From Terry Schurter – IPAPI.org…
Terry wrote ‘A Brief History of BPM’ – you can read his entire blog at www.ipapi.org .
I want to share his ‘lessons learned’.
- The need for individual process orchestration: We have learned that business activities to not conform to the traditional work flow technology paradigm. General business processes are fraught with the high degree of variability that occurs anytime people are the primary performers in the actions of a process.
- Work flow queues are extremely limited: Work flow queues work well when the general concept of a task list is already part of the existing work metaphor, but it does not work well when the task list metaphor is not already in place.
- The need to ‘Capture’ reality: Business processes are highly personalized and variant. When we solve the issue of how to enable them to engage with underlying BPM technology in a way that allows them to self-orchestrate their behavior in a process, we will have the opportunity to start capturing the behaviors of our people that we can learn from to improve our overall business operations.
- Unstructured or free-forming process: A number of our highest value processes are really ad hoc processes that form within a known framework of relationships. These processes do not have a predetermined start and end point, they form where they are needed, when they are needed and exist until they complete.
- The customer is nowhere in sight: The processes that represent what the customer experiences are not being dealt with by any of the commercial BPM market segments as end-to-end customer processes.
As with any project, companies tend to use some variant of the ADCI model – Analysis, Design, Construction and Implementation.
With his lessons learned, Terry is pointing out areas that are not given the proper attention during the Analysis phase of this project. The real problem is that these issues will come up and it is far more expensive to deal with them late in the project [it will require changes to the implementation] than it is dealing with them up front.
And, one of the most important things that Terry pushes is to pay attention to the customer. I contend that the most important process for any company is their ‘quote to cash’ process. Oversimplified, it starts with the customer – you quote pricing for goods or services – you manufacture or deliver services – you bill and receive cash [and ends with the customer]. As you analyze your business processes, it is in your best interest to pay attention to how they impact your customer. And, it would be best if the impact was positive.
As I have pointed out before, in this uncertain economy some companies will fail and others will do well – what is your company doing to make sure they are on the side that does well?
Has your company begun to manage any of their business processes?
Keeping it Real!