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How to make Business Process Management (BPM) work in practice

How to make Business Process Management (BPM) work in practice. Prepared for the 3rd SA CIO Summit by Dr. Ilia Bider, Director R&D IbisSoft. BPM today. Prerequisites exist Advanced computer technology High level of availability for businesses as well as for private use

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How to make Business Process Management (BPM) work in practice

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  1. How to make Business Process Management (BPM) work in practice Prepared for the 3rd SA CIO Summit by Dr. Ilia Bider, Director R&D IbisSoft

  2. BPM today • Prerequisites exist • Advanced computer technology • High level of availability for businesses as well as for private use • An extensive theoretical research in the BPM field • A number of BPM support systems on the market • Limited penetration into operational practice: the breakthrough not yet achieved

  3. What keeps the breakthrough off? • We have not changed our working habits • We do not fully utilize the possibilities computers offer us • We achieve efficiency in specific functions but not in dealing with the overall processes • We solve some old problems but create new ones instead

  4. Example A mess is a mess

  5. What is needed – new information logistics Robots would be ineffective without a conveyor belt Humans are not robots!

  6. Start with the goal: Lean and efficient administration From: http://extra.ivf.se/lean/

  7. What is the solution? Multi-case/desk/worker environment

  8. New information logistics – interplay of Just-in-Time principles (JiT) • JiT-information: Do not move information around – move the user to it • JiT- human resources: Assign resources on the fly • JiT- knowledge: Provide the user with the relevant knowledge when he/she needs it

  9. What we need to implement new information logistics • A theory that explains and formalizes the JiT-principles “There is nothing so practical as good theory” • A business process support system To enable the implementation of JiT-principles • Organizational change To ensure a comprehensive use of the system

  10. Where to look for the right kind of theory? Where it already works – in the domain of physical processes control

  11. Can we apply the theory of physical processes control to business processes?

  12. The answer is: yes!

  13. Business processes support – when we have a good theory Building a BPS system is a matter of programming techniques and we do not lack them

  14. Organizational change is more difficult To achieve it you have to: • learn how to use your BPS system in your operational environment • get rid of old habits “Old habits die hard” • acquire the new ones by using your new system in all situations

  15. Not only a BPS system should be aligned to processes but people as well

  16. Plan for early benefits Introducing BPS into operational practice: a Why-When-How model Link benefits to system introduction Actions Gradually increase scope Constantly adjust goals Communicate needs Communicate vision Synchronize Training Parameters Motivation Experience of previous introductions SynchronizationBusiness - BPS System use Culture WHY WHEN HOW Structures for training/help-desk/support Reward system Tools Project plan Projectorganisation

  17. Introduction of BPM in operational practice There are multiple choices - the decision is yours! Common way Optimal way Realistic way

  18. What is this all based on? IbisSoft-experience Consultancy focused on introduction of BP into the operational practice + Research laboratory backed by various governmental agencies

  19. Thank you for your attention! Dr. Ilia Bider, IbisSoft www.ibissoft.com/English Email: ilia@ibissoft.se

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