Articles

Managing Enterprise Transformation in Government

Managing Enterprise Transformation in Government

Author(s):

Senior Principal, MITRE Corporation

“Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the realities of people working together every day.” Frances Hesselbein – President of the Frances Hesselbein Leadership Institute 

Effective use of a transformation framework, such as the one illustrated in Figure 1, is a hallmark of successful organizations and an essential means to achieving operational and technology environments that maximize institutional mission performance and outcomes. Among other things, this includes realizing cost savings through consolidation and reuse of shared services and elimination of antiquated and redundant mission operations, enhancing information sharing through data standardization and system integration, and optimizing service delivery through streamlining and normalization of business processes and mission operations.

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BPM Salary Survey – A comparative analysis

BPM Salary Survey – A comparative analysis

Author(s):

Faculty Member, DBizInstitute.org and Managing Director, Spanyi International
Editor & Founder, BPMInstitute.org, BAInstitute.org and DBIZInstitute.org

A must read for business analysts, business process analysts, business process managers,  business process designers and business architects.

This BPM Salary Survey report outlines a regional comparison across the USA, Canada and EMEA (Europe, Middle East and Africa). It is based upon the data collected in the BPM 2015 Salary Survey conducted by BPMInstitute.org which represented the first such survey and formed the baseline for our future research in this area.

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What’s the Value Proposition of BPM?

What’s the Value Proposition of BPM?

Author(s):

Faculty Member, DBizInstitute.org and Managing Director, Spanyi International

What is the value proposition of BPM and how do I communicate to my senior leadership team is one of the most frequently asked questions on BPM.

In answering this question, the first order of priority is to ensure that people in the organization have a common shared understanding of BPM. In our view, BPM is not just modeling processes, it’s not just launching improvement projects, and it’s not just monitoring process performance for continuous improvement.

Instead, it is all three of these – in other words, the modeling, AND the improvement AND the management of the large cross functional processes in the firm.

Once, a shared understanding of the definition of BPM is achieved, it is then possible to outline the approach, benefits and pitfalls to avoid in BPM to demonstrate the value it can provide.

Some of the key principles and the general approach in BPM are outlined in Table 1 below:

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Factors Affecting the Leadership of Process Improvement Teams

Factors Affecting the Leadership of Process Improvement Teams

Author(s):

Owner, Vitae Dynamics Inc.

Adèle selected her process improvement team very carefully. She needed to ensure that different types of expertise and knowledge were represented. Each of her team mates had specialised knowledge of a particular division of the company. Every single one also came to the table with a unique career path and background. She got to know her colleagues quite well during the interview process and was very pleased with the team she had assembled. They were extremely competent and motivated to improve the company’s operations.

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What Cambodian Tuk Tuk’s Teach us About Process Improvement

What Cambodian Tuk Tuk’s Teach us About Process Improvement

Author(s):

Managing Director, Ephesus Consulting

This past year, I had the privilege to travel to the Kingdom of Cambodia to visit the great temple complex of Angkor Wat. For those not familiar with Angkor Wat, it was built in the first half of the 12th century and is still today the largest religious structure in the world. However, Angkor Wat is but one of hundreds of temple complexes many crumbling ruins spread about the countryside around the present-day city of Siem Reap. For those fortunate to visit the area, the best means to travel about the temples is via a rather primitive means of transportation – the Tuk Tuk. The best way to describe a Tuk Tuk is to think of a rickshaw pulled by a moped. Most Tuk Tuk’s have a roof spanning two facing seats. Depending on the size, two to four individuals may ride comfortably. But there are variances to Tuk Tuk’s. At the high end of the market are elaborately hand carved and highly lacquered versions – a work of art unto themselves.

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Communicating the Value of Business Architecture

Communicating the Value of Business Architecture

Author(s):

Principal, S2E Consulting Inc.

Articulating the value of business architecture within our organizations is one of the most important things that we need to do and do well—the results of which can ultimately determine if business architecture is embraced and how it is positioned. However, this can be a real challenge and barrier to growth for many business architecture practices. 

The Struggle for Understanding

While the need for and potential value of business architecture can be very obvious to practitioners, it is not always clear to others. This can be extremely frustrating for practitioners, but if we understand the context we can not only interpret peoples’ reactions, but better address the challenge. To effectively communicate the value of business architecture, we need to put ourselves in the minds of our business architecture “customers” and adapt our approach to what they might be thinking.  

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Does Size Matter in BPM?

Does Size Matter in BPM?

Author(s):

Faculty Member, DBizInstitute.org and Managing Director, Spanyi International

While controversy may continue to exist on whether size matters in areas as diverse as sex, bacteria and even blue whales – there is little doubt that size matters enormously when it comes to Business Process Management (BPM).

Tackling larger, cross functional processes is at the heart of success with BPM.  This applies to both process improvement and process management.  The potential size of the prize increases proportionally with improvement efforts targeted at larger, cross functional processes such as inquiry to order, order to delivery, request to receipt and idea to launch as these initiatives target critical non-value added activities across department boundaries. 

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The Benefit of Cultivating a Process Perspective

The Benefit of Cultivating a Process Perspective

Author(s):

Managing Director, Ephesus Consulting

For Six Sigma, Lean, Reengineering and other process practitioners, it is in our nature to adopt what I label a process perspective. Whether consciously or subconsciously, we think in process terms. Every activity is a series of steps and we cannot help but introduce improvements with the passage of time. This pattern of behavior often transcends our work life… and enters into our personal life – sometimes to the chagrin of our family members.

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How to Improve Customer Satisfaction with Government Services

How to Improve Customer Satisfaction with Government Services

Author(s):

Senior Principal, MITRE Corporation

“Government managers must learn from what is working in the private sector and apply these best practices to deliver services better, faster, and at lower cost.”   Barack Obama (upon releasing Executive Order 13571–Streamlining Service Delivery and Improving Customer Service)

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The Role of Conflict Resolution in Implementing Process Change

The Role of Conflict Resolution in Implementing Process Change

Author(s):

Owner, Vitae Dynamics Inc.

Corinne was at first very pleased to have been asked to implement a process change. She was the one who first identified a problem in operations and who suggested a few modifications to the procedure. After raising the matter several times over many months with senior executives, she finally received the go-ahead to make the necessary changes.

As Corrinne approached her colleagues with the idea of changing the process, she was at first greeted with support. Her work environment was generally professional and courteous. But the more Corrinne engaged her coworkers about the idea of changing a process, the more subtle the pushback she received. Confused, Corrinne pressed on with figuring out a way to bring the different departments together to have a conversation about changing the process.

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