STRATEGY AND BUSINESS
PROCESS MANAGEMENT
Techniques for Improving Execution,
Adaptability, and Consistency
CARL F. LEHMANN
Principal Analyst
BPMethods, LLC
www.bpmethods.com
Desk: +1.781.319.0599
Cell: +1.781.405.0027
carl.lehmann@bpmethods.com
BPMethods, LLC | Business Process Management & Continuous Improvement | A Professional Services Firm
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1
About BPMethods
 A professional services firm focused on execution,
performance & outcomes
 Specializes in Business Process Management & Continuous Improvement
 Helps management team & practitioners develop & refine
BPM skills, techniques & practices
 Manages processes as a portfolio of strategic assets
 “Core” processes necessary to the creation and delivery of customer &
shareholder value are managed to maximize customer value & financial
returns
 “Non-core” processes that perform supportive or management functions are
managed to minimize risks & control costs
 Improves results through modeling, analysis & simulation
of new design or redesign alternatives
 Begins engagements by first understanding
 Business strategy
 Organizational structure
 The capabilities & limitations of in-place IT systems & resources
BPMethods, LLC | Business Process Management & Continuous Improvement | A Professional Services Firm
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2
What BPMethods Offers
 Professional Services
 Managed BPM Services
•
•
•
The Portfolio Management Service
– Develops and manages a Business Process Portfolio
The Project Management Service
– Initiates and runs a Business Process Improvement Project
The Program Management Service
– Drives and executes a Continuous Process Improvement Program
 BPM Guidance Services
•
•
On-Demand Coaching – an on call resource
Business-Focused Training – tailored BPM curriculum for management teams & workforce
 Products
(used for BPM preparation or self-service)
 BPM Guides
•
•
•
The Strategy Guide: How To Ensure That Your Resources Can Execute Your Strategy
The Portfolio Guide: How to Document & Manage Business Processes as Strategic Assets
The Readiness Guide: How to Assess the Ability of In-Place IT Systems to Support Process Change
•
The Evaluation Guide: How to Evaluate Business Process Analysis Software
 BPM Software & Templates
•
•
•
The BP Inventory Worksheet (Microsoft Excel)
The BP Portfolio Template (Word) & The BP Portfolio Manager (Access 2007 Database)
The IT Readiness Assessment Template (Microsoft Word)
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3
BPMethods Value
 Solves business problems (improves end-to-end processes)






Customer satisfaction
Financial
Operational
Cost
Quality
Schedule
 Deploys strategic initiatives




(designs & structures a set of processes)
Open new markets
Launch new products or services
Mergers & acquisitions
Regulatory compliance
 Enables continuous transformation
(manages a Business Process Portfolio)
 Structures implementations or upgrades to assure strategic results
•
•
•
•
•
•
ERP (finance, accounting, HR, others)
Supply chain management
Customer relationship management
Product lifecycle management
Software-as-a-Service, Cloud
Business Process Management Suites (BPMS)
 Initiates & manages Continuous Process Improvement Programs
•
To run, grow & transform organizations
BPMethods, LLC | Business Process Management & Continuous Improvement | A Professional Services Firm
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4
What BPMethods Does
 Inventory & manage processes as assets
 Classification
 Portfolio management techniques
 Evaluate process quality
 Using evaluation criteria
 “Core” vs. “Non-core” processes
 Document details
 Processes, polices/rules, performance measures (KPIs)
 Develops a Business Process Portfolio
 Improves processes




