BPM Success Factor 1 - Define & Start
Define what you want to achieve
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).
Get the support you need
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:
- Lack of C-level engagement: The BPM initiative is not supported at the top.
- No focus: The goals & planning are not realistic and you cannot show results.
- User acceptance: There is no buy-in from process users due to unclear parameters.
BPM Success Factor 2 - Plan & Prioritize
Measure the response & responsibilities
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.
Tips for success
- Set the procedure for process design so employees are kept in the loop, and new ways of working are introduced seamlessly within the company.
- Configure the process landscape from a transparent and end-to-end perspective. Various frameworks and models can be used to define the process landscape (APQC and SCOR, for example) but processes must fit the business model.
- Analyze the as-is situation across all existing process knowledge, together with the related departments and functions. Match these to your landscape and analyze the outcomes.
- Identify pain points using fit-gap analysis between your landscape and the already existing processes, so you can easily identify pain points and focus on areas that you want to start with. You should align these with your sponsors to define priorities that fit to your company's strategy moving forward.
- Create a roadmap to better focus on priorities & set a clear path for employees to organize their time and work for improved effectiveness and efficiency.
BPM Success Factor 3 - Design, improve & implement your processes
Involve all levels of your organization to co-create processes
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
Tips for success
- Co-create. Processes should be designed with the people who own them and use them. Co-creating will improve acceptance of the new processes, and inspire a feeling of ownership. This will help you in implementing and communicating core processes enterprise-wide.
- Process owner implementation. As you have defined the governance landscape, it is important to enable the process owners. It is best to give them the tools and competencies to understand processes, and the ways to promote them. This is one of the most vital elements for long-term success and enhancement of process thinking!
- Communicate & report. As you are not able to address all areas and topics simultaneously, it is crucial to communicate your progress to all stakeholders. Your roadmap will help you to stay focused and on track. Additionally, it is easy to get lost in the details and amount of work, so create dashboards to promote your progress visually
- Collect best practices. It can also be helpful to have a look at what others are doing. Exchange ideas and set up a process community as catalysts for new recommendations and design thinking.
- Don't be afraid to revise your plan. Plans are never perfect, and your business needs may change, so we recommend reviewing your plan regularly!
BPM success factors with Signavio
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.
The Signavio Business Transformation Suite provides a fully integrated set of software to define and discover optimization opportunities, implement effective solutions, and keep your team up-to-date on progress. Register for a, and see for yourself why VAT Group turned to Signavio for their business transformation needs.
About the VAT Group
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.