Many in business people still struggle to see the role of business process in building better performance (i.e. business results). So I thought I would share this little hook that I developed within one of my consulting engagements. It is based around preparing bread – the components of the bread, the flour, the yeast, the water and then baking it all together for an effective result. In your business it is the dough rising that equates to achieving its performance objectives … however those performance objectives are defined.
Whether aware of it or not, in most businesses the different ingredients are not well aligned or working together as well as they could be. Mixing the metaphors for a moment, they are not rowing together in a coordinated fashion. Business Process Management brings together a range of techniques and approaches—the BPM tool box. The components of this tool box help change agents in the business (the bakers) create their own special sort of dough. At the heart of that is an ongoing enquiry into business processes—if you like the water that binds the flour (your people), with the yeast (the technology).
There may be other subtle ingredients. But cooking is not only about mixing the right quantity of ingredients; it is also how you mix them, and how long you bake the mixture. You might think it is just a question of getting the right measure of ingredients. But first, it is necessary to decide on the sort of bread you want to make, and how it is going to be delivered, to whom. Alongside the choice of people (flour), the most critical element is the water (processes)—the ingredient that binds it all together.
Relatively speaking, adding the technology is the easy part. But it requires a considerable amount of rigor. This rigor is most apparent in the way we understand and model processes—because in the modern BPM technology, it is these models that drive how work is managed and driven through the business. If we want to change the way the business operates, all we then need do is change the models. No programming should be required (or at least only in very specialized cases). As much as is possible, everything is configured with models.
But to develop these models requires a rigorous approach and methodology—one that allows us to bind together (integrate) the people, processes and technology. The problem is that process models are like a bikini—what they reveal is suggestive. But what they hide is vital. (Paraphrasing Levenstein talking about statistics).
This is the central thesis of the BPM Process Modeling Fundamentals training course we have developed within BPM Focus. It not only features the very latest developments in BPMN (developed in collaboration with Stephen White, the main author of the BPMN standard), it also includes complementary techniques that help people really see their processes from a number of different angles. The next iteration of the course is due for delivery in London next week (May 1st and 2nd), then in Washington DC on May 24th-25th and Sydney on June 7th-8th. We are also delivering the course inhouse to a number of corporate clients. It should also be available on-line soon.
It is complemented by another program Ensuring BPM Project Success, which is oriented toward ensuring that BPM Programs are rooted in the organization appropriately (due to run in Washington DC on May 21st and Sydney on June 12th-13th). You could think of this second program as being designed to help you set up to guarantee success in BPM projects (or how to avoid getting egg on your face). It is designed to cure you of the legacy thinking that created the existing mess and provides an actionable methodology and framework for BPM success.