ProcessCafe blog: Five Simple Questions, No Easy Answers

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ProcessCafe blog -- Five Simple Questions, No Easy Answers - The process version
Once again I defer to Amber Naslund over at the Altitude branding blog for her excellent post entitled Five Simple Questions, No Easy Answers.

It prompted me to see if there are similar questions that could arise in the process world

1. If you could change something about the way process management is tackled as it is right now, what would that be? Why would that improve things?

2. Give me a definition of 'process management' for a newbie, and you can’t use the words “BPM”, “Software as a service”, "process" or “tool”.

3. I’m a successful company, and I’m not yet looking at managing my processes or defining a process management capability. Why should it matter to me if what I’m doing isn’t broken?

4. Tell me the real challenges I’ll encounter as a business when I’m starting managing my processes. Now tell me why I should bother overcoming those when I have enough issues to deal with already - especially in this current economic environment.

5. Take 'process management' out of the sandbox. Tell me how else it moves business forward, operationally, culturally, otherwise, and how I can justify the cost of doing this.

What other questions are bugging you? (I have one more)

6. If people keep talking about BPM as something that is tool based, does it mean that I can't do this without spending money on equipping my organisation with these tools?

1. There are two major enablers for carrying out the optimisation of the enterprise as a whole:
a) tools and pertinent information to help people in better decision making, and
b) a guarantee that the enterprise is capable of implementing the necessary changes at the required pace.

2. BPM discipline allows you to model, automate, execute, control, measure and optimise the flow of business activities that span the enterprise’s systems, employees, customers and partners within and beyond the enterprise boundaries

3. There are two ways people use their cars – change each 3 years or use them up to complete break then buy a new one. Check what is the way of the majority of Management Board and follow their arguments.

4. Architecture. Thanks to the current economic environment even the G20 understood that a complex arrangement should start with its architecture.

5. Done correctly, BPM will add unprecedented flexibility and will become an enabler for your business innovations.

6. There are BPM discipline, enterprise BPM system (portfolio of the business processes as well as the practices and tools for governing the design, execution and evolution of this portfolio) and BPM suite (coherent set of software tools for facilitating the implementation of a BPM system). You may implement your enterprise BPM system without a BPM suite, but the latter can simplify such an implementation.

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