Implementing new technology brings a range of challenges and this is equally true when the technology in question is a BPMS. These challenges become even greater when the BPMS is to support case management processes. Within this article I outline additional complexities case management processes exhibit, and suggest six features a BPMS should offer before being used to manage these processes.
Challenges of Case Management Processes
The problem is big. The developed world is aging. Japan went through it first and everyone will follow by 2050. During this time, a much larger population will depend on their own investments or investments made by their employers and governments as their primary sources of income. Also, the number of working people compared to the number of people beyond retirement age will decrease significantly. This number, called the support ratio, is a key indicator for social services agencies and the trend reveals a big problem.
Risk Management and Business Process Management have long been acknowledged as distinct disciplines. They seem to be getting more comfortable with one another. Business Process Model & Notation (BPMN) has emerged in the past decade as a powerful tool for visualizing and even operationalizing business processes.
For a number of years business architecture was considered an art form, the domain of a handful of practitioners and consultants. Debates raged across standards groups and discussion boards over the use of capabilities versus value streams, the role of processes, governance and ownership, and where business architecture ended and IT architecture began. Endless discussion threads pitted one individual’s view against another, often ending in stalemate.
We’ve all heard this one: “Don’t automate a process until you optimize it.” That’s sound advice to avoid automating unnecessary steps or, worse, institutionalizing a completely broken process.
Rethinking how we manage the process. The problem is big. The developed world is aging. Japan went through it first and everyone will follow by 2050. During this time, a much larger population will depend on their own investments or investments made by their employers and governments as their primary sources of income. Also, the number of working people compared to the number of people beyond retirement age will decrease significantly. This number, called the support ratio, is a key indicator for social services agencies and the trend reveals a big problem.
Over the last year much of my thinking and conversations with colleagues have involved an examination of corporate culture and how it affects various initiatives and attempts to make organizational changes. Enter “corporate culture” in a search engine and you see millions of links to classes, articles, academic papers. All of them discussing, explaining, or positing about corporate culture.
Many business and IT professionals have realized that one simple and easy way to describe the Business Architecture (BA) is to say that it represents the “sum of all business processes” for an enterprise (or business unit). In fact some refer to this sum or integration as the “Business Process Architecture.” While this comment is basically correct, it does require a broader perspective and more detailed description.
In spite of significant advances in both improvement methods and enabling technology, the success rate in implementing complex process redesign projects still hovers around 33% and has not changed that much over the past decade. When a good process design does not get implemented, it’s often due to insufficient focus and attention on accountability, governance, resources and momentum. Results can be compromised whenever there is insufficient attention to one of these factors.
As with many IT professionals, I was first attracted to BPM by the capabilities offered by BPMS technology to increase business agility and reduce costs. Working as an IT Director, I identified two compelling reasons to invest in a BPMS. The first was that it offered a low cost and effective solution for automating administrative business processes, thus reducing operating costs. I secondly saw it as an effective solution to achieve a stated business aim of continuously improving processes at low cost, where the pace of change would be rapid.
Everyone starts here.
You're looking for a way to improve your process improvement skills, but you're not sure where to start.
Earning your Business Process Management Specialist (BPMS) Certificate will give you the competitive advantage you need in today's world. Our courses help you deliver faster and makes projects easier.
Your skills will include building hierarchical process models, using tools to analyze and assess process performance, defining critical process metrics, using best practice principles to redesign processes, developing process improvement project plans, building a center of excellence, and establishing process governance.
The BPMS Certificate is the perfect way to show employers that you are serious about business process management. With in-depth knowledge of process improvement and management, you'll be able to take your business career to the next level.
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