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 byDr. 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– 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

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

Example

A mess is a mess

What is needed – new information logistics

Robots would be ineffective without a conveyor belt

Humans are not robots!

Start with the goal:Lean and efficient administration

From: http://extra.ivf.se/lean/

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

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

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 systemTo enable the implementation of JiT-principles

• Organizational changeTo ensure a comprehensive use of the system

Where to look for the right kind

of theory? Where it already works – in the domain of physical processes control

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

?

The answer is: yes!

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

• learn how to use your BPS systemin your operational environment

• get rid of old habits“Old habits die hard”

• acquire the new onesby using your new system in all situations

To achieve it you have to:

Organizational change is more difficult

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

Synchronization

Business - BPS

WHY WHEN HOW Motivation

System use

CultureExperience of previous introduction

s

Communicate needs

Communicate vision

Plan for early

benefits

Link benefits to system introduction

Gradually increase

scope

Structures for training/help-desk/support

Reward system

Synchronize

Constantly adjust

goalsTraining

Project plan

Projectorganisation

Tools

Parameters

Actions

Introducing BPS into operational practice: a Why-When-How model

Introduction of BPM in operational practice

There are multiple choices - the decision is yours! Level ofautomation

Level of organizational change

Optimum =JiT-principles

Common way

Optimal wayRealistic way

Consultancy

focused on introduction of BP into the operational practice

+ Research laboratory backed by various governmental agencies

IbisSoft-experience

What is this all based on?

Thank you for your attention!

Dr. Ilia Bider, IbisSoftwww.ibissoft.com/English

Email: ilia@ibissoft.se