How to get started with Business Process Management?

[Taryn_Rutter]

Title:   How to get started with your BPM initiative.

Introduction

Hi everyone,  let me introduce myself by saying that I have over 30 years deep-seeded knowledge in the areas of Business Transformation and Enterprise Architecture.  I have been in this area as a Customer, a Partner to SAP and at SAP herself.  I would like to share some of my learnings and experiences with you.

You could read in my colleague Carolin’s latest blog post “Navigating Change with Business Process Management: A Strategic Imperative” what BPM is, etc.

https://community.sap.com/t5/technology-blogs-by-sap/navigating-change-with-business-process-managem...

I would like to continue from where Carolin left off with, how to get started with Business Process Management?  You will never find the perfect time to start, however we at SAP can support you.  SAP have been doing Business Process Management for decades and we continuously try to improve our processes.   In this blog I will address some of SAP best approaches and leverage what exists “there is no need to re-invent the wheel if it already exists”.

How to get started with BPM:

We mentioned earlier that BPM can be viewed as continuous improvement of various practices and initiatives or increasing automation to save costs.  Whatever your decision, there is more to continuous improvement than what you may realize. 

The first part is to look at this holistically, here I focus on three main disciplines which are: governance, method and tooling.  Here is an example below:

In this picture above we can see that there are processes for each discipline itself.  I know it might look confusing, but it really is not.   When customers ask me about how to get started, I always try to leverage from my experience and tell them to always start with Governance first and then follow up with a Process Management Lifecycle. The BPM Process Methodology can hold off in the beginning even though it is still relevant and should not be dismissed.   I also use these same topics when creating a BPM Process Office which I will address in a follow-up blog.

Let’s focus on the Governance part first.  If you follow a strong governance and stick to a given framework that works, then this will bring good results down the road.  Let me break down this topic a bit more.

Within this discipline we focus on the following:

Aligning your BPM Initiative to your company's strategic goals

Your BPM initiative must align to the strategic goals of the organization. First you need to understand the organization's strategic objectives and key performance indicators (KPIs).  Secondly, identify areas where process improvements can directly contribute to these objectives.  If you establish this link early on, you can realize that your BPM efforts, have a clear purpose and by doing so, you can see that you can deliver tangible business value.

Use a Framework & Structure as a baseline that works - Governance & Building Blocks as a foundation

We all need something to support us to get going with our BPM initiative, and many pre-defined frameworks can be used as a baseline.  If you have not defined a foundational set of building blocks as a framework, use what already exists and is available.   Here, we use these building blocks to establish governance structures, roles and responsibilities, and selecting BPM tools and technologies.  We also think about our Process Management Lifecycle and what is required to increase the level of automation across the cycle from analysis to design, modelling execution and monitoring.  

It's also important to mention that each building block has a level of maturity and requires consistent improvement.  It's not just about continuous improvement of the process.  I often use the BPM Building Blocks as a checklist to help me in phased approaches in achieving success out of various initiatives.  It brings good structure and practice.

Select a path or the building blocks that is right for your situation

Identify a path that is good for you.  There are so many ways to execute an initiative, which can involve multiple paths to realization.   You also need to consider;

• what the maturity level is of your organization and whether or not the path you have chosen can be achievable within the timeframe
• if there are any existing projects you can leverage before you decide on an approach.  An implementation project might be the right thing to focus on or any available project where there could be a small improvements eg. Operations, that you latch onto.
• The amount of resourcing and skills that are available and whether these resources have time to support, do they require training and if so, what types of training is available to support them.
• Any existing pain points and topics that are prioritized in the organization or something in a particular area of interest that are considered catalysts or North Star.  Usually these are tied into existing projects within the organization.

Think carefully before selecting the building blocks that are right for the situation at hand.  Again, as said earlier, it's not just about process improvement with the process management lifecycle it’s more.  But let’s start small, there is no need to “boil the ocean”.

Summary:

Once you have established a good governance and framework to work within you should be all set for a structured approach to any BPM related topic.  Ensure that you always align with the right key stakeholders and start your continuous improvement exercise within these parameters.

The core of BPM is organization (including people), process and technology.  However, for these three dimensions to connect and align is through, the process management lifecycle and to do this, we need good process leadership and management dealing with good governance and ownership.

I have two more blogs coming which is a continuation of this one, which ties nicely into the BPM Governance Building blocks.   On my next blog, I will focus on how to put these building blocks to good use that will bring value in a short term.  Also, stay tuned on how to set up a BPM Process Office, here I will address how to go about doing this in a  sustainable environment that will enable good practices and processes.  Stay tuned 😊

If you have any questions, please feel free to reach out to me here in the blog. 

