and again.

What is missing is the “M” in BPM. Everything works up to that point – analyze, develop, communicate, ‘speak the same language’, and ‘continuously improve’ but things often fall off the rails after this.

The simple reality is if you have processes with multiple steps, interconnected in often complex ways, where different skill sets are required to perform these steps, and where it becomes important to provide evidence of performance of steps (i.e. fill in the right forms, certificates) etc. you cannot expect staff to do this by staring at paper process maps.

So, the mapping of a process diagram to an automated resource allocation, leveling and balancing environment (a run-time environment for a process) is what is needed but often missing.

No problem whatsoever accommodating ad hoc steps when it becomes important (i.e. much of the time) to deviate from structured protocols. No problem accommodating ‘collaboration’ between staff, across silos. No problem directly involving customers in process steps where it is practical for them to do this, especially when it increases customer satisfaction.

In my world you are only 50% done when you generate a process map.

Going forward what is needed is a framework for transaction-level posting of steps, data capture, in-line real-time compliance checking and control, and data exchange by and between publishers and subscribers to the data.”

About kwkeirstead@civerex.com

Management consultant and process control engineer (MSc EE) with a focus on bridging the gap between operations and strategy in the areas of critical infrastructure protection, connect-the-dots law enforcement investigations, healthcare services delivery, job shop manufacturing and b2b/b2c/b2d transactions. (C) 2010-2018 Karl Walter Keirstead, P. Eng. All rights reserved. The opinions expressed here are those of the author, and are not connected with Jay-Kell Technologies Inc, Civerex Systems Inc. (Canada), Civerex Systems Inc. (USA) or CvX Productions.
This entry was posted in Adaptive Case Management, Automated Resource Allocation, Business Process Management, MANAGEMENT, Operational Planning, Process Mapping and tagged . Bookmark the permalink.

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