<img height="1" width="1" style="display:none" src="https://www.facebook.com/tr?id=1907245749562386&amp;ev=PageView&amp;noscript=1">
Event_bg

The Leonardo Blog

All Posts

5 Key BPM Roles You Need For a Successful BPM Practice

Here are 5 key BPM roles that your organization needs to implement successful business process management practice.

The Leader

The leader's role is to ensure that there is a proper vision, mission and strategy for the practice and that's important because that sets the scene of where the practice goes. Particularly essential to bring in new business and create the value proposition of why the team exists and this is crucial because that will set the space and time and budget for the work to be done. 

The Architect

The architect's primary aim is to deliver on the value. Now the value, once agreed on, has to be delivered and implemented in a proper way so that entire life cycle from inception of value to delivery has to be handled by the architect. The architect also is in the business of relationships. The relationships fall under three categories:

  1. Relationships of people,
  2. relationships of processes,
  3. the relationships of technologies,

The architect has to be across all of those elementsand it's quite important that they handle this and understand dependencies because that's what you want to get at the end of the day.

The Analyst

Now the analyst is an improvement specialist. The improvement specialist that handles the transition, the actual implementation of the as-is state to the to-be state. They're also quite involved in making sure that they conduct a deep elicitation of business requirements, which is the only way that one can understand how to get from the current state to the to-be state 

The Coordinator

The coordinator is a lot like the project manager of the team. The project manager has to have a very strong and robust intake machine so that they can bring in work and allocate it accordingly, that they've got enough staff, enough people to actually perform that work. It is also very important to keep a handle on the budget. Because without the budget, there's no work you can do. That’s important because as a coordinator, you would have the responsibility of ensuring that there is correct staff and if there isn't, to augment that staff with the right people. 

The Modeler

16_5_Key_Roles.pngThe modeler is there to document the processes -but it's not just about documentation of processes. It's about having the skills to actually discover these processes and then document them, of course. They are someone who has all those skills and make sure that they are able to apply it in a workshop setting or be able to do deep analysis of documentation. That's important for a modeler to do, but their job doesn't end there.

They have one more key activity, which is to govern the information the information that is received, so governing off process models that go from one stage of the lifecycle to another, from inception to creation to review to finally consumption. Those key areas need someone like a modeler to ensure that it's done correctly and the information remains up to date.

New Call-to-action

Related Posts

UST Acquires Leading Australian Process Transformation Company Leonardo

UST Acquires Leading Australian Process Transformation Company Leonardo - Strategic acquisition further strengthens UST’s position in the dynamic ANZ market Melbourne, Australia, 21 February 2024:UST, a leading digital transformation solutions company, has announced the strategic acquisition of Leonardo, a leading provider of business process improvement, automation, and integration services in the ANZ region. The acquisition by UST will empower Leonardo to expand its market reach and enhance its service offerings for clients, combining Leonardo's in-depth process expertise with UST's technology leadership, digital transformation capabilities, and global credentials, and strengthening UST's position in the Australian market.

How to Present Business Process Models to Stakeholders

Has an audience member ever interrupted in the middle of a presentation about process analysis to ask, “Can you show us the process models in a simple PowerPoint slide?” – or, ”I don’t want to look at the green and purple boxes, just show me the flow!” Perhaps you then felt that you had wasted some of your efforts in modelling the process with too much detail or in the wrong way. Embarrassed and demoralised, you must have wondered how else could these models be presented. Well, you are not alone! This is a common dilemma when there is a need to present process models to a variety of audiences. There is both art and science in presenting the right level of process detail to the right group of stakeholders, especially if they are not familiar with the process modelling language. Effective presentation is even more critical in larger and complex end-to-end process improvement work and in new automated business model implementations. You may need to use multiple model types to describe the same business processes to various audiences. Hence, it is very important to understand who the stakeholders are and what they would like to see before your audience with them. This article proposes an approach to the effective presentation of business process models based on three key elements: understand, organise, and communicate.

What Are The Most Important Questions In Business Process Management?

She who dies with the most answers wins. We seek the truth. We want to know the answers. Paul Harmon started me thinking recently when he invited members of the BPTrends Discussion group on LinkedIn to “describe the purpose of Business Process Management in 160 characters, including spaces and punctuation.” Not easy to do – have a go at it yourself. It felt like I was crafting The Ultimate BPM Answer, which, of course, begged The Ultimate BPM Question. That got me thinking that The Ultimate BPM Problem is that we have plenty of answers and not enough questions. So put all the answers aside for a moment and help me to work out what are the most important questions in Business Process Management?