[Martin-Norby]

Interesting topic and good to see the Business side detailed. Cant wait to see the next blog

[tim_notestein]

To give a SAP Signavio specific point of view...

I'm part of the SAP Signavio global SSA team as the North American lead.

I've worked with Taryn at many customers over the last couple years for assessing, road mapping and establishing a Center of Excellence for BPM.  It's a key point to anchor customers for adoption such that BPM becomes a part of enterprise DNA.

Every customer I've worked with using this framework has been happy with the results.  The documentation is complete, easy to understand and tuned per customer after a small engagement.

If a customer is using SAP Signavio, and doesn't have a mature BPM or one familiar with SAP Signavio, I highly recommend this BPM framework. 

[romanpersiyantsev]

Thanks, Taryn, for your incredible effort in bringing it all together into a clear and structured framework for CoE. Looking forward to reading more on the topic.

[Marpe]

Great insights!

[zara1--]

This is so helpful , so many clients just don’t know where to start a fantastic read. 

[NiallEdkins]

Great read! Half the battle is always being able to show the foundations needed to deliver a good BPM framework. Too many clients want to go from A-Z and forget about B-Y.

[MTaylor]

Hi Taryn; 

Thank you so much for sharing your blog.  

The information you've shared provides a comprehensive guide on starting with Business Process Management (BPM), focusing on the importance of governance as a foundational element

My understanding of your blog is as follows:

1. Holistic Approach: Provides a comprehensive view of BPM, addressing governance, methods, and tools to ensure a well-rounded implementation.
2. Governance Focus: Emphasizes starting with governance to establish a strong foundation, which is crucial for successful BPM.
3. Strategic Alignment: Stresses the importance of aligning BPM initiatives with organizational strategic goals and KPIs, ensuring that efforts deliver tangible business value.
4. Framework Utilization: Advocates for using existing frameworks and building blocks to support BPM efforts, offering structured guidance and best practices.
5. Practical Path Selection: Offers practical advice on selecting the right BPM path based on organizational maturity, resources, and existing projects.
6. Continuous Improvement: Highlights the need for ongoing refinement of governance, processes, and tools, reinforcing the iterative nature of BPM.
7. Future Insights: Promises follow-up content on BPM governance and setting up a BPM Process Office, providing a roadmap for further learning and application.

Overall, your blog is an extremely valuable approach for its structured guidance, practical advice, and focus on strategic alignment and continuous improvement.

Questions:

1.  On your BPM Methodology graph, why do you have so many processes for disciplines?

Your blog does mention processes for each BPM discipline but doesn’t delve deeply into why multiple processes exist. It focuses more on the importance of governance and foundational building blocks rather than detailing the complexity of the methodology graph.  Why are there so many process disciplines?

2.  In many cases governance is not something in our control, we normally apply the BPM process when we want to apply lean. Where would we start after the governance part?

Your blog focuses on governance. The blog suggests starting with governance but doesn’t extensively address what to do if governance has already been in place or is out of control or how to proceed directly after governance. It implies that after establishing governance, one should move to the BPM Process Management Lifecycle.

I can't wait to read more.....

[Alicia_Nash]

Thank you for sharing your expertise and practical insights in this article. I am working on a plan to implement a BPM Office at my company, and I am curious about your next article. Still, I will already use some of your advice as a starting point, particularly the Building Blocks as a checklist to build a phased approach. 

Regarding the Organization's Maturity Level: could you provide more details on effectively assessing the maturity level before selecting the path and building blocks? What key indicators/metrics should I consider in this assessment?

[SamanthaC]

Great article! thank you Taryn. Using and understanding Signavio is very important in my role (internal to SAP), and everyone will benefit from understanding this tool and process, much appreciated!

[FredLJ]

Interesting. I was intrigued to read this article and understand SAP's perspective and guidance on BPM implementation. It validates my knowledge and logical thinking: structure BPM top-down and have BPM as a strategic player in the organization.

However, my experience has been different and challenging. I have to structure BPM bottom-up, and my team is seen as a support to Quality, Production and Continuous Improvement. My industry is very conservative, and producing luxury goods does not always focus on optimization, automation and efficiency. We started with the tooling layer, targeting standardization and ISO compliance with process modeling. Then Continuous Improvement identified the potential for using the tooling (only modeling) in their Kaizen activities. Mining tools? No thanks, we are too busy. Same with the Strategy Team, and the link between BPM and Strategic Goals is broken. It's a daily challenge to keep up, but I still believe that we will shift this mindset at some point in time!

