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Starting with BPM in an organization is a step in analyzing and optimizing the performance within the organization. BPM contains tasks that need to be executed repeatedly. This article will introduce how to start with BPM and what tasks it contains.
Create a BPM Team
The first step in creating a process-aware organization is to build a BPM team. Having a small BPM team helps in many ways for the organization. As already mentioned in the last article on BPM, having a BPM comes with many benefits, such as:
- Collecting BPM Expertise:
The BPM team plays a central role in gathering and fostering BPM expertise within the organization. Bringing together individuals with a deep understanding of BPM creates a knowledge-sharing environment that nurtures continuous improvement.
- Coordinating BPM Projects:
Effective coordination is essential for the successful execution of BPM projects. The BPM team aligns various stakeholders, resources, and timelines to ensure that BPM projects run smoothly and attain their intended outcomes.
- Assisting with Change Management:
Introducing changes to existing processes can be met with resistance. The BPM team plays a pivotal role in change management by facilitating communication, addressing concerns, and implementing strategies that ease the transition to improved processes.
- Measuring Development:
For measuring the BPM initiatives, it’s crucial to establish clear metrics and key performance indicators (KPIs). The BPM team is responsible for defining and monitoring these metrics, enabling the organization to measure the development and success of its BPM efforts.
- Establishing a Process of Thinking:
Beyond project management, the BPM team encourages a culture of continuous improvement and process-oriented thinking throughout the organization. They instill a mindset where employees at all levels are empowered to identify and suggest improvements to existing processes.
BPM lifecycle
Some repeating tasks need to be done regularly. These tasks can be ordered in a lifecycle, which is also called the BPM lifecycle. There are different lifecycles for BPM depending on the source. The order can vary, but the main points stay the same. For this article, we use the BPM-Lifecycle from the book “Fundamentals of Business Process Management” by the authors Marlon Dumas, Marcello La Rosa, Jan Mendling, and Hajo A. Reijers.
It is essential to establish clear BPM goals and determine the connections among various processes within the organization before beginning the BPM lifecycle. The objectives of BPM typically concentrate on cost, time, and quality. For instance, BPM objectives may involve decreasing costs in the production process or shortening the lead time.
After defining the goals for BPM, the next step is to identify the processes involved. This step leads to a process architecture, which provides a high-level overview of the processes and their relationships with each other. Afterward, the actual lifecycle can start.
It is advisable to start with just one or a few processes to undergo the lifecycle. If you’re uncertain about which process to initiate first, here are some suggestions:
- Take a process in which one experiences many challenges
- Start with a top-down approach, take one case from the process architecture, and focus on that
- A process that may be automated
These are some ideas with which process you can start to go through the BPM lifecycle. After selecting a process, the first step is to perform a “discovery” phase, which involves creating one or more process models to determine the current state of the process.
In the following step, the current process will undergo analysis to pinpoint areas that can be improved.
In the third step, once areas for improvement have been identified, the process can be redesigned to enhance performance.
The “Implementation” step involves managing changes or developing IT systems for process automation. During this phase, the redesigned process is implemented, or the new systems are integrated and used in the process.
After the process is implemented, the last step is to evaluate its performance. At regular intervals or whenever there are new challenges or opportunities for improvement, the process can go through the lifecycle again to ensure it remains effective and efficient.
Conclusion
A dedicated team and following the BPM lifecycle is a strategic move for organizations aiming to improve performance and foster a culture of continuous improvement. This structured approach helps organizations achieve long-term BPM goals, positioning them for long-term success in a dynamic business environment.