BPM 106: From
Departmental Project
to Enterprise Program
SANDY KEMSLEY




Copyright © 2009 BPMbasics. All rights reserved...
Agenda

 Why projects don’t expand to programs
 Technological and cultural obstacles
 Planning big, starting small
 Common...
A Year in the Life of a BPM Project

 The usual steps:
  – Project identified
  – Vendor selected
  – Departmental solutio...
Barriers to Enterprise Expansion

 Overly-customized BPM solution
  – Difficult to adapt to new processes
  – Other busine...
Benefits to Enterprise Expansion

 Expand processes for end-to-end BPM
  – E.g., back office processes expand to front off...
Project to Program – Kickoff

 Initial BPM project
 Develop CoE (see BPM 105)
 Identify extensible processes
 Promote proj...
Project to Program – Rollout

 Identify target processes in other areas
 Develop strategic vision for BPM
 Identify reusab...
Case Study – Insurance

 Marketing need for service request solution
 – Not mission-critical for company
 – De-prioritized...
Common Pitfalls

 Analysis paralysis
 – Determining if BPMS is suitable for all
   enterprise processes
 – Discovering pro...
Potential Technology Changes

 Hardware/software upgrades
 – BPMS platform, if unable to support all
   process types
 – S...
Potential Business Changes

 New processes
 Extension of existing processes
 Additional compliance and audit
 requirements...
What a CoE Provides

 Vision for enterprise BPM
 Overall BPMS architecture
 Process redesign to expand existing
 BPM proce...
Key Takeaways & Best Practices

 Start small, but think big
 Build a CoE as early as possible
 Consider internal “road sho...
Final Thoughts

 BPM programs don’t just happen, they
 have to be built
 A BPM program is the alignment and
 coordination ...
Thank You

     BPM Basics is your                             Appian is a global innovator in
     online resource center...
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BPM From Project To Program

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A webinar that I presented on expanding your first BPM project to an enterprise-wide program. Replay available on BPMBasics.com as BPM 106.

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BPM From Project To Program

  1. 1. BPM 106: From Departmental Project to Enterprise Program SANDY KEMSLEY Copyright © 2009 BPMbasics. All rights reserved. Copyright © 2009 BPMbasics. All rights reserved.
  2. 2. Agenda Why projects don’t expand to programs Technological and cultural obstacles Planning big, starting small Common pitfalls The importance of a BPM center of excellence (CoE) Copyright © 2009 BPMbasics. All rights reserved.
  3. 3. A Year in the Life of a BPM Project The usual steps: – Project identified – Vendor selected – Departmental solution implemented – Plans for enterprise expansion But…nothing happens Copyright © 2009 BPMbasics. All rights reserved.
  4. 4. Barriers to Enterprise Expansion Overly-customized BPM solution – Difficult to adapt to new processes – Other business areas can’t see applicability of solution to their processes Lack of BPM strategic vision – Viewed as departmental point solution Lack of generalized skills – No CoE to support new projects Audit/risk concerns – Many handoffs no longer have paper signature Copyright © 2009 BPMbasics. All rights reserved.
  5. 5. Benefits to Enterprise Expansion Expand processes for end-to-end BPM – E.g., back office processes expand to front office for issues resolution – E.g., accounts payable processes expand to departments where invoices are received and approved Remove ad hoc handoffs and customization between BPMS and manual processes Enterprise dashboard for end-to-end processes Copyright © 2009 BPMbasics. All rights reserved.
  6. 6. Project to Program – Kickoff Initial BPM project Develop CoE (see BPM 105) Identify extensible processes Promote project success internally Copyright © 2009 BPMbasics. All rights reserved.
  7. 7. Project to Program – Rollout Identify target processes in other areas Develop strategic vision for BPM Identify reusable methods/components Leverage CoE “SWAT team” as core of subsequent projects Consider SaaS BPM for faster deployment Copyright © 2009 BPMbasics. All rights reserved.
  8. 8. Case Study – Insurance Marketing need for service request solution – Not mission-critical for company – De-prioritized by IT, 2+ year implementation plan Marketing selected and deployed SaaS BPM – Little IT involvement – Minimal customization – Eight-week rollout – Operation budget pays for subscription pricing IT adopted same solution for IT requests – Similar processes – Platform success shown in Marketing project Copyright © 2009 BPMbasics. All rights reserved.
  9. 9. Common Pitfalls Analysis paralysis – Determining if BPMS is suitable for all enterprise processes – Discovering processes that can benefit most from BPMS Inappropriate BPMS tools – Using initial BPMS even if unsuitable No reuse of methods and artifacts – Reinventing the wheel on each project Copyright © 2009 BPMbasics. All rights reserved.
  10. 10. Potential Technology Changes Hardware/software upgrades – BPMS platform, if unable to support all process types – Scanning solutions, if document-centric – Migration of existing processes Security model System support, availability and disaster recovery Copyright © 2009 BPMbasics. All rights reserved.
  11. 11. Potential Business Changes New processes Extension of existing processes Additional compliance and audit requirements Agreement on KPIs and process optimization from larger constituency Copyright © 2009 BPMbasics. All rights reserved.
  12. 12. What a CoE Provides Vision for enterprise BPM Overall BPMS architecture Process redesign to expand existing BPM processes to new participants Training and mentoring on tools and methodology Governance Repository of reusable artifacts Copyright © 2009 BPMbasics. All rights reserved.
  13. 13. Key Takeaways & Best Practices Start small, but think big Build a CoE as early as possible Consider internal “road show” to educate on potential of BPM Don’t be afraid to abandon unsuitable tools Expand existing BPM processes to new areas Implement simple inter-departmental processes to expand reach and vision Copyright © 2009 BPMbasics. All rights reserved.
  14. 14. Final Thoughts BPM programs don’t just happen, they have to be built A BPM program is the alignment and coordination of many small, semi- autonomous projects Copyright © 2009 BPMbasics. All rights reserved.
  15. 15. Thank You BPM Basics is your Appian is a global innovator in online resource center business process management for BPM. software suites. www.BPMbasics.com www.appian.com info@bpmbasics.com info@appian.com SaaS BPM Free 30-Day Trials www.appian.com/anywhere 15 Copyright © 2009 BPMbasics. All rights reserved.

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