The document provides tips for organizations to start a business process management (BPM) initiative using process modeling as a catalyst for change. It recommends that businesses take the lead by modeling key processes themselves using readily available tools instead of waiting for IT. Starting with a small, high-impact process can help prove the business case for BPM and get buy-in. The modeling process should involve gathering input from various stakeholders to capture different perspectives and encourage ownership of the results. The end goal is to use the models to prioritize improvements and convince IT to help build working prototypes that integrate modeling with process execution and analytics.

1. Ignite the Spark! How to Stop Talking and Start "Doing" BPM Today Sandy Kemsley Kemsley Design Ltd. www.column2.com

2. Agenda What’s stopping you? Modeling as a catalyst for change Getting from modeling to execution Just do it!

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

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

5. No budget? No problem! Drive BPM from business, not IT Use tools that are readily available but provide proper modeling support

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

7. Introspection breeds change Modeling a process catalyzes new thinking Generates ideas about process improvements Demystifies BPM tools and techniques

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

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

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

11. The fast-mover advantage Agility to change processes Optimized processes Better visibility More innovation Competitive advantage