2016 Recap – Basic Requirements for Success with BPM


Once again, with minor updates/consolidations,  . . . . here is my list of basic requirements for Success with BPM.

BPM

1. Some of the work to be performed involves the performance of tasks in logical sequence.

2. The work will be performed more than once (otherwise use Critical Path Method).

3. The benefits vary such that, for a large initiative, it is advisable to prepare an ROI or SROI.

4. The more complex the sequencing, the more specialized the tasks (requiring specific skill sets), the more beneficial it becomes to go beyond paper mapping to have an in-line implementation of a process (as opposed to an off-line or on-line implementation).

5. The run-time environment hosting instances of templates (i.e. compiled flowgraphs) needs to be able to accommodate re-visiting already committed tasks, recording data at tasks not-yet-current along their instances, and ad hoc intervention insertions at the environment.

6. Usual essential services to support the processing of instances include:

a) R.A.L.B. (three-tier scheduling);
b) a non-subjective approach to assessing progress toward attainment of Case goals/objectives such as F.O.M.M. (Figure of Merit Matrices),
c) a formal History (committed tasks, with date/timestamped user “signatures”, with recall of data, as it was, at the time it was entered, on the form versions that were in service at the time);
d) data logging for possible machine analysis to allow process owners to improve their processes; data import/export to increase the reach of the run time environment.

7. Reasonable accommodation to deviate from the sequencing of steps, but with governance from rule sets along instance pathways and at the environment (typically Case) to “rein in” extreme, unwanted deviations away from “best practices protocols” i.e. guidance from BPM, governance from the environment. [the highway example of center lines to provide guidance and guardrails on both sides for governance is helpful].

8. The environment selected must have a simple User Interface, otherwise the initiative will fail.

9. Adequate training must be provided.

10. For whatever reason (lack of time, inability to “think” process), bring in a facilitator for a short period of time. On-site visits may be necessary with some clients (1-2 days) but the recommended balance of work should reasonably be capable of being done as a series of several one-hour GoToMeeting or equivalent sessions per week.

11. Advanced capabilities include: bi-directional data exchange with local and remote 3rd party systems and applications; predictive analytics for improved decision-making  and consolidation of run-time data to a free-form-search corporate Knowledge Base that hosts corporate assets, strategies and KPIs.

About kwkeirstead@civerex.com

Management consultant and process control engineer (MSc EE) with a focus on bridging the gap between operations and strategy in critical infrastructure protection, healthcare, connect-the-dots law enforcement investigations, job shop manufacturing and b2b organizations. (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 Improvement, Business Process Management, Case Management, Compliance Control, Data Interoperability, FOMM, Operations Management, Process Management, Process Mapping, Productivity Improvement. Bookmark the permalink.

One Response to 2016 Recap – Basic Requirements for Success with BPM

  1. You have a nice list – I would put emphasis on a simple to use, easy user interface…

    Liked by 1 person

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