<img height="1" width="1" style="display:none" src="https://www.facebook.com/tr?id=1907245749562386&amp;ev=PageView&amp;noscript=1">
background10

The Leonardo Blog

All Posts

Process Support - The Process Session #8

 

The Process Session is a weekly video series posted on The Leonardo Blog that discusses all things BPM and Enterprise Architecture.

Today, Marco talks about Process Support.

Please let us know if you have any ideas for future topics for The Process Session. 

Watch Process Measurement, Governance and Change video seminar

Video Transcription - Process Support

Thanks for joining me again for The Process Session. Today, we’re talking about the last enabler of the 7 Enablers of Business Process Management – Process Support.

Over the past few weeks we’ve discussed process architecture – the key artefact that stores our business process which delivers value to our clients. We want to put in place some key measures – the second enabler – to ensure we are achieving what we have set out to achieve for that process. We also put some governance in place – we have a process owner who sets these measurement targets, responds to them accordingly and continues that loop on a daily, weekly or monthly basis. When there is a change, they put that into a process improvement cycle where the process is then improved. When that takes place, we have a lot of change in the organization - both to systems and people.  So we need to understand how to manage that within the process improvement cycle. In order to do that, we need to make sure the mindset and culture of the organisation is receptive and ready for change.  We then build from there build the capability within our people and our systems to be able to achieve the remainder of the seven enablers.

So today we’re going to talk about Process Support. The support of all of the above is extremely important. You will often need a central office (Office of BPM), group or team that orchestrates and coordinates this information.

Manage BPM Strategy

The way we’ve pictured this is that we have to have our own strategy in place. We need to eat our own food and products as it were; we need to have our own architecture in place to do the process of process improvement or process management. So we set a strategy to align with the organizations strategy and deliver on this.

We do so by ensuring we have proper methods and systems in place.  We have to have our management processes in place to help support this team/office and support the organization.  We need to be able to deliver the process improvement methodologies.  We also need to support this office. It doesn’t have to be big! I can be done with a small number of people and in some organizations it can be achieved with part of a role. As your organization grows, so too must this grow either using a centralized or decentralized model.

Support Process Management

We come with the organization strategy front of mind and we need to filer all of the strategic demands and operational demands and shift them into a project portfolio. The project needs to determine which projects (with our limited resources) we can address first. That then funnels into process improvement projects that we deliver upon.

Supporting Process Improvement

We need to understand what process improvement methodologies we want to use. We want to be sure that if we use 6 sigma, we’re ready and enabled to deliver this through the organization. The management office shouldn’t be the place where everything gets done – it is the place that orchestrates the everything being done within the business.  To what extent we have trained people in and outside the office depends on the culture of the organisation, what is trying to be achieved and which projects we’re trying to deliver on. In this space we’re wanting continuous improvement, to move from a ‘as-is’ to a better ‘as-is’ – a business better than usual situation. We do this using various techniques of lean, six-sigma or any other methods to get there.

Support of the Office of BPM

In the final part of this process office is the support, where the tools and methodologies that enable this effectively and efficiently come from. We need to understand:

  • how big this is going to be so we can manage the roles and responsibilities .
  • the budget required; how to we make money and save money within a function of this. We have services that need to managed in an efficient and effective way.

That is effectively the support enabler that ensures all the other process enablers (architecture, measurement, governance, mindset, change, capability) ties together to deliver process improvement.

So what if don’t have any of these seven enablers? What are the end results if we don’t have any one of the seven enablers operating properly.

7 Enablers of BPM Journey to BPM Maturity

  • If we don’t have a process architecture – then we’re looking towards disharmony because we don’t understand how our business processes really link together
  • If we don’t have measurement in place and a measurement method that is properly implemented – then it is guesswork we’re doing in our business
  • If we don’t have a governance structure in place – then we’re looking towards anarchy
  • If we don’t have change put in place at the beginning – then it is futility
  • If we don’t have the right mindset – then we’re looking at disunity within the people, within the organization
  • If we don’t have the right capability enabled – then we will end up with frustration

However when you have all seven operating together, harmoniously, orchestrated very well by a central office (OBPM) then and only then will you have true transformation.

 

Process-Session-Process-Support

 

Marco Fargnoli
Marco Fargnoli
CONSULTING PRINCIPAL / TEAM LEADER Marco’s 25 years’ experience in small to large business operations from the ‘shop floor’ as an Avionics Technician to the ‘Executive boardroom’ as the Global Business Process Manager for GE Aviation Systems has provided in depth business knowledge and an excellent practical foundation to his academic qualification, Master in Business Process Management. Marco is passionate about helping people in all areas of life and infects others with his enthusiasm.