Through modeling, analysis & simulation
Following “process-centric” design & redesign principles
Enabling a “process-centric” IT architecture
Rigorous change management techniques
 Sustains results
 Develops a Continuous Process Improvement Program
BPMethods, LLC | Business Process Management & Continuous Improvement | A Professional Services Firm
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5
Agenda
 What is BPM & why is it important?
 Market & technology trends
 How industry leaders view BPM
 Translating business strategy into action
 Questions they ask & the best practices they use
 How to manage, analyze and change business processes
 Techniques, tools, methods, technologies & practices
 A BPM Practitioner
 Summary Conclusion
BPMethods, LLC | Business Process Management & Continuous Improvement | A Professional Services Firm
© BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599
6
Agenda
 What is BPM & why is it important?
 Market & technology trends
 How industry leaders view BPM
 Translating business strategy into action
 Questions they ask & the best practices they use
 How to manage, analyze and change business processes
 Techniques, tools, methods, technologies & practices
 A BPM Practitioner
 Summary Conclusion
BPMethods, LLC | Business Process Management & Continuous Improvement | A Professional Services Firm
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7
BPM is not new!
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What Is New?
 Traditional definitions
 Basic definition
• A logical series of related activities that converts input to results or output
 Value-added extension
• Designed to create or deliver customer value and/or; shareholder value
through efficiency
 New thinking
 Processes are assets and must be managed as such
 If they are not they will become liabilities
 Process defined as an asset
 An asset that affects the quality of a product, service or brand to
uniquely satisfy customer needs and differentiates its executor from
competitors
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What is New?
 “Core” processes
 Are necessary to the creation and delivery of customer & shareholder value
 They must be managed to maximize customer value & financial returns
 “Non-core” processes
 Perform supportive or management functions
 They must be managed to minimize risks & control costs
 Asset Types
 Operating processes
•
Create or deliver value for which customers are willing to pay
 Support processes
•
Facilitate or assist the execution of operating or management processes
 Management processes
•
•
Measure, control quality & assure performance outcomes
Help make decisions, control variance & resolve problems
 Control processes (a subclass of management processes)
•
Adjust or correct a business process or its outcome, when performance measures vary, exceed
acceptable thresholds or when a new opportunity is presented
• Exception control processes affect known and/or anticipated events
• Resolution control processes affect unknown and/or anticipated events
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10
What is BPM & Why Is It Important?
 Popular beliefs perceive BPM as…




