Posted by: peter in Savvion, Peter Borner, PegaSystems, Lombardi, K2.net, iterative approach, Global 360, change, Business Process Management, bpm, Appian on
Jun 10, 2009
Are vendors that describe themselves as System-Centric, Human-Centric or Document-Centric being very short-sighted and missing the point of BPMS value?
Gartner's latest report "People, Processes and Information: United at Last in BPM" says that vendors that describe themselves in one of those buckets as being very short-sighted and missing the point of BPMS value.
At Axispoint we have found that an organisation new to BPM is unlikely to have the right set of skills and experience on hand, a sub-optimal methodology will deliver sub-optimal results and poor communication causes frustration and distrust bringing about resistance to change. The best way to deal with this complex challenge is to adopt a holistic approach. Unlike traditional application development, implementing BPM necessarily involves changes to business process, and invariably to culture, not just to the technology.
People, Processes and Information must be truly united for BPM to be successful.
Posted by: peter in Savvion, SAP, Peter Borner, PegaSystems, Lombardi, K2.net, iterative approach, governance risk compliance, Global 360, Credit Crunch, change, bpm, Appian on
Oct 29, 2008
As a regular reader of Dennis Byron's excellent BPM in Action Blog, my interest was peaked by his latest entry (http://www.bpminaction.com/blog/2008/10/bpm_viewpoint_what_new_aiim_st.php) where he discusses the new AIIM study on BPM (http://www.ebizq.net/news/10483.html).
As a centre of excellence for BPM our aim is to deliver value as early as possible in any engagement. Typically we look for processes to attack in the initial iteration that can start to deliver an ROI within 90 to 120 days. This is clearly in line with Dennis' advice in his blog post. My view is that, learning to walk before you run is a key success factor in all BPM projects. After all, a lean, agile, reliable approach that has early success will never be a job loss or balance sheet writedown issue!
If have published a number of solution briefs for those of you looking to introduce BPM into your business. You can find them here: http://www.axispoint.co.uk/dl-white-papers
Posted by: peter in web2.0, Savvion, Peter Borner, PegaSystems, Lombardi, K2.net, iterative approach, Global 360, change, bpm, Appian on
Oct 8, 2008
My premise is that firms achieve growth through the use of information technology to scale their business processes more effectively than their competitors. So how do we measure the strength of a firms IT capability?
I use an "IT Scorecard," based on an original framework developed at Microsoft, to measure and track IT capability in five key business functional areas: sales and marketing, finance, operations, empowered professionals, and IT infrastructure.
Typically a firm that does well on the IT Scorecard has a high capacity for business process scalability. That is, their processes tend to be able to scale to meet the needs of a rapidly changing business environment. For example, through good process knowledge and standardisation they can more easily manage the complexities involved in growth; they are able to streamline their operations and achieve grow without significant additions to headcount; they are flexible and able to respond quickly and take advantage of new opportunities and they have good visibility into their critical business processes.
Interestingly, firms that have a high capacity for business process scalability often do not realise that they have this capability. However, results can be off the scale for firms that understand their capabilities and embrace the business process scalability they have developed because they are able to identify the specific process changes needed to drive each business lever and then quickly and efficiently implement those changes in their BPM system.
