Key steps for a successful BPM implementation

There are certain recommendations for business process management and automation, which you can use to guide yourself through the BPM implementation. As far as you give enough attention to each of the steps described below, your project must work out well.

So, which are the main steps of a BPMS implementation project?

  • Examination and planning
  • Process design and description
  • Development
  • Analysis of results

key-steps-bpm-implementationAs you can see, development is just an element of implementing the process approach, and, in fact, one of the least important ones. If you do not prepare well for the implementation, the development will be quite random. Including, the whole project risks becoming rather pointless. Equally, if you forget to analyze the results, the project will be meaningless from the point of view of business and market.

Lets take a closer look at each step of the BPMS implementation.

Examination and Planning

Objectives

This is the first step to take, and here are the main things you should do:

  • Define processes involved in the implementation project
  • Determine a set of metrics for each process
  • Identify current process metrics
  • Set business goals of each process (KPIs or quality values)
  • Formulate definition of business processes

In an implementation project, you must focus first on the business process itself. Processes make up the project areas but not vice versa. You can distinguish processes that belong to a certain department or a responsible employee. For examination and future alignment, processes must be thoroughly described. To describe a process well you need to examine it first.

Technical issues

  • Describe the workflow;
  • Define all the external and internal events of a process that might have an impact on it;
  • Capture how the process is linked to other existing or scheduled processes;
  • Document all the points of technical integration;
  • Discuss technical information with the process owner and stakeholders; consider their extra requirements and comments.

Project plan issues

  • Determine a detailed plan of process implementation;
  • Evaluate possible risks.

Architecture issues

  • Work out how the process integrates with the architecture of the system;
  • Complete the architecture with corresponding links and points of integration;
  • Show the modifications that were made to the architecture to the stakeholders.

Business issues

  • Determine the process KPIs;
  • Document the KPIs at project start.

Results

Hence, you will have a list of processes to implement, as well as a detailed description of AS-IS processes and their current KPIs; and an aggregate project plan.

Design and description of processes

Objectives

At this step, you need to structure the defined processes as TO-BE processes. Don’t forget to take into account all the extra requirements and metrics scheduled for improvement. After that, prepare the final implementation specification.

Key points

  • First, turn each process into an artifact which describes the workflow in a certain notation. It must also include actual KPIs and a list of improvements that will lead to business goals. All the processes brought together form the TO-BE structure.
  • Don´t forget to prepare technical requirements for the implementation, containing architectural requirements. This document will be the main guide for technical experts.
  • You should also form a set of system’s contact points (internal and external) and integration points. Specify business artifacts such as documents and data objects. Link them to the processes.
  • Another thing to do is to specify business artifacts such as documents and data objects. Then you should link them to the processes.
  • Finally, prepare documentation step by step. Discuss each item with stakeholders and process owners until everything is approved.

Results

As a result, you will get a set of documents for development, usually in the form of technical requirements or project charter.

Development

At this stage, you turn the detailed description of the system into an application. Usually, there are no specific requirements here, apart from the customer’s non-standard role model.

Analysis

You can start analysis both before and after the project is completed. That is, either during operational testing or during production. Implementation of a BPM system does not bring immediate results. Accomplishing planned values might take several months or years.

That is why you must prepare certain tools to analyze the project results and perform the following steps:

  • Carry out operational testing and receive users’ approval. Without their support, the system will never work;
  • Document the new system so that it can be used and developed in the future;
  • Provide tools for automatic or semi-automatic monitoring of KPIs defined at the first step.

Conclusion

All things considered, this approach allows you to align existing business processes with a BPM system, you wish to implement. Furthermore, it can deliver better outcome if compared to classic project management tactics. By completing all the main steps described in this article you can achieve outstanding results in BPM implementation.

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By Valeria Evgeneva @ ELMA Europe SARL | October 27, 2016

4 Responses to Key steps for a successful BPM implementation

  1. Putcha V. Narasimham

    All this is fine but “What process model” is used here? How many process elements does your process model have? Have you modeled the following and designed processes to deal with them effectively?

    1 Undesirable inputs and outputs: They always occur. How does your process model detect and deal with them? Have you considered Process Resources and Consumables which are NOT inputs but are essential? Have you identified WHO or WHAT performs the process steps? How do you represent them in the model and how do you realize them in practical implementation? Finally, Have you modeled FEEDBACK? How does your process accept FEEDBACK IN from the “Customer Processes” of your process? How does your process generate and give FEEDBACK OUT to the supplier processes? Do the processes you design run according to the model or use undefined external factors and controls? Check http://www.slideshare.net/putchavn/1-c-comprehensive-radical-process-representation-23sep13

    • @Putcha V. Narasimham, yes, indeed, you have raised an important issue, but actually it goes beyond this article’s scope. My intention was to write a brief and comprehensible article, which covers the key steps and aspects of BPM implementation; it is, in fact, mentioned in the title. I’m sure you’ll agree that this post is a good start for those who just face the task of implementing a BPM-system; this article will help them to properly navigate through the project and understand it as a whole. Of course, it does not pretend to be an exhaustive source of knowledge and an answer to all questions. If I had tried to cover the topic in details, it would have been a long post on multiple pages. Not all readers would have been able to get through it. It is assumed that if readers were interested in the article, they would read more on this topic, gradually increasing their awareness and skills in the field of process control. Fortunately, nowadays in the Internet one can find a lot of useful materials, for example, BPMLeader is an excellent source of information concerning BPM. Thank you for sharing your knowledge, your link is very good and informative.

  2. I would like to differ on point you’ve mentioned under Analysis! If the implementation of a BPM is not going to bring in results within few months, what’s the point in having one in place? Doesn’t that evade the reason for one such solution in first place?
    Providing an another angle to this topic is this post https://goo.gl/wF50p8

  3. Looks interesting! I would also suggest you the 10 Must-Do’s for a successful BPM implementation – https://goo.gl/e66iXy

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