An enterprise-wide methodology
A systematic approach to managing and improving specific processes
A cost cutting or productivity initiative
A set of new technologies
 BPM is a managerial discipline focused on execution,
performance & outcomes
 Provides structure, methods & tools to align the workforce & IT with
business strategy, helping organizations to execute & adapt while
consistently achieving performance measures & business objectives
 It is the “art & science” of how an organization does things (end-to-end) and
how it can continuously do them better
 Why is it important?
 Because HOW business gets done is just as important as WHAT gets done –
how you do things creates Competitive Advantage
 Business processes define your “value chain”, they should be treated as assets
and assembled “…in the best possible way!”
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11
Competitive Advantage
“A systematic way of examining all the activities a
firm performs and how they interact is necessary
for analyzing the source of competitive
advantage.”
“The value chain disaggregates a firm into its
strategically relevant activities in order to
understand the behavior of costs and the existing
and potential sources of differentiation.”
Source: Michael Porter, Competitive Advantage, 1985
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12
Competitive Advantage
Competitive advantage is created when a firm
integrates the activities of its value chain in “the
best possible way.”
Source: Michael Porter, Competitive Advantage, 1985
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13
Agenda
 What is BPM & why is it important?
 Market & technology trends
 How industry leaders view BPM
 Translating business strategy into action
 Questions they ask & the best practices they use
 How to manage, analyze and change business processes
 Techniques, tools, methods, technologies & practices
 A BPM Practitioner
 Summary Conclusion
BPMethods, LLC | Business Process Management & Continuous Improvement | A Professional Services Firm
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14
Market & Technology Trends
 Notable acquisitions in the last 5 years
(partial list)…
Lombardi (BPM Suite)
IBM …………….. iLog (Rules Engine)
IBM …………….. Aptsoft (Event Management)
IBM …………...…
IBM …………….. Cognos (Business Intelligence)
IBM …………….. TeleLogic (BP & App, Dev. Software)
…………….. Filenet (Workflow)
IBMMetastorm ……………….….. Proforma (BPA Software)
Open Text ……………….….. Metastorm (BPA & BPMS)
Oracle …………….…….. BEA (App. Dev. & BPMS)
Pega …………………... Chordiant (CRM / BPM)
Progress Software …………………... Savvion (BPMS)
SAP ……………….….. Business Objects (Business Intelligence)
Software AG ……………….….. IDS Scheer (BPA)
Software AG ……………...
Software AG ……………….….. webMethods (App. Dev & BPM)
Tibco ……………….….. Spotfire (Business Intelligence)
Tibco ……………...
Tibco …………………... Nimbus (Process Documentation)
…………….. ........ .....
 Platforms acquiring building blocks & migrating to
“process-centric” services-oriented architecture
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15
BPM Vendor Landscape
Gartner Magic Quadrant
BPA Tools, 2008
Source: Gartner Magic Quadrant for BPA Tools 2008
Gartner Magic Quadrant
BPM Suites, 2010
Source: Gartner Magic Quadrant for BPM Suites 2010
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BPM Vendor Landscape
Forrester Wave
BPM Suites, Q3 2010
Source: Forrester WaveTM Business Process Managment Suites
Q3, 2011
IDC MarketScape 2011
Business Process Platforms
Source: IDC MarketScape: Worldwide Business Process Platforms
2011 Vendor Analysis
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BPM Market Observations
 Market Size & Growth
Recent International Data Corporation (IDC) research shows that
the worldwide business process management (BPM) and
middleware market recovered strongly from its 2009 growth slump
and for 2010 revenue totaled nearly $16.1 billion, representing
growth of 9.2% - up sharply from a growth rate of 2.2% in 2009.
 Prognostications
IBM reports that inefficient business processes cost Fortune 500
companies more than $480 billion dollars a year and public sector
organizations as much as $1.3 trillion.
Gartner, a leading IT research and advisory firm, reports that over
78% of business improvement projects yield internal rates of return
of 15% or more.
AIIM, the Association for Imaging and Information Management,
reports that half of organizations practicing business process
management realize investment payback within 18 months and over
70% realize payback within 2 years.
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Benefits Sought
Source: Forrester Software Survey, Q4 2009
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Agenda
 What is BPM & why is it important?
 Market & technology trends
 How industry leaders view BPM
 Translating business strategy into action
 Questions they ask & the best practices they use
 How to manage, analyze and change business processes
 Techniques, tools, methods, technologies & practices
 A BPM Practitioner
 Summary Conclusion
BPMethods, LLC | Business Process Management & Continuous Improvement | A Professional Services Firm
© BPMethods, LLC | www.bpmethods.com | info@bpmethods.com | +1.781.319.0599
20
How Industry Leaders View BPM
 BPM is NOT…
 An isolated initiative, an IT project
 Just about processes
 BPM is…
 A managerial discipline that treats processes as strategic assets integral to
creating & delivering customer & shareholder value, & sustaining competitive
advantage
 A means to structure resources (people, business processes & IT) to make
each more effective, adaptable & valuable to consistently achieve results while
adapting to change
 Practice Business Process Portfolio Management
 Core & non-core processes managed as a portfolio of strategic assets
 Maximize customer value & financial returns
 Minimize risks & costs
 Industry leaders are highly effective at creating value &
linking strategy with execution
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To Create Value Leaders Ask…
 How do we compete?
(Competitive Strategy & Competitive Advantage)
 Define value
 Determine a defendable strategy through analysis (customer, market, industry,
competitor)
 How do we focus operations?
(The Discipline of Market Leaders)
 Pick an operating model (core processes, IT, organization, culture, mgmt. systems)
•
•
•
Operational Excellence
Product Leadership
Customer Intimacy
 How do we manage performance?
(Balanced Scorecard)
 Develop a performance measurement system (outcome measures & performance
drivers)
•
•
•
•
Financial perspective
Customer perspective
Internal business process perspective
Learning & growth perspective
 How do we adapt?
(The Adaptive Enterprise)
 Sense-and-respond techniques
•
•
•
Adaptive Loop (sense, interpret, decide, act)
Modular Organization (assemble cross-functional as needed)
Commitment Management (record & track)
 The result: a strategic plan
 A process – not an event
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To Achieve Results Leaders Ask…
 How do we instill the correct organizational behavior?




Empower & motivate
Emphasize workforce collaboration (focused on end-to-end execution)
Establish collaborative objectives (focused on transformational & end results)
Managing responsibility & accountability (reinforcing strategy)
 How do we structure processes for strategic execution?





