Every company can benefit from a well-implemented BPM system, and the 3 BPM success factors won’t vary too much from organization to organization.
However, every company is different, and so you should identify your business reasons for process management and translate these into your corporate language.
For example: try defining five goals, and think about why you want to implement BPM. What are the benefits for your organization? Then write these goals down, ensuring they are specific, measurable, assignable, relevant & time-based (SMART).
Remember,can only be achieved if the initiative is supported by management. Therefore, find a sponsor to get C-Level on board, and then define the implementation scope so goals and targets can be met. Setting clear and manageable KPIs is vital for employees to understand what is expected and achievable.
In fact, this step is so important we can flip the script and consider the three major reasons for BPM project failure:
After receiving the go-ahead & resources from upper management, it is time to plan and prioritize your work. For VAT Group AG, this meant creating the foundation for BPM and taking a detailed look at the project scope. It was all about structuring project governance as well as setting up a measured response with defined BPM governance, once again using SMART methodology.
Reaching the last of the 3 BPM success factors is where things can get difficult. Having a structured plan supported by management will help, because a good process is a process that can also be implemented and brought to life by end-users. For VAT Group, this meant involving management and employees to ensure organization-wide acceptance of BPM tech and our revised processes.
To do this, the company identified key players and knowledge leaders related to the processes being re-designed. It helps if you can also involve process owners from the get-go, and it is often useful to speak with both long-term employees and newer recruits to capture fresh perspectives and spark discussions and problem-solving.
“For us, employees were far more enthusiastic when we could involve them and show the benefits of designing processes together. This triggered individual process workshops and breakout sessions within the company.”BPM team, VAT Group
VAT Group AG have shown you the 3 success factors you need for your BPM implementation, but at Signavio, we would add a fourth: the right tool for the job.
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Theis an internationally active Swiss company for vacuum valves and related services in the semiconductor, display, and solar sectors as well as in the industrial and research sectors. The company is based in Haag in the municipality of Sennwald in the canton of St. Gallen, Switzerland.