Implementing Business

ocess management
 Definition

• Business process management (BPM) is a big concept. It

incorporates analysis of business processes, automation,
optimization, workflow design, and business strategy.
• Understanding BPM and devising a plan beforehand are essential
to successful BPM implementation, but once it’s been properly
implemented the benefits can be tremendous.
• Organizations of all sizes and types use BPM to
improve business processes from end to end. A
particular BPM implementation usually starts by
defining the steps involved in a work process so you
can determine what can be improved, what can be
automated, and how it can be tracked
  Need for implementation of
BPM
• Business Process Management improves efficiency
• A common challenge for many organizations is
that business processes are often inefficient, which results
in an increase in waste, predominantly in time and
money. It’s likely that there will be many processes in your
organization that are not working as seamlessly as they
should be, and BPM is a great way to address this.
• The first step is to identify what is currently done and then
you can put steps in place to make changes. If your
business processes are truly optimized for efficiency, you
will be able to reduce costs, and save precious time and
money.
 Need for implementation of
BPM
• Business Process Management supports
business knowledge transfer
• Everyone has to retire at some stage and people do
leave for all sorts of reasons. So how do you ensure
that important business knowledge doesn’t follow
your employees out of the door when they leave?
BPM can be an excellent solution for this as it
provides a clear method to capture and store
important information.
• Documenting information in this way allows you to
easily share processes, policies and guidance
documents among your workforce, which is the best
way to make sure that business knowledge remains in
your organization.
Need for implementation of
BPM
• Business Process Management provides a
framework for Continuous Improvement
• Continuous Improvement is a long-term approach
to making small improvements gradually over
time, as opposed to one big change that occurs all
at once.
• In this case, BPM will allow you to look closely at
your business processes and make small,
incremental improvements based on data-
driven evidence. However, continuous
improvement will only be successful if you have
the full support and engagement of your
employees.
Need for implementation of
BPM

•  Business Process Management supports

the implementation of other IT systems
• The implementation of a large IT system
can create friction between the IT department
and the rest of the business, especially if there
is a lack of communication around the potential
impact a new system may have on the rest of
the organisation. BPM can support the
implementation of systems such as Enterprise
Resource Planning (ERP) as it allows you to have
a complete overview of everything your
business does and how it does it.
  Key Factor for successful
implementation of BPM
1. Understand the capabilities of the Business Process
Management software and what you want your project to achieve
It is important to establish clearly what the BPM software (BPMS) can
accomplish and the benefits it brings to the organisation.
2. Define a project, its scope, objective and timescales
It is important to establish clearly what the organisation wants to
achieve by implementing BPM software.
These objectives and priorities need to be set and communicated
clearly and repeated often. As the project progresses the achievement
against the objective should be measured. Objectives and priorities can
change, but need to do so in a very controlled way.
3. Carry out a technical and cost feasibility study
Once the objectives and priorities have been agreed, a study should be
carried out on the technical and cost feasibilities of the objectives.
The objectives may require review if the costs are estimated as too high
or the project may need to be phased over a longer period.
It is important to understand the limitations of the BPM software, what
functionality comes out-of-the-box, and what fuctionality needs to be
customised and how much time and effort that will take.
  Key Factor for successful
implementation of BPM
Develop the business case
If the feasibility study demonstrates that the objectives can be
achieved at acceptable costs a business case should be prepared
to justify and secure the budget.
The potential for savings by implementing BPM software is huge
and can be explored using case studies of organisations that
have already made investment in this area.
Define the scope of your project
Having defined the objectives, priorities and the budget – the
project needs to be scoped in more detail by the project
manager. It is necessary to define the different stages of
implementation, what will be done at each stage, and who will
be involved from managers to users.
  Key Factor for successful
implementation of BPM
 Implement and rollout in stages
The most successful projects are implemented in stages.
Clear objectives, expectations and measurements should
be set for each stage.
 Measure success against objectives
should be set for the complete project and for each
individual stage and should be measured.
Those objectives and any identified measurable benefits
can be used to demonstrate that the business case was
justified and will provide a very useful input into
subsequent business cases.
Questions to Evaluate the Need to
Use BPM
1. How well does the process work?
2. Are there redundant steps that don’t add
value?
3. Are better results needed?
4. Can the same or better results be achieved
through change or modification?
Questions to Ask. . .?, (cont’d)

5. What are the overall goals of redefining the

process?