Practice “Process-centric design”
Document, model, simulate & analyze core processes (not just map)
Measure performance through “KPI Sets”
Design “Control Processes” (to manage anticipated & unanticipated events)
Event management (techniques to sense change & execute control processes)
 How do we structure technology for strategic execution?
 Assess IT readiness for process change (First!, or at least early)
 Evolve toward a “Process-Centric” design & IT architecture
 How do we align strategy & resources for execution?
 Reveal cause-and-effect relationships across resources (Derivative Analysis)
 The result: an operating plan
 A process – not an event
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23
Agenda
 What is BPM & why is it important?
 Market & technology trends
 How industry leaders view BPM
 Translating business strategy into action
 Questions they ask & the best practices they use
 How to manage, analyze and change business processes
 Techniques, tools, methods, technologies & practices
 A BPM Practitioner
 Summary Conclusion
BPMethods, LLC | Business Process Management & Continuous Improvement | A Professional Services Firm
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24
Motivations & Approaches for BPM
A Problem
•
•
•
•
•
•
Strategy & KPI Set
Process Team
Process Selection
Methodology
Modeling & Simulation
Implementation & Control
BPM
Business Process
Portfolio Management
A Strategic Initiative
•
•
•
•
•
•
•
Strategy & KPI Set(s)
Program & BPM Team(s)
Process Set
Methodology(ies?), PMO?
Redesigns & New Designs
Modeling & Simulations
Execute, Manage & Control
Continuous Transformation
•
•
•
•
•
•
•
Strategy & KPI Sets
Center of Excellence (BPM Teams)
Process Portfolio & Audit
Multiple Methodologies, PMO
Multiple Tools
Governance
Continuous Improvement
Source: BPMethods
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How To Audit Process Maturity
To achieve high-performance organizations must develop
their enterprise capabilities & establish process enablers
 Enterprise capabilities
1. Leadership: Senior executives who support the creation
of processes.
2. Culture: The values of customer focus, teamwork,
personal accountability, and a willingness to change.
3. Expertise: Skills in, and methodology for, process
redesign.
4. Governance: Mechanisms for managing complex
projects and change initiatives.
 Process enablers
1. Design: The comprehensiveness of the specification of
how the process is to be executed.
2. Performers: The people who execute the process,
particularly in terms of their skills and knowledge.
3. Owner: A senior executive who has responsibility for the
process and its results.
4. Infrastructure: Information and management systems
that support the process.
5. Metrics: The measures the company uses to track the
process’s performance.
Source: Michael Hammer, Harvard Business School Publishing
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26
How To Inventory Processes
 Select a process classification model
 APQC-PCF, SCC-SCOR, VCG-VRM, eTOM, ACORD, Strategy Map, custom, others…
APQC’s PCF
VCG VRM
Other or
Custom
SCC SCOR
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How To Inventory Processes
 Conduct a Business Process Inventory
 Use the chosen classification model, take “stock” of processes
Source: APQC & BPMethods
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How To Evaluate Process Quality
 Create evaluation criteria
 Used by management teams for qualitative evaluation, example criteria…
CRITERIA
DESCRIPTION (Qualitative Assessment)
1. Value
Core, Secondary, Low, Outsourced, Not Applicable
2. Asset type
Operating, Support, Management, Exception Control, Resolution Control
3. Use
Routine, Periodic, Occasional, Not Used, Unknown, New
4. Complexity
Simple, Low, Moderate, Complex, Highly Complex
5. Discipline
Formal, Informal, Rely on 3rd Party
6. Automation
Manual, Semi-automated, Fully-automated, Rely on 3rd Party
7. Documentation
Detailed, Satisfactory, Unsatisfactory, Undocumented, Rely on 3rd Party
8. Training
Sufficient, Insufficient, Not Available, Not Necessary, Rely on 3rd Party
9. Effectiveness
Very Effective, Effective, Adequate, Not Very Effective, Not At All Effective
10. Efficiency
Very Efficient, Efficient, Adequate, Not Very Efficient, Not At All Efficient
Action
Improve, Consolidate, Eliminate, Benchmark, Re-evaluate, Design, Outsource, Insource, None
Timing
Immediately, Near-Term, Long-Term, Unspecified
Source: BPMethods
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How To Manage Processes as Assets
 Use Business Process Portfolio Management
 Focuses on how to improve the returns from diverse business processes that
comprise an organization's value chain
 Create A Business Process Portfolio
 A classification system & common data repository used to inventory,
document & manage detailed information & process lifecycles
Database
Document
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30
How To Select Projects
 Problematic, strategic, transformational
 What needs to be done?
Revenue
Profit
Market Share
Growth
Margins
Acquisition
Response
Satisfaction
Accuracy
Retention
Innovation
Speed
Churn
Efficiencies
Quality
Costs
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How To Select Projects
 Consider type & complexity
 Transactional
 Transformational
 Decision Making
Source: BPMethods
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How To Select Projects
 Use a Complexity Assessment Matrix
 Modify as required
Source: BPMethods
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How To Document Processes
 Identify process components
What governs execution & value creation
What is needed
to begin
Process Design
“How”
What value
is created
What is needed to execute & create value
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How To Document Details
 Name, classification, descriptive
information, contacts
 Evaluation criteria, comments,
action status
 Execution (high-level step-by-step activities/tasks)
 Best practices
 Associated policies & rules,
controls, processes, systems
 Resources
 Performance measures (KPIs)
 Collaborative objectives
 Risks
 Related information & documents
 Process lifecycle management
 Communications plan
 Messages/changes to be communicated
 History
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How To Measure Performance
 Select KPI Set(s) (Balanced Scorecard meets Six Sigma)
Source: BPMethods
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How To Assess In-Place Systems
 IT Readiness Assessment
 Helps business professionals ask the
right questions of IT professionals
 Reveals capabilities & limitations of inplace IT systems
 Calculates the time, cost, effort &
resources required to adapt IT systems
to support process change
 Acquires data for ROI analysis of
improvement projects
 Tests feasibility & accurately determines
financial returns
 Helps justify IT investment if needed
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37
How To Improve Processes
 Select a methodology
 ISO, Six Sigma, Lean, ITIL, others…
The PRACTICE MethodTM for Business Process Analysis & Improvement

