Every quarter, the team at Leonardo Brisbane take part in the Brisbane BPM Roundtable – a group for like-minded BPM practitioners to network and wrestle with the big questions of process management. At the recent roundtable meeting, we talked ‘process mindset’, and asked people what their biggest challenge was when it came to implementing mindset at their organisation. What is Process Mindset To ‘do process’, an organization, and its people and their teams, need to ‘think process’. In a process centric organization employees are conscious of their roles in the execution of a range of processes. They think beyond the activities described in their own job description to see their role in the bigger picture of creating, accumulating, and delivering value to customers and other stakeholders. The unrelenting emphasis is on conscious, proactive, cross-functional collaboration—and that is often different and challenging for individuals and functional units in an organization. Tools and techniques are critically important, but they are not the main game. Having the right IT and other tools is necessary, but nowhere near sufficient, for success. Tools and techniques alone won’t create a viral spread of the idea of BPM. Hearts and minds are also needed. Challenge 1 – Natural human resistance that the majority businesses have on top of busy BAU Many organisations share the situation of not having enough capacity to look at how to create more capacity. What tends to be successful is to start small and simple. Simple ideas that make the day-to-day a little easier are easy to implement and will have a positive result.
Process models are used by process professionals across organisations of all sizes to document, improve or automate business processes, and to communicate in an easily understandable way with SMEs. Due to their broad appeal, process models come in a variety of shapes, sizes, colours and flow-directions. Unfortunately, this diversity becomes problematic when existing within a single organisation. The value delivered is significantly reduced by these inconsistent models. Invariably, this causes unnecessary disruption and confusion in the business as users have to interpret and discuss the meaning of process models. Modelling conventions aim to reduce the production of inconsistent models and increase speed of understanding. This article provides an introduction to what process modelling conventions are, and how they are used to create standardised process models that can be used by everyone within the organisation.