tag:blogger.com,1999:blog-36915254.post1612316994629118152..comments2023-02-21T11:18:49.135+01:00Comments on Process transformation - interventions for meaningful change: The 5 competence-areas for real process transformationRoeland Loggenhttp://www.blogger.com/profile/02744153944427657174noreply@blogger.comBlogger2125tag:blogger.com,1999:blog-36915254.post-11399259495580776392007-09-23T14:04:00.000+02:002007-09-23T14:04:00.000+02:00John, thanks and good points. Agree - we need to a...John, thanks and good points. <BR/>Agree - we need to approach the specific goals and issues in a specific situation with the right tools and right scope. <BR/><BR/>A key question, businesses should ask themselves when turning to various BPM approaches, is what they are trying to solve. <BR/>I have come across various reasons to apply BPM and each reason asks for another "variance" in the model that I present here. <BR/>Typical situations and possible "variance":<BR/><BR/>- Pain in the process, in terms of issues around leadtime, quality, to much inventory, e.g. efficiency and effectiveness<BR/>=> Focus on the process (in context with related processes) and fix the problem!<BR/><BR/>- Need for compliance<BR/>=> Use a risk & compliance approach, which usually has a broader process portfolio focus<BR/><BR/>- Need for better information to steer the process and decisions<BR/>=> Find the key processes, and make them more visible<BR/><BR/>- A greenfield process or a reorganisation<BR/>=> Use a more business architecture approach, with a structural larger scope perspective<BR/><BR/>- Sourcing questions<BR/>=> Understand core competence and management preferences, and focus on parts of the process portfolio where sourcing is an option<BR/><BR/>I see two basic forces in the use of BPM:<BR/>1. Projectbased efforts because there is a clear signal that a process transformation is needed<BR/>2. A process mentality, where we realize that processes, as a natural development, over time loose their power, focus and agility, and where we periodically go through a proces area to see if we can re-sharpen, improve or innovate, based on fresh energy and new ideas. <BR/><BR/>RoelandRoeland Loggenhttps://www.blogger.com/profile/02744153944427657174noreply@blogger.comtag:blogger.com,1999:blog-36915254.post-84805768537571879532007-09-23T13:44:00.000+02:002007-09-23T13:44:00.000+02:00I think this is an excellent overview of the frame...I think this is an excellent overview of the framework for business process management. I think there is a great deal of need out there for this, but even more need to keep the perspective. Most things are not that complex. The greatest skill in this arena, I think, is the ability to keep the perspective and recoginize the degree of vigilence the problem requires. <BR/><BR/>For example, not every problem requires painstaking analysis and documentation, and is best handled by doing some simple flow diagrams that can be understood by stakeholders, and derive some conclusions rapidly from that. On the other hand, there are larger and more complex situations where a heavy dose of the authors outlined procedures is very important and can yield big dividends.<BR/>____________________________<BR/>John Reiling, PMP<BR/>Project Management Training Online<BR/>www.pmtrainingonline.com<BR/>Lean Six Sigma Training Online<BR/>www.leansixsigmatrainingonline.comjreilinghttps://www.blogger.com/profile/01075234107392821558noreply@blogger.com