Phase 1: Plan (What do you want to do?)



Phase 2: Research (What are you doing now?)




As-Is (or clean slate) process is modeled to measure actual (or assumed) performance & to find waste & inefficiency
Specialized elicitation techniques are used to generate ideas for improvement (innovation)
Process alternatives are tested and refined resulting in a final To-Be design
Upon completion of return on investment (ROI) analysis & Acceptance Agreement a Next Step decision is made
Phase 4: Implement & Control (Do it!)



A Process Improvement Team researches current environment and what is needed to achieve the Phase 1 objectives
A Project is created, in-place IT systems are evaluated for adaptability; a process analysis tool is selected (if needed)
As-Is (or clean slate) process mapping and measuring begins
Phase 3: Analyze, Correct & Test (How do you do what you want to do?)





Business strategy review determines what strategic initiatives are to be pursued and/or what problems need to be solved
Calls out how results will be measured, and who will be held accountable and responsible for outcomes
Implementation Plan, training, IT systems are adapted/augmented, new process is deployed
A Quality Control Plan assure results are realized, consistent & repeatable
Phase 5: Extend (Keep doing it better!)

Processes monitored within a Strategic Planning & Review timetable to form a Continuous Process Improvement Program
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How To Improve Processes
 Understand the organization
 Organization charts, RACI Matrix, Stakeholder Classification Matrix
Low
Potential for cooperation
High
Low
High
Potential to Impact
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How To Improve Processes
 Skills
 Project management
•
•
•
•
•
•
•
•
•
•
Methodology
Scoping
Team building
Work breakdown structure
Communications
Risk management
Execution
Implementation
Change management
Quality control
 Business analysis
•
•
•
•
•
•
Requirements gathering
Artifact selection (diagrams, models, functional requirements, reports)
Elicitation techniques (observation, interviews, workshops, use cases)
Measurement & analysis
Design and/or redesign
Test
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How To Improve Processes
 Select artifact set, elicitation techniques & requirements
management tools
Source: Corporate Education Group
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How To Improve Processes
 Select BPM tools
 If needed or desired
Business Process Analyses
(BPA) software
Business Process
Management Suites
(BPMS)
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How To Improve Processes
 Process-centric design/redesign must include event
management & control processes that can…
1.
2.
3.
4.
Capture/manage roles
Capture KPI Set(s), policies, business rules
Capture performance threshold(s)
Sense variation (events and/or opportunities)
•
5.
6.
Alert relevant systems & stakeholders (role based)
Assemble/aggregate information
•
7.
Based on strategic objectives, performance measures & rules of engagement
Negotiate & record commitments
•
9.
From distributed disparate sources, internal & external
Interpret information (exception & resolution [case] management)
•
8.
Includes trends prior to exceeding threshold
Based on roles, empowerment, motivation, accountability, responsibility
Disseminate information
•
To all relevant systems & stakeholders
10. Track & report commitments & results against KPI Set(s) & strategic objectives
 Core processes must have corresponding control processes

Exception & resolution controls
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Process-Centric IT Building Blocks
 Must be capable of integrating sufficiently to support
process-centric design
Source: BPMethods
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44
How To Manage Change
 Recognize barriers








