BSB Ensuring success in BPM and workflow projects.pptx

1、Ensuring success in BPM and workflow projects,This learning module discusses strategies, techniques and practices that help to achieve successful implementations of BPM projects and process-driven solutions on the K2 Platform,200.BSB Version:1 Revision:2 Duration: 1.5 hours, SourceCode Technology Ho

2、ldings, Inc. All Rights Reserved,Module prerequisites and target audience,Target Audience Business Analysts, Project Managers, Development Team Leaders Prerequisite knowledge Basic knowledge of K2 Compatibility K2 blackpearl (any version) Scope Common reasons BPM projects fail How to manage Risk in

3、BPM projects Managing development projects Ensuring adoption and measuring success,Terminology Refresh: Workflows, Processes, BPM, BPR and BPA,Workflow/Process Sequence of connected steps or activities that may span across different people, roles or systems. Often visualized with a flowchart. Busine

4、ss Process Management (BPM) Optimization of business processes using management strategies, workflow formalization, BPA, rules engines and organizational structures. Business Process Automation (BPA) Use of software to automate manual workflows and processes Business Process Reengineering (BPR) Anal

5、ysis and design of workflows and processes within an organization K2 business applications Bind people, data, forms workflows and reports together in the context of a solution,Why BPM Projects fail,What does “Fail” mean? Leading causes for “lack of success” Over-reaching on the first attempt Incorre

6、ct perceptions about what BPM/Workflow is Implementing flawed processes Lack of Vision, Strategy and Leadership Too many goals and too many leaders Poorly defined measures of success Poor solution or environment architecture Poor project management and change management Unrealistic timelines and dea

7、dlines Insufficient testing Lack of resources and skills Risks inherent in integration and inter-dependencies,Why are you doing this?,Mission What is your mission statement? Vision What is the vision for the organization on 5 years, in 10 years? Strategy What will you do to make the vision a reality

8、? Core Values How do the organizations core values support the strategy? Governance, Risk and Compliance What internal and external compliance, governance and risk factors are driving the solution? How does this solution support the Vision, Strategy and Core Values of the organization?,Selecting the

9、 right “First Process”,The questions you should ask: What style of workflow or process is this? Can the process be formalized? Is this a structured or unstructured process? Can the process be separated into smaller workflows? What are the main goals of automating this process? How does this process

10、fit into the bigger picture? Which systems are involved in the process? Who is involved in this process? Is there a clear set of requirements, deliverables and timelines?,Gaining and maintaining buy-in from the business,Involve the users Include the detractors Demonstrate value to the strategy and v

11、ision Collaborative process discovery sessions Manage process discovery sessions Know when to say “Yes” and when to say “No” Use prototypes Let the users play early-on Maintain executive sponsorship Create a Steering Group,The 80/20 Rule (Paretos Principle),Vilfredo Pareto,Managing development and t

12、esting cycles,Manage the specifications and requirements Use the available K2 Resources Prototype early Use iterative development techniques Separate concern between Forms, Data and Workflow Manage Scope Creep Design for Integration and Scalability Design for Re-Use Design for Control Enforce Develo

13、pment standards and practices Enforce consistent testing approaches Use script-based testing and automated testing if appropriate,Ensuring User Adoption and Business Ownership,User Adoption Design and build the application correctly: solicit input, make it easy to use, make it transparent Use Change

14、 Management techniques Demonstrate the relative and tangible advantage of the solution Ensure compatibility of the solution with the strategy Reduce the complexity of the solution Give users the chance to trial the solution Find and leverage the internal evangelists to increase visibility Business O

15、wnership Build for control, not restriction Communicate the value and strategic importance Delegate the day-to-day management to business,Measuring Success,KPIs Current State Future State ROI Hard Soft Project metrics Adoption and user feedback,Moving to wider adoption in the organization,Leverage t

16、he champions Cultivate and nurture user acceptance Increase the visibility of the solution Generalize the benefits and ROI Demonstrate support for Strategy and Vision Exploit re-usable assets and infrastructure Create a Centre of Excellence,Creating a Centre of Excellence,Templates Guides Checklists Training and enablement Videos and How-Tos Practices and Standards Architecture documents Integration guides Re-usable artifacts list Project Management Assistance,Why BPM Projects fail Selecting the right “First Process” Gaining and main