For many organizations, a gap persists between their aspirations for process-based management and the reality of what is achieved. They strive to get traction with the ideas of BPM, but progress is slow. Creating an Office of BPM (OBPM) can galvanize interest and action and provide a mechanism for effective control and support of the many process initiatives.
These are the key steps in developing an effective Office of BPM and, thereby, significantly improving organizational performance.
1. PREPARE AND PLAN
Secure project resources. Ensure a comprehensive understanding of the key stakeholders and the levers for change. Identify potential roadblocks.
2. BUILD BPM AWARENESS
Prepare a sound foundation by conducting briefings, discussions and presentations with all stakeholders. Understand the history of BPM in the organization.
3. DEVELOP INTERNAL CAPABILITY
Create internal process management capability. Document an Enterprise Process Architecture and tailor methodologies to suit the particular environment. Create an internal BPM community.
4. BUILD & OPERATE THE OFFICE OF BPM
Establish an effective OBPM via the three development accelerators:
- Office of BPM reference model
- BPM capability development program
- Staged implementation.
Build and maintain interest, urgency and commitment by communicating the vision and reporting on developments.
6. MANAGE CHANGE
Develop change agents, a process-aware culture, and projects that make real beneficial change, not just recommendations.
7. DEMONSTRATE PROCESS IMPROVEMENT
Transition from classroom to workplace and from theory to practice via proof-of-concept projects – these will improve processes with the support of the OBPM.
Harvest the lessons learned and implement good process management practice and continuous improvement in the OBPM.
We believe that the universal need to improve customer service, remove waste, delays and rework and to seize new opportunities makes the early establishment of an Office of BPM a sound strategic initiative.