Your SlideShare is downloading. ×
0
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Getting Maximum Value From BPM And Workflow   Aiim Webinar 8 3 11
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Getting Maximum Value From BPM And Workflow Aiim Webinar 8 3 11

334

Published on

Defining BPM and workflow, and exploring how to maximize the benefits they can provide! Presented via Webinar for AIIM, August 3, 2011

Defining BPM and workflow, and exploring how to maximize the benefits they can provide! Presented via Webinar for AIIM, August 3, 2011

Published in: Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
334
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
10
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. August 3, 2011 Getting Maximum Value From BPM and Workflow This presentation will begin at 2:00 pm ET 1 pm Central, 12 pm Mountain, 11 am Pacific Please check that the volume on your computer is at the highest setting since we stream our presentation in Voice over IP (VoIP)In association with: Presented by: Steve Weissman
  • 2. About Your Instructor  Steve Weissman  User Adviser, Strategy Consultant, and Industry Analyst for 20+ Years  Expert in Strategies and Best Practices for Successful Implementations  AIIM Certified Instructor for ECM and BPM / President, AIIM New England  Executive Director, Holly Group  Helping people work better and work better together …  So they can get Maximum Total Value from their technology solutionsIn association with: Presented by: Steve Weissman
  • 3. So What is This BPM Thing, Anyway?  It‟s “Business Process Management”  One of the few buzzphrases that actually mean something!  (And not what it came to mean at one point)In association with: Presented by: Steve Weissman
  • 4. So What is This BPM Thing, Anyway?  And Why Isn‟t Workflow Two Words?  It was, once upon a time  And then the jargon bug bit … work flow But it still means something, too!In association with: Presented by: Steve Weissman
  • 5. What BPM and Workflow Are  All About “Gettin‟ Stuff Done”  Business Best Practices  Ways of Helping People Work Better  Best Used to Improve Existing Processes  Widely MisunderstoodIn association with: Presented by: Steve Weissman
  • 6. What BPM and Workflow Aren’t  Technologies  Change Management Techniques  Tools for Building Radically New or „Perfect‟ Processes  Often Used to Maximum EffectIn association with: Presented by: Steve Weissman
  • 7. General Definitions and Differences  Life on a Spectrum BPM Workflow Routing SophisticationIn association with: Presented by: Steve Weissman
  • 8. General Definitions and Differences  Life on a Spectrum BPM Workflow Routing Simple, straight-line, Sophistication  often ad hocIn association with: Presented by: Steve Weissman
  • 9. General Definitions and Differences  Life on a Spectrum BPM Workflow Designer, branching, rules/roles, repeatable Routing Simple, straight-line, Sophistication   often ad hocIn association with: Presented by: Steve Weissman
  • 10. General Definitions and Differences  Life on a Spectrum BPM Designer, simulation, rules/roles, repeatable, complex Workflow Designer, branching, rules/roles, repeatable Routing Simple, straight-line, Sophistication    often ad hocIn association with: Presented by: Steve Weissman
  • 11. General Definitions and Differences  Life on a Spectrum BPM Designer, simulation, rules/roles, repeatable, complex Workflow Designer, branching, rules/roles, repeatable Routing Simple, straight-line, Sophistication  often ad hocIn association with: Presented by: Steve Weissman
  • 12. What to Look For  Flexibility  Ability to accommodate changing conditions  Scalability  Ability to accommodate more users, processes, locations, etc.  Simplicity  Ability to be readily understood and exploited by users and admins, businesspeople and techies alike But the techniques and tools can be used to support any of these……if you want them to!In association with: Presented by: Steve Weissman
  • 13. What to Watch For  Lack of Preplanning  Familiarity breeds success  Over-Planning (Rigidity)  Nothing constant but change itself  Taking Too Large a Bite  Break off what you can chew, and get the rest later  Taking Too Narrow a View  Think bigger, not smaller – but take one bite at a time (see previous bullet)In association with: Presented by: Steve Weissman
  • 14. Caveat Dumpster  Don‟t Trash Your Initiative When Things Get Tough (and They Will!)  Different meanings for different people – and vendors – can sow confusion  Inclusion (or lack) of complementary technologies (content management, collaboration, intelligent capture, etc.) can be disruptiveIn association with: Presented by: Steve Weissman
  • 15. Don’t Let ’em Bog You Down!  Stay Focused on Your Business Need  Stay Focused on the Business Value!  The Rest is Just DetailsIn association with: Presented by: Steve Weissman
  • 16. Keys to the Kingdom  Not Just Working Better, But Working Better Together  Collaborative technologies generally not considered part of BPM-land … but what could be more process-intensive?  Not Just ROI, but MaxTV®  Maximum Total Value  More than just economics  Includes process change and collaboration too  Since 1998In association with: Presented by: Steve Weissman
