In order to start, you need to map out your processes: of course you know this. You about listening the VOC and creating coherent map and getting buy-in from key stake holders. You know that you need heterogeneous systems that interact with multiple roles, and which add demonstrable value.
But let’s round it out anyway, because selecting the right initial BPM projects is the single most important success factor for BPM benefit gain & adoption. The criteria used to select the best fit projects should be adjusted to fit the organization; however, it should be based on the following guidelines.
1. Heterogeneous Systems that interact with Multiple roles.
Identify processes that are currently manual and include multiple roles passing information between them. The benefit gained depends on how well the solution will reduce costs and increase throughput. Pragmatically, this value should be measureable before the project starts.
2. High Impact.
The potential results of improving the process must be high enough to be notable. If you think too small, you’ll get small results. Picking too small can deliver results that are perceived as meaningless. Pragmatically, this mean identifying the highest value/lowest Risk Activities of your process.
3. Goal Alignment.
The improvement gained must add value in key areas. The results should align with the stated goals of the organization. Are you shooting for modernization? Revenue generation? Stop Loss? Pragmatically, this means be explicit, and measure what you mean.
4. Low Process Maturity.
Don’t be too proud to reach for low hanging fruit. Manual processes can often show the greatest gains. Pragmatically, this means that improvement opportunities abound.
5. Low Complexity Level.
Limit the complexity scope of the initial projects to ensure success. Pragmatically, this often means limiting the number of integrations.
6. Ability to Measure.
Clear metrics show that the expected benefits have been realized. Pragmatically, this means call your shot.
7. Engaged Business Partner.
Leadership sets the pace for success, the road ahead will have twists and turns and a supportive business partner can smooth out a lot of bumps. Pragmatically, this means make sure you have buy-in up the leadership ladder, and allies all the way down.
Written by Max Habibi.