Method in my BPM Madness!

At the recent Australian BPM Round table session I did a quick survey of participants to see, amongst other things, what BPM Frameworks are being used in Australian organisations?

I was not surprised by the result, however it is interesting that out of 20 organisations there was not 1 recognised BPM Framework that had been adopted; and comments were even made that they are not necessary. I think this last comment related to the terminology being used.

I have recently added a new page to the Executive Guide to BPM explaining what a BPM Framework is and why they are needed. See the Process of Process Management. For me, implementing BPM is implementing a Business Process and therefore you need a guide on how you are doing it!

What BPM Frameworks are there?

The challenge is finding and evaluating a Framework. There are three main sources;

  1. Books
  2. Training
  3. Vendors

I was introduced to my first Framework by Roger Burlton of the Process Renewal Group. The Process Renewal Group Framework is based on Roger’s book, Business Process Management: Profiting From Process; however the best understanding of the Framework and the techniques to implement it came from attending Roger’s training course and being mentored by the Group.

There are other Frameworks that come from similar sources, and consequently I have not had the opportunity to review any of them, I just know that they exist from web research. Frameworks from BPMInstitute.org and Management By Process are examples of training / consultant led offerings.

Another option is to adopt the processes recommended by your BPMS vendor. The advantage of this option is that the framework is tailored to the tools you have available. This can also be a disadvantage if you do not already use the tool as the training seems to be inherently linked, even if the framework is generically good. An example of this may be the framework promoted by Appian.

There may be some more generic options, such as the Association of Business Process Management Professionals (ABPMP) Common Body of Knowledge. As I am not a member I have not reviewed this framework; however there is a good summary presentation available, see Guide to BPM CBOK.

The Round Table also attempted to develop a common methodology which was called The Process of Process Improvement (TPPI). The output of the exercise can be found on the BPM-Collaboration TPPI Wiki (registration is required).

At the moment I am evaluating the BPTrends methodology that is based on the book Business Process Change by Paul Harmon. This methodology is supported in Australian by Leonardo Consulting who have written an excellent summary of the methodology and the certification program that they offer; see Achieving Process-Based Management.

I am sure there are many BPM Framework offerings that I have not covered here. If you know of one or you have a framework or methodology to offer – please leave a comment to let me know. I am also keen to collect or create reviews of the Frameworks that are available.

What Framework are you using or considering?

Starting with Customer Value

I have had several conversations recently where I have been asked to describe what I do and what is Business Process Management. As part of the reply I have referred the inquisitive person to this website, however I realised that there was no simple description of BPM here – until now.

The Executive Guide to BPM provides some basic information about Business Process Management and what I see as being key to implementing BPM. This page will also be a springboard to a number of artefacts that I will be creating about Process Management and how to implement it!

While writing the guide, I realised that many of the concepts will require further explaining, along with a few good stories to support them. This is a story about Process Thinking and understanding Customer Value.

Eating out in Canberra

A few years ago I was in Canberra for a training session ran by Roger Burlton, a large group from the class went to dinner at a local restaurant. At the end of the evening we all pooled our money and went to the counter to pay.

One of our group was visiting from overseas and needed to separately pay for and get a receipt for their meal to be able to claim a refund from their organisation.

The restaurant had a “We do not split bills” policy, we asked nicely if we could pay for this one meal separately and explained why. The proprietor was serving us and he was sticking to his policy. After some back and forth conversation he was heard to say “It is my restaurant – I set the rules”. By the end of the conversation, he had finally agreed to separately charge for this meal – if we agreed to pay a very small processing fee (we are talking $1 added to a $500 bill).

This is a great example of a policy that is focussed on efficiency, however it clearly destroys customer value – which do you think is better for the business long-term?