  • 17. Introducing MaxTV®  Philosophy in Two Parts  The Triad … supporting the business case  The Quadruple Helix … supporting the technology decision © Holly Group All Rights Reserved.In association with: Presented by: Steve Weissman
  • 18. The MaxTV® Triad  Economics  Return on Investment  Generally focused on a single point in time (i.e., payback)  Total Cost of Ownership  “Total” suggests that spending eventually endsIn association with: Presented by: Steve Weissman
  • 19. The MaxTV® Triad  Economics  Process Change  Greater efficiency, effectiveness  Boosts employee and customer satisfaction  Opportunities to realize non-obvious savings  e.g., improved employee retention, early payment discountsIn association with: Presented by: Steve Weissman
  • 20. The MaxTV® Triad  Economics  Process Change  Collaboration  Less duplication of effort  Saves time, frustration  Better quality  Facilitates review, validation, correction  Reduces riskIn association with: Presented by: Steve Weissman
  • 21. The MaxTV® Triad  Economics  Process Change  Collaboration All three elements must be minded and measured over time in order to maximize value!In association with: Presented by: Steve Weissman
  • 22. The MaxTV® Triad  Economics  Process Change  Collaboration All three elements must be minded and measured over time in order to maximize value! … as must the supporting technologyIn association with: Presented by: Steve Weissman
  • 23. The MaxTV® Quadruple Helix  Four interconnected strands to be managed and optimized Data Context Format Medium © Holly Group All Rights Reserved. © Holly Group All Rights Reserved.In association with: Presented by: Steve Weissman
  • 24. The MaxTV® Quadruple Helix  Missing or poor data? No utility. Data © Holly Group All Rights Reserved.In association with: Presented by: Steve Weissman
  • 25. The MaxTV® Quadruple Helix  Missing or poor data? No utility. Data  Missing or wrong context? Context Not meaningful. © Holly Group All Rights Reserved.In association with: Presented by: Steve Weissman
  • 26. The MaxTV® Quadruple Helix  Missing or poor data? No utility. Data  Missing or wrong context? Context Not meaningful. Format  Mismatched formats? Not shareable. © Holly Group All Rights Reserved.In association with: Presented by: Steve Weissman
  • 27. The MaxTV® Quadruple Helix  Missing or poor data? No utility. Data  Missing or wrong context? Context Not meaningful. Format Medium  Mismatched formats? Not shareable.  Improper medium? Not receivable. © Holly Group All Rights Reserved. © Holly Group All Rights Reserved.In association with: Presented by: Steve Weissman
  • 28. The MaxTV® Quadruple Helix  Decisions regarding one strand affect all the others. Data Context Format Medium © Holly Group All Rights Reserved. © Holly Group All Rights Reserved.In association with: Presented by: Steve Weissman
  • 29. The MaxTV® Quadruple Helix  Decisions regarding one strand affect all the others. Data Context Format Medium All four strands thus must be continually well orchestrated in order to maximize value! © Holly Group All Rights Reserved. © Holly Group All Rights Reserved.In association with: Presented by: Steve Weissman
  • 30. Why Value Isn’t Maximized  Economics  Process Change  Collaboration Central to justification discussions but irrelevant to implementation success Irrelevant to justification discussions but central to implementation successIn association with: Presented by: Steve Weissman
  • 31. What Does This Have to Do With BPM and Workflow?  Everything!In association with: Presented by: Steve Weissman
  • 32. Why Value Isn’t Maximized  Incomplete or absent tagging means process data cannot be Data found Context  Poor rules/roles integration Format means context cannot be Medium determined, and intelligence thus not applied  Incomplete or absent thinking about delivery means format and medium will be mismatched, and © Holly Group work will not flow All Rights Reserved.In association with: Presented by: Steve Weissman
  • 33. Why Value Isn’t Maximized  Incomplete or absent tagging means process data cannot be found  Poor rules/roles integration means context cannot be determined, and intelligence thus not applied These issues – and more – are largely avoidable with proper planning up front!  Incomplete or absent thinking about delivery means format and medium will be mismatched, and work will not flowIn association with: Presented by: Steve Weissman
  • 34. Why Value Isn’t Maximized  Incomplete or absent tagging means process data cannot be found  Poor rules/roles integration means context cannot be determined, and intelligence thus not applied These issues – and more – are largely avoidable with proper planning up front! But the work is hard, and often unappreciated, so it too often is left undone.  Incomplete or absent thinking about delivery means format and medium will be mismatched, and work will not flowIn association with: Presented by: Steve Weissman
  • 35. So: Don’t Leave the Work Undone!  Plan Ahead  Rig for Success  Don‟t Over- (or Under-) Buy  Keep It Simple, Silly (KISS)In association with: Presented by: Steve Weissman
  • 36. Thank You!  Please contact me for any questions, comments, or additional information Steve Weissman, Executive Director sweissman@hollygroup.com 617-383-4655 Twitter: steveweissman LinkedIn: in/steveweissman Fresh observations and opinions only on Weissman’s World! Visit blog.hollygroup.comIn association with: Presented by: Steve Weissman

×