BPM – Documenting Your Process

Rodrigue Le Gall, Bonitasoft wrote in 10 Best Practices for BPM Implementation…

Don’t try to model how you should work – model how you actually work.

When deploying BPM in your organization, you must establish a starting point.  For instance, you could identify a benchmark for how people currently perform a given function at an optimal level of output and prepare a model of that whether graphically or as a simple document.  Once you’ve established these benchmarks based on actual performance, you can then establish a workflow model that you wish to implement.

My Thoughts…

I have always maintained that you should begin by documenting your as-is process for several reasons:

  • Management typically approves a project like this because you have said that it will save the company time, money or some other measureable item.  In order to ‘prove’ that you have saved the company anything, you must measure where you are coming from.  Then you must measure the implemented process and compare them to see if you have succeeded.
  • The pursuit of perfection is a waste of time.  First, perfection is an impossible goal.  Once you think you have arrived, something will have changed making it not perfect.  And, perfect to one person is not perfect to another.
  • Spending months to come up with the ideal process can cost you.  First, you will likely end up extending the project timeline to ‘get it right’.  Lengthening projects is not good – Management likes to see results in a reasonable amount of time; Users will loose interest in the project if it takes too long to implement.  Neither outcome is good.

The most efficient [not perfect] path is to document your existing process; remove all non-value activities; and automate where feasible.  And, stop procrastinating…

Your Thoughts…

What is keeping your company from managing their processes?


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