Deck 13: Exploring the Benefits and Challenges of BPM Transformation Program

Question 1

All benefits are measurable. State your opinion on this and why. If you disagree, show justification.

Answer 1

I disagree with the statement that all benefits are measurable. While some benefits can be easily quantified and measured, such as cost savings or increased revenue, there are many intangible benefits that are difficult to measure. For example, the impact of employee morale on productivity, the value of a positive company culture, or the long-term effects of customer satisfaction are all important benefits that are not easily quantifiable.

Additionally, some benefits may have both measurable and immeasurable aspects. For example, the benefit of improved brand reputation can be measured through metrics such as brand awareness and customer sentiment, but the overall impact on the company's success and longevity may be difficult to quantify.

In conclusion, while many benefits can be measured, there are also numerous intangible or partially measurable benefits that should not be overlooked. It is important to consider both the quantitative and qualitative aspects of benefits when evaluating the overall impact on an organization.

Question 2

What are some of the activities the BPM team could do to ensure the business are mentally (enthusiastic and motivated) ready for the implementation?

Answer 2

The BPM team could engage in a variety of activities to ensure that the business is mentally ready for the implementation. Some of these activities could include:

1. Communication and transparency: The BPM team should communicate openly and transparently with the employees about the upcoming changes and the reasons behind them. This can help to alleviate any fears or concerns and create a sense of understanding and buy-in from the employees.

2. Training and development: Providing training and development opportunities for employees can help to build their skills and confidence in the new processes and systems that will be implemented. This can also help to create a sense of excitement and motivation as employees see the potential for growth and advancement.

3. Involvement and empowerment: Involving employees in the planning and decision-making process can help to create a sense of ownership and empowerment. This can help to build enthusiasm and motivation as employees feel that they have a stake in the success of the implementation.

4. Recognition and rewards: Recognizing and rewarding employees for their efforts and contributions to the implementation can help to boost morale and motivation. This can be done through incentives, bonuses, or other forms of recognition to show appreciation for their hard work.

5. Open forums and feedback: Providing opportunities for employees to voice their concerns, ask questions, and provide feedback can help to address any issues or uncertainties that may be hindering their enthusiasm and motivation. This can also help to create a sense of inclusivity and collaboration.

Overall, the BPM team should focus on creating a positive and supportive environment that encourages enthusiasm and motivation among the employees. By addressing any concerns, providing opportunities for growth and development, and recognizing the efforts of the employees, the BPM team can help to ensure that the business is mentally ready for the implementation.

Question 3

When considering a new organization structure, in a process-focused BPM transformation program, is it important to link the People phase activities with the level 1 and 2 process information determined in the Foundations and Enablement phases? Why or why not?

Answer 3

Yes, it is important to link the People phase activities with the level 1 and 2 process information determined in the Foundations and Enablement phases in a process-focused BPM transformation program. This linkage is crucial for several reasons.

Firstly, the People phase activities involve defining roles, responsibilities, and accountabilities within the new organization structure. By linking these activities with the process information determined in the earlier phases, the organization can ensure that the new structure aligns with the processes and workflows that are essential for the business. This alignment helps in creating a more efficient and effective organization, where the right people are placed in the right roles to support the critical processes.

Secondly, linking the People phase activities with the process information allows for a more holistic approach to the transformation program. It ensures that the organizational changes are not made in isolation, but are integrated with the overall process improvements and enablement efforts. This integration helps in creating a seamless transition to the new structure, minimizing disruptions and maximizing the benefits of the BPM transformation.

Additionally, by linking the People phase activities with the process information, the organization can also identify any gaps or conflicts between the new structure and the processes. This allows for proactive resolution of any issues, ensuring that the new organization is fully capable of supporting the optimized processes.

In conclusion, linking the People phase activities with the level 1 and 2 process information is essential for a successful process-focused BPM transformation program. It ensures alignment between the organizational structure and the critical processes, promotes a holistic approach to the transformation, and allows for proactive resolution of any issues that may arise.

Question 4

Are Innovate workshops better than the project team redesigning the processes and presenting them to the business for their consideration and agreement (or otherwise)? Why / why not?

Question 5

What happens if the Executive workshop does not produce or agree on the "rules of the Innovate phase game"? That is, you have no constraints, or guidance on the boundaries for the Innovate phase workshops. How should this be handled? Is it necessary to handle it?

Question 6

Describe in 500 words the benefits to an organization of completing the Understand phase.

Question 7

The Project Sponsor does not wish to complete the Understand phase. She says: "Look we know the processes are broken. We just need to fix them, so let's not waste time (and consulting dollars) on documenting the current processes." Mount an argument for the completion of this phase.

Question 8

The Project Sponsor says that we have already documented the current processes. "They are somewhere around here!". What should you do? Should you complete all or some of the Understand phase. If some, which parts and why?

Question 9

The business manager for the BPM program/project believes that Launch pad phase should be completed within a week. He says: "Let´s not waste time. Let´s get into starting the improvement of the processes." Describe how you would handle this situation to complete the Launch pad phase in sufficient detail to establish the program/project for success?

Question 10

Create a case to convince senior executives of an organization that completing the Enablement phase is a good thing to do and will benefit the organization, even if the organization is only completing a small number of BPM activities.

Question 11

An organization is completing a process-focused transformation program (or a large scale BPM program) The opponents to BPM (or several senior executives) do not believe the Enablement phase is necessary and a waste of time and money. Create a detailed strategy of how you will overcome this to ensure the Enablement phase is completed.