What’s your elevator pitch: Why does BPM matter?

I have just come out of a LinkedIn discussion group called “What’s your elevator pitch: Why does BPM matter?” started by Diana Davis, Editor, PEXNetwork.com at IQPC.

One of the participants at the group, Roberto Veitia Gonzalez, responded with “BPM is the best way to align efforts to strategies.”

This was music to my ears.  Strategies have objectives, we attain objectives. Effort has goals, we reach goals.  The key connection that Roberto made was that BPM “aligns” the two.

I commented as follows . . .

I can agree with “BPM is the best way to align efforts to strategies” for straight-thru processes where you can position goals at the consolidated end of several parallel pathways (or the last step in a linear sequence of a single pathway).

However, when the nature of work is such that the notion of “process” only comes into being at run time as a results of users/machines/software invoking and threading together “process fragments”, i.e. after-the-fact, BPM no longer is the best way to align efforts to strategies.

What we need is ACM plus BPM (call it ACM/BPM if you like).

BPM matters. ACM matters. Concurrent ACM/BPM works better than either taken alone.

So, how about a minor tweak to Roberto’s response to yield “ACM/BPM is the best way to align efforts to strategies”.

Once you say this, you are likely to be asked ‘How?”

Answer:  Usually, you cannot directly align effort to strategy. Whereas effort has goals, strategy has objectives. A good approach to alignment of goals to objectives is to set up a figure of merit matrix where goals can be consolidated to to objectives.

The protocol is not too complicated . . . .

1) some goals are more important than others (you need to be able to “weight” them).

2) goals have a time component, they are attained (25%, 50%, 75%, 100%), over time.

3) objectives are reached (we are done when “we are there”, you need to know when you get “there”).

4) if a goal cannot consolidate to an objective, then the work toward attainment of that goal has no business being in the Case (all work/goals should be supportive of stated objectives),.

5) if you must engage/ carry out work that is non-supportive of strategy, change the strategy, then perform the work.

You can read more about figure of merit matrices at “Adaptive Case Management Earned Value Matrix Model



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, major crimes case management, healthcare services delivery, and b2b/b2c/b2d transactions. (C) 2010-2019 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, Business Process Management, Case Management, Decision Making, Operational Planning, Strategic Planning. Bookmark the permalink.

1 Response to What’s your elevator pitch: Why does BPM matter?

  1. In theory BPM methodology should ensure that businesses know which goals and targets (KPIs) are to be reached to meet which strategic objectives. And this now should be theoretically modelled into rigid processes? Will and has never worked.

    Any manager with half a brain knows that what meets the business objectives are not rigid processes but the work peformed and decisions taken by his experienced staff and managers. What BPM must do is to make the objectives, targets and goals transparent top-down and their achivement known bottom-up. BPM software does not do that because it neithers defines goals nor measures business outcomes. Process monitoring measures adherence to rigid processes, but not what they mean in terms of business outcome.

    More in this post: http://isismjpucher.wordpress.com/2012/07/26/principles-of-knowledge-work-why-goal-orientation/


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