Metodologie Yardstick

Jim Sinur se nepokouší definovat nějakou ucelenou sofistikovanou metodologii, ale nabízí spíše seznam logických kroků pro ty, kdo s BPM začínají. Jaké? Doporučuje začít kombinací procesní infrastruktury s podnikatelskými makrocíli, čili vykomunikovat, jaký dopad má ten který proces na podnikatelský úspěch. Dále pokračovat poznáním a posouzením hlavních procesů, pochopit jejich ovlivňování se navzájem a analyzovat i příslušné dílčí strategie či politiky pro související oblasti. V této fázi je třeba mít k dispozici již modelovací nástroj a Sinur doporučuje využít techniku T modelování (zabraňuje suboptimům). Třetí fází je prodnikatelsko-procesní vize, čili základní cílový koncept. Dále doporučuje vybrat jeden z hlavních procesů pro podrobnou analýzu a následně navrhnout jeho redesign včetně příslušné IS podpory a využití BPMS. Fáze realizace je řízena transakčním plánem změny a na implementaci rovnou navazuje fáze re-optimalizace.


You hear most of the independent experts tell you that there is no perfect BPM methodology and you will likely have to build a methodology tool box that leverages the best of each methodology.

I certainly agree, but I would like to propose a yardstick for organizations to use to check to see if you have the right tools in that toolbox.

Start Process Infrastructure and Set Macro Business Goals:

This phase is needed to position the organization for a growth path to a process oriented organization and set broad, high-level objectives for the organization. These can be translated into process goals and tolerances down the road.

This will have to be revisited annually at a minimum. As process success evolves, the process infrastructure may become more formal with clearer organizational supports. This is optional for the first few BPM projects, but ideally should be there in the beginning.

This is the earliest phase for a communication plan based on the potential organizational impact, if any.

Build and Assess Current Prime Processes:

This phase is needed to analyze and understand the critical dynamics of the 5-10 key business processes and how they interact with each other and with the governing policies.

This may have to be done in a limited scope for the first few BPM projects, but it is recommended to, at least, create a thin-level overall model before a focused scope is engaged and completed for proof of benefit.

This is known as “T modeling” and is essential to avoid sub-optimizing on isolated functional excellence at the detriment of the overall process. This is the earliest phase for selecting BPM technology for modeling and prototyping purposes.

Business/Process Visioning:

This phase is needed to break from current thinking and constraints by developing the “ideal” organization and process through innovation and creative thinking techniques.

Consider building opportunity and threat models to guide any volatility analysis efforts needed to instrument agility into the organization, the process, and the supporting technologies. Wise organizations will have scenarios in place, ready to implement at a moments notice.

Activity monitoring that gives process visibility will likely provide the trigger for a change to a planned scenario.

Select and Analyze Process for BPM:

This phase is needed to focus the BPM project on a single core business process or a portion of it and understand in detail all aspects of that process. This is where you build the detailed technical requirements for the process, agile rules, human handoffs, needed content, goals, metrics and tolerances. This is the latest phase to complete a communication plan.

Engineer New Business Process:

This phase is needed to create a new business model based on achieving radically aggressive goals that have a strong, desired impact on the business’ bottom line.

This is the design phase that decides what will be highly automated in a straight through manner, what will be done by process workers, what will be done by knowledge workers and the respective managers at all levels. The details of how will be fleshed out in this phase and the logical model will become a physical reality through in-depth construction and testing.

This phase will heavily involve IT, but wise business leaders include IT earlier in the process. This is the last phase for selecting and procuring BPM and supporting IT technologies.

Build Transition Plan:

This phase is necessary to develop a viable strategy for getting from the old to the new process.
This includes a major communication barrage along with aggressive training programs. This is the last stage to complete rollout and back-out plans.

Implement New Process:

This is the phase necessary to affect the transition into the new business process.

Optimize New Process:

This is an ongoing phase necessary to continuously optimize all business processes through incremental improvements, often accomplished through continuous process improvement. This would involve providing strong visibility and the tweaking of rules for continuous goal achievement.

Bottom Line:

You will not find a perfect methodology, but you can certainly start with a core method and grow it to be more complete over time. Having the above yardstick should help you in evolving your BPM methodology.

Zdroj: BPM Enterprise