Turf battles by functional managers
Workforce resistance to change
No one in charge or in authority to push redesign
Lack of incentives from department or oversight authority
Inability to perform “out of the box” thinking
Resource constraints
Uncommitted top management
Skepticism about “yet another effort”
 How to prevail
 People support what they create
• Start slowly, create involvement
 People have the right to their opinions
• Honor this, listen, let them know the team is aware & prepared to act
 When people hear “the process is broken” they may think “they’re broken”
• Make it perfectly clear, the process is the problem, not them!
 Continuous communication
 Judge managerial involvement (Is your time invested or wasted?)
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How To Manage Change
 Technique: ADKAR Change Management Model
 Focuses on the individual, requires instilling & managing five key goals:
•
•
•
•
•
Awareness of the need to change
Desire to participate and support the change
Knowledge of how to change (and what the change looks like)
Ability to implement the change on a day-to-day basis
Reinforcement to keep the change in place
Methodology
Extend
Implement & Control
Successful
Change
Analyze, Correct, Test
Research
Plan
Awareness Desire Knowledge Ability Reinforcement
 Facilitates workforce collaboration through collaborative objectives
Sources: Jeff Hiatt, Prosci Change Management, Change Management Learning Center, BPMethods
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Agenda
 What is BPM & why is it important?
 Market & technology trends
 How industry leaders view BPM
 Translating business strategy into action
 Questions they ask & the best practices they use
 How to manage, analyze and change business processes
 Techniques, tools, methods, technologies & practices
 A BPM Practitioner
 Summary Conclusion
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A BPM Practitioner: Sloan Valve
Source: ABPMP Chicago Speaker Series - The Process Enterprise: How Process Transformation Changes the Business.
Tom Coleman Chief Information and Process Officer for Sloan Valve Company, 10/2009
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A BPM Practitioner: Sloan Valve
Source: ABPMP Chicago Speaker Series - The Process Enterprise: How Process Transformation Changes the Business.
Tom Coleman Chief Information and Process Officer for Sloan Valve Company, 10/2009
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Agenda
 What is BPM & why is it important?
 Market & technology trends
 How industry leaders view BPM
 Translating business strategy into action
 Questions they ask & the best practices they use
 How to manage, analyze and change business processes
 Techniques, tools, methods, technologies & practices
 A BPM Practitioner
 Summary Conclusion
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Summary Conclusion
 BPM is an emerging managerial discipline focused on
execution, performance & results
 Processes need to be managed as a portfolio of assets
 If not, they will become liabilities
 Technology is trending away from transaction-oriented
applications to process-centric systems
 Process enablement is becoming de facto design by IT vendors
 Industry leaders view BPM as a way to achieve competitive
advantage
 By uniquely creating & delivering customer & shareholder value
 By aligning people, process & technology
 By consistently achieving performance measures while adapting to change
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Summary Conclusion
 Follow BPM “How To” techniques














Audit process maturity
Understand the organization
Select a process classification model
Conduct a business process inventory
Evaluate process against qualitative criteria
Use portfolio management techniques
Create a business process portfolio
Document processes, polices & rules
Select KPI Sets
Select improvement projects based on need, priority & complexity
Select a methodology
Assemble BPM skills, artifacts, elicitation techniques & tools
Follow process-centric design/redesign principles & IT architectural constructs
Recognize barriers and resistance, manage change
 Sustain results
 Recognize & overcome barriers
 Develop a Continuous Process Improvement Program
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52
How to Use The PORTFOLIO ApproachTM
A Business Process Portfolio Management System
1
4
7
Prepare for BPM using
The Strategy Guide
2
Learn How To Manage Processes
using The Portfolio Guide
Create a Business Process Portfolio using
The BP Portfolio Manager or The BP Portfolio Template
Manage Lifecycles & a
Continuous Process Improvement
Program
using The BP Portfolio Manager
8
5
3
Classify, Inventory & Evaluate Processes
using The BP Inventory Worksheet
Document Processes using
Process Detail Sheets
Assess IT Readiness for process change using
The Readiness Guide & IT Analysis Sheets
6
9
Italicized red text indicates a deliverable.
Document Policies, Rules & KPIs
using Rules & KPI Detail Sheets
Select Business Process Analysis
Software using The Evaluation Guide
(if needed)
Source: BPMethods
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How to Use The PRACTICE MethodTM
A Process Improvement Project Management System
1
Prepare for BPM using
The Strategy Guide
2
Learn How To Improve Processes
Using The Process Guide*
4
Document Processes, Policies &
Rules using Detail Sheets
7
Model, Simulate & Analyze Processes
using BPA Software
5
3
Learn How To Manage Projects
using The Project Guide, The BP Project Manager
& Project Management Document Templates*
Assess IT Readiness for process change using
The Readiness Guide & IT Analysis Sheets
8
Measure Return on Investment
using The BP ROI Calculator*
9
6
Select Business Process Analysis
Software using The Evaluation Guide
(if needed)
Implement & Manage Process Change using
The IT Guide & Project Management Document
Templates*
Italicized red text indicates a deliverable. * Indicates in development.
Source: BPMethods
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Coming March, 2012
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