When a Picture is Not Worth a Thousand Words


“A man wanted to catch a mouse. He did not want to invest in piece of cheese, so he baited the trap with a picture of a piece of cheese. The next morning the picture of the piece of cheese was replaced with a picture of a mouse”

How does this possibly relate to BPM?

Well, the point here is that most consultants/clients feel BPM ends with a study report and a paper process map.  The evidence for this is in various Linked In discussions where Visio is cited as a tool for process documentation and, to a certain extent, for process improvement. The facts, of course, are that if you want to put your documented/improved processes “in-line” where a process can guide day to day transaction level operations, you will have to re-do your Visio processes in some other environment.

A common thread in my posts has been that for complex processes, staff needs to have access to decision support and the environment for this is not a traditional BPMs but rather an automated resource allocation, leveling and balancing environment that is capable of providing advice and assistance in respect of what, who, where, when, why, how and is capable as well of providing ready access to any forms that need to be filled in to document performance of process steps.

The objective in any organization where there is a mix of structured versus unstructured work is to guide rather than lead, so what you really need is an environment that has its foundation in ACM/BPM as opposed to one that has BPM as a core focus.

One of my posts asked the question ‘Where’s the beef?” (remember the ad where the old lady was inspecting a hamburger ?) That post and others went on and on asking about the missing “M” for “Management” in BPM.

As a consultant, if you want to give good value for money to your clients, use software that will allow your clients to “… catch a mouse”.

If you are a client, ask the consultant you are using to show you what lies beyond process documentation and improvement in terms of operations-level staff efficiency increases, increased throughput, decreased errors and improved compliance with internal and external rules and regulations.

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, healthcare, connect-the-dots law enforcement investigations, job shop manufacturing and b2b transactions. (C) 2010-2017 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, Compliance Control, Process Mapping, Productivity Improvement and tagged , , , , , , . Bookmark the permalink.

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