6. “. . .a discipline involving any combination of
modeling, automation, execution, control,
measurement and optimization of business activity
flows, in support of enterprise goals, spanning
systems, employees, customers and partners
within and beyond the enterprise boundaries.”
Source: http://bpm.com/what-is-bpm
What is BPM?
7. Identifying and Differentiating Between
Case Management and Traditional BPM
Defined
Start Point
Defined
End Points
In Between the Process Follows a Predefined Path or Otherwise Fails
Case Management Adapts to the Context of the Case, Guiding the
Outcome Based on the Combination of Defined Goals, Rules/Policies,
Data, and Application of Knowledge Worker Know-How.
8. Driving Compliance and Scalability
Through Measurable and Repeatable Processes
BPM Processes Are Deterministic,
Where All Possible Paths Are
Pre-Determined or Known in
Advance, No Matter How Complex
the Pathways May Be.
The Direction of the Process is
Determined by the Pre-Defined Path
and Current State; State is Determined
by the Preceding Activity.
This is often critical for ensuring
compliance and consistency – knowing
work is done right each time.
9. End-to-End Processes Must Accommodate
Both Orientations Within a Single Process
A Library of Process Fragments Can
Be Called on to Automate Mundane
Tasks or Regulated Processes
An Event Occurs
Which Launches a
New Process / Case
The Case is
Completed
When Criteria
is Met
Analytics Help
Define How the
Case is Processed
Information is Captured
and Added to the Case
Business Rules, Policies
and Processes Are Run
Against Case Data
Ensuring continuity across multiple
channels, including mobile devices
with inconsistent connectivity
10. Shift to “Intelligent BPM” and “Smart Processes” . . .
Leveraging Rules / Policies, Goals and Intelligent Agents
More Agile Execution Models Allows for Adapting to Meet
Goals, Rather Than Sticking Strictly to Predefined Paths
Allows Separating Automation of Mundane Tasks for
Efficiency, While Keeping the Overriding Focus on
Effectiveness
Customer-facing Processes Require
BPM and Case Management
11. Accommodating More Comprehensive, Longer-lived
Dynamic Process Lifecycles
From Transactional (Control) to Data-Driven (Visibility)
“Data-Driven” = Shift to Information-Intensive,
Adaptable Processes Driven by Analytics, Context,
and External Events
Customer-facing Processes Require
BPM and Case Management
12. Asking the Right Questions
Creating a Metrics-driven Culture
Setting Expectations for Growth NOT Cost Savings
Scaling the Program for Success
Picking the Right Starting Point
Top 5 “Must Do” Steps for Transforming
Customer-facing Processes
13. How Will This Improve The Customer’s Experience?
Who Benefits From The New Process or System?
What Metrics Provide the Best Measurement of Success for This Process?
How Do We Engage Our Customers’ Perspective in the Understanding and
Definition of the Business Process? (“voice of the customer”)
Are the Terms (vocabulary) Consistent and Mutually Understood?
How Many (which) Systems Need to be Accessed to Perform this Process?
Will the Users of the Process Measure Success the Same as Other
Stakeholders and/or Sponsors? How is This Tested?
Asking the Right Questions
of Your Team
14. Your Strategy. . .
Develop a “Metrics Culture” Across
Your Organization (not just your own team)
• Know When and How Success Will be Measured
• Show Results Frequently and On Time
• Formalize Your Own Customer Experience
Maturity Model (pick one, define one, but use it)
15. Your Strategy. . .
Sell Your Program on Growth vs Cost
• Know Your Metrics and Make Them Visible
• Target Growth Areas With Momentum
• Engage Customers Throughout – Directly
and Through Stakeholders
16. Your Strategy. . .
Scale Your Team With the Program
• Start With Cross-Functional Team / Skillset
• Release Often – Results < 90 Days
• Create a Feedback Look for:
Target -> Results -> Review -> Redeploy
•Get Started!
17. …Yet 54% of Projects Fail!*
Why?
#3 – Lost Executive Sponsorship
#2 – Resistance by End Users & Stakeholders
#1 – Failure to Define Realistic Boundaries
Business Process Improvement is #1
Priority Today…
*source: BPM.com’s BPM Market Survey
18. Setting boundaries; avoid processes that:
√ are already well-defined,
√ are overly complex, or
√ are politically charged.
Look for opportunities and processes that are characterized as:
√ paper-intensive, involving tasks done on a frequent basis (daily),
√ lacking a rigid or controversial definition, and
√ having an immediate and measurably positive impact on
customers, stakeholders and/or end users.
Avoiding the Top 3 Mistakes Most
Companies Make With BPM Initiatives
19. Avoiding the Single Greatest Mistake:
Picking the Right Starting Point
Complex
Tactical StrategicAlignment With Business Goals
SimpleDegreeofDifficulty
Limited Value,
Low Visibility
Likely
Target Area
High Value,
High Risk
20. Industry Shift From Efficiency to Effectiveness
It’s No Longer (just) About Saving Money, Today
It’s About Making Money
Focus on Response Time and Customer Experience
Success Metrics and Performance Objectives are
Increasingly Revenue-Focused not Cost-Driven
Growing Your Business with BPM:
Final Strategy Take-Aways
21. Goals and Metrics Meaningful to Customer Engagement
Should Drive Any Process Improvement Strategy
Meaningful Transparency of Business Operations Requires
Visibility Into Customer Interaction
Focus on the Ability to Measure Performance and
Progress in Holistically, Across the Entire Customer
Experience Lifecycle
Growing Your Business with BPM:
Final Strategy Take-Aways
47. Effort Time
Requirement gathering 2 hours
Development & QA 3 hours
User testing 5 hours
TOTAL time to finished application 10 hours
Engineering Support: rapid development
47
