5S poznávání procesu

Poznání skutečného průběhu procesů je na počátku celého BPM. Ostřílený praktik Jim Sinur tvrdí, že je nutno splnit těchto 5 S, čili správných podmínek: správné zacílení (čili vybrat proces s největší prioritou), správnou facilitaci analytických workshopů (doporučuje spíše externího facilitátora, který ma potřebnou zkušenost) se správnými účastníky (aby pokryli všechny oblasti dopadu změny), dále pochopitelně správnou metodologii a nakonec to nejdůležitější - správného ducha či společné naladění (mindset), aby byla skupina schopna vnímat proces shodně. Sám totiž dobře z praxe zná, že poznávání procesu může skončit tragicky - u stínových procesů, jak nazývá procesy umělé, fiktivní, nepochopené. Poznání a pochopení procesu je totiž pro úspěch BPM kritické.


Managing process workout sessions is the secret sauce in process discovery. There is a direct relationship between the success of process discovery and the amount/duration of benefits that are derived from BPM efforts. To that end, I have indentified the five right things (R5) to concentrate on in order to ensure success with process discovery going forward.

Right Focus:

In an ideal situation, your organization would have identified the most important processes and put the full weight of management commitment behind the highest priority process for your organization to tackle. If you are not blessed with that kind of situation, it is important to try to focus on the highest level of resources you can garner at the time of the discovery effort.

Quite often you will discover links to other areas that may require additional participants. If you can show early benefits because of potentially duplicated steps, errors, waste or unnecessary wait times, you can justify the additional participants to decision makers. The bigger the picture you can start with, the bigger the potential for benefits and the riskier it is to complete. Once you have a simple big picture, it would be wise to take low hanging benefits or make simple manual changes to show a quick time to benefit.

Right Facilitator:

Having the right facilitator is another important ingredient for success. The ideal facilitator should be independent from the outcome of the discovery process. Sometimes this is an experienced outside facilitator in organizations that are new to BPM.

Over time, organizations can grow their own facilitators and/or import talent that has a track record. More mature organizations have a process center of excellence that is committed to teach others about process disciplines until an organization becomes process centric with proper agility leverage points instrumented in the resulting processes.

Right Participants:

It is imperative that the involved business professionals have knowledge of the existing process tributaries, have some vision and can carry out actions that will help the implementation of process change. It is very difficult to find all those factors in each person participating unless you are extremely fortunate, so crafting a team that puts these three factors in balance is important.

I would also add a practitioner from IT to participate in an answer-only mode to anticipate the ramifications of down stream decision changes and system impacts. This person would be a great recorder and would be able to leverage tools to help the process.

Right Methodology:

Methodologies are great, but methodologists are dangerous. It’s important to have a methodology that the group can be comfortable with. Quite often they come with the facilitator or the facilitator could tell the participants the trade offs.

Quite often the one that is given with process analysis training will do well as a starting point. Make sure you have one because it gives guidance for milestones and deliverables.

Right Mindset:

It’s important to understand that having a consensus will avoid the creation of shadow processes. Shadow processes are alternatives to the “official” process and spring up because there are issues that are unresolved.

These can include having a process that is not clearly defined nor communicated, a process that does not have a perceived benefit to the participant, the new process takes longer than the old, the new process is more complex, the culture is too rigid for the process and people are just unwilling to adapt.

It is important to anticipate these issues during the discovery process and recognize the danger of creating shadow processes inadvertently.

Caveats:

One of the phenomena of a successful process discovery effort is that all participants will declare that they received new insights from the process discovery effort and might even suggest that the sum knowledge of the participants was less than the resulting process.

Most organizations can benefit from multiple iterations and fast communication and modification cycles around the evolving process model. Modeling tools can really supercharge these efforts.

Bottom Line: Process Discovery is Critical for BPM Success.

How successful you are on initial process discovery and the upgrading of a process once it is running will be critical to the overall success of BPM in your organization. Live well and prosper with good process discovery.

Zdroj: BPM Enterprise