Ignite The Spark!

Slide 1: Ignite the Spark! How to Stop Talking and Start \"Doing\" BPM Today Sandy Kemsley Kemsley Design Ltd. www.column2.com Copyright Kemsley Design Ltd., 2007

Slide 2: Agenda What’s stopping you?   Modeling as a catalyst for change  Getting from modeling to execution  Just do it! Copyright Kemsley Design Ltd., 2007

Slide 3: What’s stopping you from getting started with BPM Business is waiting for IT to provide  the tools/expertise  Lack of high-level commitment to a BPM initiative  Stuck in analysis paralysis Copyright Kemsley Design Ltd., 2007

Slide 4: Don’t wait for IT The business knows the business  processes  The business knows the business pain points  Still requires analysis skills and lightweight technology knowledge Copyright Kemsley Design Ltd., 2007

Slide 5: No budget? No problem! Drive BPM from business, not IT   Use tools that are readily available but provide proper modeling support Copyright Kemsley Design Ltd., 2007

Slide 6: Keep it simple Tackle a real process problem to help  prove the business case  Carve out a manageable piece that still solves a problem  Learn to say “no” to scope creep Copyright Kemsley Design Ltd., 2007

Slide 7: Introspection breeds change Modeling a process catalyzes new  thinking Generates ideas about process  improvements  Demystifies BPM tools and techniques Copyright Kemsley Design Ltd., 2007

Slide 8: Crowdsourcing your business model A social networking approach to  process modeling  Involve more (business) people in modeling: Captures the wisdom of the crowd   Encourages ownership  Reduces resistance to change Copyright Kemsley Design Ltd., 2007

Slide 9: We have a model – now what? Use the model to get your budget  ROI calculations and business case   Process improvements  Process visibility Use the model to convince IT  Shorter time to execution   Business responsibility for process Copyright Kemsley Design Ltd., 2007

Slide 10: Getting to a working prototype Modeling tool must integrate with  execution environment  Keep customization to a minimum  Concentrate on getting something simple working sooner  Don’t forget the analytics Copyright Kemsley Design Ltd., 2007

Slide 11: The fast-mover advantage Agility to change processes   Optimized processes  Better visibility  More innovation  Competitive advantage Copyright Kemsley Design Ltd., 2007