Establishing an approach for implementing a Business Process
Management Project is dependent on the level of Sponsorship. We all want it to
be driven by the board and the successful delivery the responsibility of the
CEO and his Executive Team. Unfortunately in nearly all cases this does not happen. It is very hard
for any level of management to envisage the complexity of the network of
integrated processes developed within an organisation to achieve the Value
Proposition. It is important to realise the business processes are developed and structured to support the overall vision and
goals of the organisation and the outcomes of the processes determine the
success or failure of the business model.
When developing a Business Process Strategy one Framework
will not do. There will be a number of nested development frameworks required
to describe the complexity of a living business and the level of decomposed
detail.
At each level of the decomposition model a framework is used
to develop and link the decomposed activity. In addition there are continuous
change cycles in place to monitor and analyse the outcomes and handle the speed
of change required.
The most important ingredient for a successful Business
Process project is that the total organisation is on board and supports it
enthusiastically. One department doing well and another failing to meet its
objectives can put the whole business at at risk.
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