Decrease work Better efficiency

Decrease cost Manage and promote
change
Effectiveness all of the above
 Steps in the BPM Method
(Twelve Step Program)

• Name the process;

• Define the process terms;
• Establish process boundaries;
• Identify process actors (who does what);
• Identify the process owner;
• Identify (stakeholders) who is being affected
by the process;
 Steps in BPA . . .(cont’d)

• Describe tasks associated with process

• Describe decisions associated with the task(s)
• Cross reference (check)
• Arrange tasks in order of importance
• Establish measures and identify additional related
information
• Identify areas for improvement within the
institution (Are outcomes aligned with goals?)
 Naming the Process

A process name identifies what the process does.

(Verb + Noun)

Stated as– “end-to-end” (end of one process to the

end of another process). Recruit student aides to
pay student aides.

Stated as– (a gerund with a noun) Recruiting

student aides to paying student aides.
 Defining Process Terms

• Identify the business objective of the process (What

is the goal of the department/institution?)
• Clarify each term of the process (Who is the
target?)
 Establishing Boundaries

• Identify the beginning and end points of the

process (specific points)
• Identify the inputs
• Identify the end of the process
• Identify the outputs
• (Boundaries produce the first picture in the
workflow)
 Identifying Process Actors
(Stakeholders)

• These are all the individuals who are involved

in the activities of the process.

(Each one’s role will be a part of the final

workflow picture).
(What examples are there?)
Identifying the Process Owners
Identify:
1. Who owns the process?
2. Who is responsible for its failure or success?
3. Who is the key decision-maker?
4. Who allots the institution’s resources?

(Only one owner; the one whose job is on the

line if the work fails?)
Describing Associated Tasks

• Create a list of all the tasks associated with the

process and who does each task.
• No order is necessary.
• List as many as possible. (Brainstorm)
 Definition of a Task

A “task” is defined as work done by one

person, such as changing an address or
updating benefit information.
 Identifying Who the Process
Impacts

The process stakeholder is someone who is not a

supplier, customer or owner, but who stands
to gain or lose as a result of the process. (i.e.,
vice presidents)

(Depicted with a different graphic)

 Describe Decisions Made

• These are conditional tasks. The “What if or

who if.”
• Example:
If the applicant is internal . . . then . . .
If the employee applies for Blue Choice Select . . .
then .
 Cross Referencing

• Be sure all persons identified as process actors

are represented by a task.

• (Eliminate or change those incorrectly

identified.)
Arranging Tasks in Order

• Sequence tasks. (may use post-it notes.)

• Start at the identified beginning point and
progress to the end.
• Add any tasks or decisions missed.
Establishing Measures and
Adding Information
Count the number of transactions, tasks, actors,
approvals, and percentage of tasks allotted to
one department or the other.
 Timeframes (length of time it takes to complete
the task).
 Impediments to success or flow of process
(persons or tasks performed, paperwork, etc.)
Establish Measures..(CONT’D)

4. Areas of needed improvement (participants’

wish list)
5. Interfaces
6. Additional data needed from the system
(inputs, letters, etc.)
7. Critical functions to keep (functions to retain
in the current state)
Identify Areas for Improvement and
Plan for Changes to the Process

1. Steps in change process (list)

2. Resources needed or policy changes, etc.
3. Determine how the picture of the workflow will
appear.
 Future Steps

• Continue to refine workflow through

• Elimination of tasks/activities
• Simplification of tasks/activities
• Integration of process parts
• Automation of process parts