Sally Gonzalez
Director
Baker Robbins & Company
Tom Baldwin
Chief Knowledge Officer
Reed Smith
Agenda
•   Definitions & pedigree
•   Alignment of information and processes
•   Specialized design methodologies
•   Real...
What is Business Process Management?
•   Management field focused on aligning organizations with
    the wants and needs o...
Trends and Directions
•   Family tree includes Taylorism (1900), Deming’s production
    improvements (40’s), TQM and Six ...
BPM Starts with Law Firm Value Chain


                                              Get More Work


                     ...
Deconstructing the Business Process Model

GETTING WORK >                       STAFFING WORK >                         DO...
BPM Requires Aligning Information & Process
BPM Requires Enabling Information Flows
                  Work Required   Skills & Expertise




  Blocked
Information
   ...
BPM Requires Enabling Information Flows
                     Work Required   Skills & Expertise




   Aligned
 Informatio...
BPM – Examples
•   New Business Intake
•   New Joiners/Leavers
•   Matter Management
•   E-Mail Management
Key Success Factors
•   Leadership to drive change across multiple business
    segments
•   Effective partnership between...
BPM Development Life-Cycle
•   Design
     – Focus on improving existing processes
     – Include process flow, actors,
  ...
Successful BPM requires specialized development

•   Understand what the
    organization wants to
    accomplish and get
...
Design Goals
•   Any system embodies a way of working
•   A system’s function and structure force users to accept
    part...
Goal-Directed Design gets you to successful BPM
Streamlines design, development, and training by providing
clear steps to ...
“Personas” are key elements
•   Represents goals and behaviors of a real group of users
•   Synthesized from interviews
• ...
Personas and Roles
•   Roles address the actual tasks and tools needed to
    accomplish a persona’s goals in the workflow...
Persona Examples: Matter Management
       Persona: Lorraine Faraday, Client Manager
       Role: Approver
       Goal: Gi...
BPM takes a village…
•   You cannot define system
    functionality without user
    research
•   Identify each and every ...
BPM in Law Firms


Real World Examples
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Ilta09 Business Process Management S Gonzalez

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Presented by Sally Gonzalez at ILTA 2009.

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Ilta09 Business Process Management S Gonzalez