[Taryn_Rutter]

Hi everyone, thanks so much for your comments and feedback.  I will take some time to respond to each of your questions as they are important!

In the meantime, I will be hosting a webinar coming soon, see details below:

SAP Signavio Community Expert Sessions:

Mastering Business Process Mapping: Strategies and Techniques

Date: Wednesday, August 21, 2024
Time: 4:00 p.m. - 5:00 p.m. CEST / 10:00 a.m. - 11:00 a.m. EST

Join us for an engaging session on how to identify and map your business processes effectively. We'll cover the best starting points and explore advanced mapping techniques, including process hierarchies, folder structures, variant mapping, and taxonomies. Discover which accelerators to use and when to use them to optimize your process management. Real-world scenarios will highlight the significant benefits of using SAP Signavio for simplified and efficient process management.

Why Attend?

• Learn Effective Techniques: Understand the best starting points and advanced techniques for mapping processes, including process hierarchies, folder structures, variant mapping, and taxonomies.
• Discover Accelerators: Find out which accelerators to use and the optimal times to use them for maximizing efficiency.
• Real-World Scenarios: See practical examples of how SAP Signavio can streamline and enhance your process management.
• Peer Engagement: Connect with peers, ask questions, and participate in interactive discussions to enhance your learning experience.

Register now to secure your spot!

https://events.teams.microsoft.com/event/500ddebf-900f-4089-a8e8-8c4c9b31aa01@42f7676c-f455-423c-82f...

Hope to see you there 😊

[Taryn_Rutter]

@MTaylor 

Hi MTaylor, I would like to answer the two questions you asked regarding:  

1.  On your BPM Methodology graph, why do you have so many processes for disciplines?

I would love to put everything into one bucket however, sometimes we get lost in the detail.  The best is to put topics into manageable chunk sizes.  Governance for example has a process of its own because this is how we actually run; it’s just not always written down.  By having everything fall under a bigger framework allows transparency and keeps you in check to know where you are.   I have used this exact governance approach to implement topics and it works for me.  Here is an example of how SAP execute on a BPM Governance Approach, and I have already given you bullet point no. 2 which is the Building Blocks.

It's still on a high-level you just need to choose a path and then set it up.  I will not drill down into the other two disciplines as that would a spoiler to my follow on blogs, I will start a new blog for each one 😊

2.  In many cases governance is not something in our control, we normally apply the BPM process when we want to apply lean. Where would we start after the governance part?

If your governance has already been in place then this is great, you can start an initiative.  The only thing I can say is that if your governance is in place but out of your control then, who has control of it and how is it setup and governed and…  are you able to latch onto it and use it in a Process Improvement exercise. 

I speak about linking the Governance part and the Process Management Lifecycle (PML) part because this is the fastest way to realize a process outcome.  We also use this to establish & setup tools to get the foundation right.  The PML is very important in enabling process improvement and there are a multitude of topics such as: enablement, skills assessment, convention guides and handbooks, how-to-guides that become important.  Again, when we talk about the PML, more building blocks appear in scope, and you are maturing on these as you go.

[Taryn_Rutter]

@Alicia_Nash 

Thanks for your comments, good question.  There are numerous best practices available such as CMMI for process maturity improvement and Architectural Maturity Stages, by Ross, when it comes to company maturity vs process maturity.   I would be happy to write a future blog on these 😊

[Taryn_Rutter]

@FredLJ 

Hi FredLJ

It is always ideal to start top-down but that is not always possible in today's world.  I have customer's in the exact same situation as you and it's all about who is trying to drive the message.  If you have IT driving the message to the business then the focus area will primarily be on the PML first and getting the tooling ready.  By doing this, IT can go to the business and say: "look what we have done for you, Mr Business now, please use".  This is just one example.

It is okay to start with the PML and drive it upwards, it's certainly not broken, it's only another entry point into the same topic.

I hope this helps!

I will talk about the PML in a follow-on blog 😊

[DWaller]

Great article!

[davidb_smith]

Great Bog here Taryn as allways.   

Some great insight into how to help customers nail the proper management of using SAP Signavio in delivering customer value through process transformation.  This governance and Busienss Process Managemennt set-up is such key thing to get right and we so need to help customers and partners do this in the right way so they get the value and potnetial out of transformation and running their busiens with SAP. 

This is right at the heart of our transformation agenda, its one thing having the tool on a quick start-up but another thing in making it work to make a difference.