BPM – build your supporter network

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A few years back I was struggling to “sell” the concept of better business performance, by better process management. And I really wanted to implement a tool to support it, allowing the business  to have access to & improve how they did things in incremental steps, as their process maturity grew.

 

I had an “ah-ha” moment during a BPM tool demo  – something I was shown virtually stood up & started shouting, “look at me”. I saw the ability to capture process information such as the cost of an activity while you are capturing the flow. You could capture other process information, such as key controls & risks, roles & responsibilities but it was this cost of process that excited me.

 

I started to think outside the square when I was building up my supporters. With these types of information available, Finance would be very keen to see more, Risk, Compliance & Audit teams would like the ability to flag & tag process activities, there were lots of wins for lots of functions.

 

I organised a demonstration of the tool to key supporters where they could see its potential uses. That was one of my better ideas. The audience went from polite bored interest to avid interest rather quickly. By the end of the demonstration, the business was asking me “so when are we going to have this tool?”.

 

Eureka! The requirement seed had been sown. With some help from Finance I put together the business case and socialized it, so when the business case was presented for approval, supporters were at the ready to give it the thumbs up.

 

Implementing a tool, as you know, is only part of the job done, but that allowed my process champions throughout the business to start centralizing processes.   Having them centralized improved project delivery significantly…no longer would BAs need to re-capture the process, they could use one that was already captured.

 

Governance structures were in place that allowed for the processes to be managed appropriately, so processes became a valuable asset within the company.

 

And that was the start of a great journey…you could do the same. Excite your key supporters by demonstrating different concepts that meets a need. Good luck. ’Til next time -T

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