Where are the ‘Easy’ buttons in BPM?


If you are looking for success with BPM, there are, by my count, 19 hurdles. Different consultants use different approaches, their approaches are effective within some customer cultures/not so effective in others, the tools used by the consultant and the customer vary.

At the end of the day what counts is the customer journey.

BPM

To contain the scope of the discussion, let’s isolate the following as not being part of “BPM” . . .

  • formulating corporate strategies
  • ranking candidate initiatives
  • selecting initiatives in the context of scarce resources, risk and uncertainty
  • authorizing implementation of initiatives

The question becomes which of the following areas of BPM expertise are “easy” at the customer level, which are not . . .

Go ahead and rank these and feel free to critique any you feel should not be part of BPM and add others you feel should be part of BPM.

Straight away I can identify a 20th which is “ability to carry out CEM within your bpm run-time environment so that you are on the lookout for and responsive to customer touch points”.

E=Easy M=Moderate, D=Difficult

  1. mapping out processes (concept level);
  2. transitioning concept maps to production-level detail;
  3. improving processes prior to rollout;
  4. selecting an appropriate run-time environment (i.e. Case, unless you can suggest something better);
  5. rollout of improved processes to the run-time environment (compiling graphic maps to run-time templates);
  6. setting up Case-level governance;
  7. setting Case objectives;
  8. streaming Case records onto instances of run-time templates;
  9. threading together process fragments;
  10. managing workflow at Cases (skill performance roles);
  11. managing workload at Cases (users prioritizing tasks);
  12. insertion of ad hoc steps (processes of one step, if you like);
  13. interoperability (people, machines, software, at various places);
  14. managing workload across Cases (by supervisors);
  15. assessing progress toward meeting objectives at Cases;
  16. consolidating Case data to KPIs;
  17. challenging KPI trends, KPIs, initiatives, strategies;
  18.  real-time decision support at Cases;
  19. data mining for the purpose of auto-improvement of processes.

o o o

 

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) 2010-2017 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 Business Process Improvement, Business Process Management, Case Management, Customer Experience Management and tagged . Bookmark the permalink.

One Response to Where are the ‘Easy’ buttons in BPM?

  1. Curiously, no takers for ranking.

    This means I am going to have to rank them myself and go through the drudgery of writing up 19 blog posts (oops, 20) justifying each ranking value.

    I suppose the good news is no lack of blog post titles for a number weeks.

    Like

Leave a Reply

Fill in your details below or click an icon to log in:

WordPress.com Logo

You are commenting using your WordPress.com account. Log Out / Change )

Twitter picture

You are commenting using your Twitter account. Log Out / Change )

Facebook photo

You are commenting using your Facebook account. Log Out / Change )

Google+ photo

You are commenting using your Google+ account. Log Out / Change )

Connecting to %s