Related Posts

Leonardo at the Red Hat Forum in Sydney

Leonardo will be exhibiting and presenting at the Red Hat Forum in Sydney at the Hyatt Regency.  Our presentation topic will be 'Using Processes-as-Microservices to Drive Better Customer Experiences' which presents an approach that combines digitised processes, business rules, and microservices that collectively deliver improved customer experiences through event-driven digital “micro-moments” – those brief interactions with your customers that can sometime be neglected. At our booth we will be talking about  end-to-end process improvement - from business architecture and modelling to process automation, integration and platform - implemented for our clients using an agile, scalable delivery model. We will also being showing our demo of process-centric applications on a digital platform - using best of breed technologies from Red Hat and Entando.  Come enter the draw to automate your own processes using a Amazon Echo Spot.   

Leonardo partners with Trisotech for greater client success

Leonardo announced today that they have formed a partnership with Trisotech - a leading provider of highly visual and interactive software tools that help organizations innovate, transform and improve their operations. According to Adam Mutton, Managing Director of Delivery for Leonardo, “Trisotech enables Leonardo Consulting to foster an innovative, collaborative approach for the subject matter experts at its clients. Trisotech’s Digital Enterprise Suite is a modelling environment that helps Leonardo design, model and execute its customers’ business processes & business rules. Organisations globally are demanding digital and mobile enablement to streamline and automate their processes to improve the customer experience and drive revenue. Trisotech’s modelling platform delivers BPMN, CMMN and DMN which are crucial artefacts to drive consistency that connects business strategy to automation, integration and implementation for Leonardo’s clients.” “Trisotech is very excited to be partnering with Leonardo,” says Trisotech Chief Sales Officer, George Barlow. “Leonardo is an acknowledged thought-leader in process management practice, and has an experienced team delivering technical outcomes for their clients – from strategy to execution. “Leonardo serves a wide spectrum of customers in the public and private sectors in Australia and around the world by delivering a range of products and services in the consulting, delivery and development arenas. “Combining Leonardo’s expertise in assisting customers to improve organizational performance by documenting, analyzing, improving and managing business processes with our Trisotech Digital Enterprise Suite will provide Leonardo clients additional benefits. These include powerful and comprehensive new ways to visualize, innovate, transform and improve through tools like our Discovery Accelerator, Business Process Modeling, Case Management Modeling, Decision Management Modeling, and exciting data visualization via the Insight Analyzer – all powered by Trisotech’s revolutionary Digital Enterprise Graph.” About Trisotech Trisotech is a global leader in digital enterprise transformation solutions, offering innovative and easy-to-use software tools that allow customers to visualize, innovate, transform and improve their digital enterprise processes and business decisions. Trisotech customers use The Digital Enterprise Suiteto provide new and revolutionary ways for their knowledge workers to collaborate and succeed in an increasingly global, connected and competitive world. Trisotech products are providing digital transformation help to communications, agriculture, manufacturing, financial, healthcare, insurance, energy, distribution, government, and many other types of organizations. Trisotech is a privately held company. Website: http://www.trisotech.com

Leonardo partners with University of Melbourne’s Apromore

Leonardo and the University of Melbourne’s Apromore team today announced a partnership whereby Leonardo will be assisting the Apromore team in developing the platform strategy and implementing it through an agile methodology, and by providing industry-strength development power to improve the platform. According to Leonardo Managing Director of Deliver Adam Mutton, “Apromore’s unique selling point is that its process mining capabilities are ahead of the curve, given that they are directly informed by many years of academic research, combined with numerous applications in the field. We have substantial experience in supporting open-source initiatives and are confident we can transfer this experience to the Apromore Initiative”. Apromore is an open-source business process analytics platform combining state-of-the-art process mining capabilities with functionality for managing process model collections. Apromore’s wide range of advanced process mining features range from automated discovery through to variants mining and predictive process monitoring. “We are thrilled to be partnering with Leonardo,” says Apromore team leader Professor Marcello La Rosa, from The University of Melbourne. “Leonardo Consulting is an acknowledged thought-leader in process analysis and improvement, and has an experienced team delivering technical outcomes for their clients – from strategy to execution. This partnership will help the technology become more robust and ready for large-scale adoption.”