  1. 1. Sally Gonzalez Director Baker Robbins & Company Tom Baldwin Chief Knowledge Officer Reed Smith
  2. 2. Agenda • Definitions & pedigree • Alignment of information and processes • Specialized design methodologies • Real world examples in legal
  3. 3. What is Business Process Management? • Management field focused on aligning organizations with the wants and needs of clients • Holistic management approach that promotes business effectiveness and efficiency while striving for innovation, flexibility, and integration with technology – Transition from “build-to-last” to “built for change” • Attempts to improve processes continuously • Sometimes described as a "process optimization process“ Sources: Wikipedia & Gartner Group
  4. 4. Trends and Directions • Family tree includes Taylorism (1900), Deming’s production improvements (40’s), TQM and Six Sigma (90’s) • Initially focused on improving single department or function • Today focusing on cross-departmental, enterprise-wide, or cross-enterprise processes – Requires new ways of thinking about business • Perceived benefits – Cost savings – Productivity improvements – Business innovation through insight – Agility
  5. 5. BPM Starts with Law Firm Value Chain Get More Work Managing The Firm Ex ce ed ing Getting Getting Staffing Staffing Doing Doing Managing Work Work Work ns Work Work Work Work tio ct a pe Ex Supporting The Practice Copyright, Michael Farrell Group, 2002
  6. 6. Deconstructing the Business Process Model GETTING WORK > STAFFING WORK > DOING WORK > MANAGING WORK Direct Proposal Project Deliverables Marketing Prepared Opened Prepared Time and Inquiry Proposal Work Client Work Charges Received Delivered Started Billed Finished Recorded Indirect Conflicts Team Project Marketing Cleared Assigned Managed Legend: Work processes Learning loops Copyright, Michael Farrell Group, 2002
  7. 7. BPM Requires Aligning Information & Process
  8. 8. BPM Requires Enabling Information Flows Work Required Skills & Expertise Blocked Information Flows
  9. 9. BPM Requires Enabling Information Flows Work Required Skills & Expertise Aligned Information Flows
  10. 10. BPM – Examples • New Business Intake • New Joiners/Leavers • Matter Management • E-Mail Management
  11. 11. Key Success Factors • Leadership to drive change across multiple business segments • Effective partnership between IT and the business – Change seen as business goal, not technology change – Design enabled by consistent policy and standards – Strong vision in technology and business solution • IT adoption of specialized development methods
  12. 12. BPM Development Life-Cycle • Design – Focus on improving existing processes – Include process flow, actors, alerts/notifications, SOPs, SLAs, and task handovers – Good design reduces usability and cost issues over process lifetime • Modeling – Assess variable conditions • Execution – Buy COTS or build – Blend automated tasks with human Intervention for complex areas • Monitoring – Track and report on process states • Optimization – Collect monitoring or modeling data and improve process
  13. 13. Successful BPM requires specialized development • Understand what the organization wants to accomplish and get buy-in from stakeholders • Understand how people work now • Understand how business needs drive change in work practices • Translate that understanding into clear requirements • Translate requirements into clear directions for developers • Provide the right amount and style of communication and training
  14. 14. Design Goals • Any system embodies a way of working • A system’s function and structure force users to accept particular strategies, language, and work flow • Successful systems offer a way of working that users want to adopt and addresses the way they think about things (their “mental model.”) • There needs to be a way for a cross-functional team to come to agreement on what users need and how to design a system for them
  15. 15. Goal-Directed Design gets you to successful BPM Streamlines design, development, and training by providing clear steps to avoid designing unnecessary processes and features that only meet a portion of user needs. The Steps Research: Gather information on users, domains, and business objectives. Conduct contextual interviews. Model: Develop conceptual personas and day-in-the-life scenarios that will be translated into specific features and functions. Envision: Prepare mockups and key path scenarios. Conduct walkthroughs with users to verify the design. Refine: Via iterative testing, validate features and refine appearance and behavior. Prepare specifications to communicate design requirements to development team.
  16. 16. “Personas” are key elements • Represents goals and behaviors of a real group of users • Synthesized from interviews • Captured in 1–2 page descriptions including: – Behavior patterns – Goals – Skills – Attitude – Environment – … and a few fictional personal details to make the persona vibrant
  17. 17. Personas and Roles • Roles address the actual tasks and tools needed to accomplish a persona’s goals in the workflow process • Personas support the accurate development of role requirements – Put a human face on abstract data about a particular role in the development of a workflow process – Minimize "self referential design" reflecting designer/developer’s mental models rather than the real user’s – Assist with brainstorming, use case specification, features definition, and prioritization based fit to persona needs and roles as they perform workflow
  18. 18. Persona Examples: Matter Management Persona: Lorraine Faraday, Client Manager Role: Approver Goal: Give me an option where I can easily access a listing of collections for the day and hours so I can assess the profitability of a matter before approving Opening a New Matter Persona: Adam Trexler, Matter Manager Role: Approver Goal: Give me an option where I can easily see information about resources assigned to a project so I can accurately assess the staff when approving a Staffing Workflow Persona: Ross Fallon, Payment Advisor Role: Check Request Receiver and Router Goal: Show me a meaningful list of requests, who needs what, when they need it, when they requested it and how to contact them.
  19. 19. BPM takes a village… • You cannot define system functionality without user research • Identify each and every role in the process • Give each role an identity by preparing a persona • Keep roles in mind throughout the entire process of design, development, implementation, and change management Example: NBI Team
  20. 20. BPM in Law Firms Real World Examples

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