bpm - gartner

Download BPM - Gartner

Post on 11-Oct-2015

13 views

Category:

Documents

0 download

Embed Size (px)

TRANSCRIPT

  • This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorised recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. 2012 Gartner, Inc. and/or its affiliates. All rights reserved.

    GARTNER CONSULTINGVersion #1Engagement: EngagementAlias

    The role of technology in a BPM project is to provide the process visibility, accountability and adaptability to better manage this work, and to improve business outcomes.

    BPM is not just a technology. Because it fundamentally changes how people work, BPM is about transformation and skills.

    Peter HidasSenior ConsultantGartner ConsultingPeter.hidas@gartner.com

    Prepared for

  • Engagement: EngagementAlias 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 1

    The Five Major BPM Pursuits

    Business processautomation (BPA)

    Documenting rules and workflows so that they can be executed by computers

    Business processimprovement (BPI)

    Monitoring process execution and pursuing incremental process improvements within a business functional silo

    Business process reengineering(BPR)

    Fostering cross-functional discussions to make major efficiency changes to processes

    Business improvement Encouraging a measurement, monitoring, and improvement mindset within a single business unit

    Business optimization Examining and promoting changes to business models, capabilities,organizational structure, processes, and information across organizational entities

    All of them needs process modeling as an early step

  • Engagement: EngagementAlias 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 2

    The Challenge According to Gartner

    Business processes run an enterprise, but most business processes execute in an ad hoc and informal manner as people exchange telephone calls, pieces of paper, email, unstructured documents, and spreadsheets as they interact with information systems. Only a fraction of an organization's business processes are modeled, managed, or measured in any way.

    BPM is a discipline for managing business processes explicitly as strategic assets. Executives state "improving business processes" as a strategic priority. Achieving this goal implies that a BPM discipline should permeate their organizations. This is easier said than done.

    BPM infrastructure is a suite of tools that supports an enterprise's development of a BPM discipline. A comprehensive BPM infrastructure is not a prerequisite for BPM. BPM infrastructure can support a maturing BPM discipline, but it cannot be a substitute for one.

    Confusion reigns in the market about whether BPM is a business-led process-improvement initiative or a new way of developing model-driven applications. Most organizations treat BPM as an infrastructure- or application-development initiative. Lines of business tend to use BPM infrastructure as a development tool often outside IT and very few organizations actually practice the discipline well.

    Most current BPM infrastructure platforms do not fit well in a post-modern, heterogeneous application platform. Enterprise IT does not need yet another technical silo contributing to complexity. But only IT teams see the BPM

    suites as part of the complexity problem. Business owners see them as the solution for their broken processes.

  • Engagement: EngagementAlias 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 3

    Distribution of Business Processes Phases

    At each phase of the life cycle, infrastructure sophistication increases, but the number of processes reaching that phase decreases dramatically.

  • Engagement: EngagementAlias 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 4

    BPM Worst Practice

  • Engagement: EngagementAlias 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 5

    BPM Worst Practice: Treating BPM as Just a Technology and Ignoring BPM as a Discipline

    It is easy for companies to focus on implementing a tool when doing business process management. However, organizations that focus on BPM technology and ignore the management discipline side will fail.

    Although BPM technologies are crucial to advancing BPM maturity, they are not essential when starting out in BPM, and focusing just on technology when initiating a BPM program is a recipe for disaster.

  • Engagement: EngagementAlias 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 6

    Recognize the impact of organizational politics

    Recognize the impact of organizational politics or else your BPM program is doomed to fail. Organizations doing BPM struggle more with managing people and politics than they do with mastering the technology.

    The majority of organizations still operate within functional silos that impede the visibility of end-to-end process performance and inhibit a more process-centric way of thinking.

    If people don't understand what's in it for them, they won't buy into your BPM vision.

  • Engagement: EngagementAlias 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 7

    Address the lack of transformational skills

    Address the lack of transformational skills or else it will inhibit successful BPM project execution and increase the likelihood of not delivering results.

    Many organizations view process skills as primarily meaning process modeling and analysis. However, the reality is that a broader and more comprehensive skill set is required across the BPM team to deliver a successful BPM project.

    Skills such as project management and organizational change techniques are particularly crucial to BPM project success.

  • Engagement: EngagementAlias 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 8

    Improve process visibility to reveal BPM blind spots

    Improve process visibility to reveal BPM blind spots or risk misidentification of process pain points.

    Parts of the process will happen outside the system, especially manual workarounds and shadow processes that might conceal process pain points. Engage with end users to discover how they really interact with the process and what they need to carry out a given task.

    Follow an end-to-end process, such as raising a customer invoice, and observe how users interact with the process and what their specific tasks are.

  • Engagement: EngagementAlias 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 9

    Establish effective ownership for process performance

    Establish effective ownership for process performance to avoid reducing the benefits of BPM. Organizations are struggling to make process ownership effective, because they fail to find the right type of person to fill the role.

    If you don't measure how your processes are performing, then you won't know which ones are operating poorly.

  • Engagement: EngagementAlias 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 10

    Necessary Skills

  • Engagement: EngagementAlias 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 11

    Gartner has identified 15 business process management skills that arecritical to the success of any business process improvement project

    A key challenge facing many organizations is a shortage of the skills required for BPM success. Most have expertise in a variety of BPI* approaches. BPM can leverage this expertise, but achieving the visibility, accountability and adaptability needed for BPM success requires more competencies.

    The top 15 BPM skills fall into three critical skill sets, which we refer to as "competencies": Transformational competence supports BPM execution. Operational competence identifies what has to change and how. Technical competence enables this change to be achieved.

    Organizations often focus on the obvious skills for BPM, such as process modeling, without considering "softer" ones, such as project management and organizational change skills.

    While some organizations recognize the importance of process modeling, they often do not provide sufficient training for it.

    *BPI = Business Process Improvement

  • Engagement: EngagementAlias 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 12

    Top 15 BPM Skills

  • Engagement: EngagementAlias 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 13

    Levels of BPM Competencies

  • Engagement: EngagementAlias 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner,