Projects to Programs to Transformation
description
Transcript of Projects to Programs to Transformation
Projects to Programs to Transformation
11 Habits of Highly Successful Projects11 Habits of Highly Successful Projects
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Succeed With An Initial Project
Establish A Program
Extend Success Across TheEnterprise
Bus
ines
s O
utco
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Project Scope
A successful BPM program ties all business process projects to core business initiatives.
A Transformational BPM Program enables you to manage your processes and support corporate initiatives such as improving product quality, reducing time-to-market, expanding to new markets, raising customer satisfaction, and increasing profit margins.
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A BPM Project should deliver targeted results that directly support the strategic goals of the business. Thus, a successful BPM Project requires close collaboration between business operations and technologists.
Think Big, Start Small, Scale Fast
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Don’t forget the focus should be on business value
Be willing to make trade-offs for the first release
Habit #1
Prove business value first
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Mapping
Week 1 Weeks 2-3 Weeks 4 to 10Weeks 11 to 12
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TestTestGo LiveDevelopmentDevelopment
Infrastructure Configuration
Definition
Training/ MentoringInfrastructure Deployment
Iterative Implementation MethodologyA proven methodology for scaling from project to program to transformation
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Habit #2
Make it about Productivity AND Visibility
Metrics, KPI’s and SLA’s should be part of the DEFINE Phase
Don’t scope OUT metrics
Remember visibility is critical to IMPROVEMENT
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Iterative Approach….. Continuous Process Improvement
Phases 2,3 or Versions 2,3 will always happen
Trade-offs (but don’t trade-off the metrics!)
Habit #3
Never “One and Done”
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Range oftraditionaloutcomes
Traditional build programs
Complex toolingIT-centric developmentBig-bang deployment
Programinitiation
BPM Accelerates Better Business Outcomes
Month 366 12 18 24 30Month 0
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Scalable BPM programsModel-driven toolingIntegrated developmentIterative deployment
Month 366 12 18 24 30
Plus: Faster cash returns
Targetedoutcome
BPM Accelerates Better Business Outcomes
Month 0
Programinitiation
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Requirements documents are not process analysis
Don’t over-do the initial requirements (Define) phase
Include Process Analysis skills on your team early
Habit #4
Don’t Skip Process Analysis
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Project Success Depends on UnderstandingProcess Analysis Illuminates the End-to-End Process
What is the data needed at different points?What is the velocity that we need in this process?How quickly must the turnaround time be? Where are the issues with meeting this requirement?
Understand the main problem areas in the current process
Analyze specific business processesFormulate a roadmap for recommended improvements
Process Analysis is designed to help you…
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A project longer than 90 days is not a failure
Self-sufficiency can extend project time-lines
Timelines can depend on the sophistication of the process
Habit #5
Take the Time to Deliver Value
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Succeed With An Initial Project
Establish A Program
Extend Success Across TheEnterprise
Bus
ines
s O
utco
mes
Project Scope
12
3
A BPM Project should deliver targeted results that directly support the strategic goals of the business. Thus, a successful BPM Project requires close collaboration between business operations and technologists.
A successful BPM program ties all business process projects to core business initiatives.
A Transformational BPM Program enables you to manage your processes and support corporate initiatives such as improving product quality, reducing time-to-market, expanding to new markets, raising customer satisfaction, and increasing profit margins.
Think Big, Start Small, Scale FastScaling a successful project into a program
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Java (or .Net) developers aren’t all you need
Have the right mix of resources on the team
Identify good pools of talent for BPM developers
Habit #6
Build a complete team
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Don’t allocate partial human beings
Make sure all of the right skills are represented
Don’t mix self-sufficiency with tight deadlines
Habit #7
Make self-sufficiency a priority
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Succeed With An Initial Project
Establish A Program
Extend Success Across TheEnterprise
Bus
ines
s O
utco
mes
Project Scope
A BPM Project should deliver targeted results that directly support the strategic goals of the business. Thus, a successful BPM Project requires close collaboration between business operations and technologists.
12
3
A successful BPM program ties all business process projects to core business initiatives.
A Transformational BPM Program enables you to manage your processes and support corporate initiatives such as improving product quality, reducing time-to-market, expanding to new markets, raising customer satisfaction, and increasing profit margins.
Think Big, Start Small, Scale Fast
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BPM is about Continuous Process Improvement
BPM should be programmatic (programs spanning projects/LOBs)
Funding model should contemplate Projects and the Program
Habit #8
Fund to value … not first release
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Consider carefully for the first project
Co-locate team members from business and IT
Leverage the Playbacks
Habit #9
Force collaboration
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Confidential
Make BPM Pervasive Across the Organization“Playbacks” Drive Engagement
VP, Pharmacy Operations
Call Center ManagersProcess Developers
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Processes are business-owned
BPM is the discipline/program
BPMS is the enabling technology
Habit #10
Establish the owners
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Create regular internal communication about progress
Use videos, wikis, portals to “show off” new processes
BPMS or BRMS is the enabling technology
Habit #11
Market your work
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11 Habits That Drive Success
© 2010 IBM Corporation
Get started today
Visit www.blueworkslive.com for a free 30-day trial
Contact IBM for a Business Process Discovery Workshop
Test drive BPM software at:IBMBPMDemos.com
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© 2010 IBM Corporation
IBM Process Improvement Discovery Workshop Conducted onsite with your business & IT
stakeholders with IBM solution & domain experts
Define the business need and map to a baseline solution architecture and recommended implementation approach
Get a summary of key findings, recommendations & a report for stakeholder analysis enabling decision-making
Optional: Develop a project ROI
A complimentary workshop to help you evaluate your process improvement initiative (1-3 days)
Evaluate the applicability of BPM technology for the proposed project. Evaluate the best place to start for the current project scope Understand the realistic business impacts of the solution Define a baseline BPM architecture early in the project.
IBM or our Partners can help you get started!
© 2010 IBM Corporation
Q2-3 Regional Impacts & ICTYs
IOT IMT City Date Type*
Europe
Nordic Helsinki May 10th Cross
Switzerland TBD June 5th Cross
Italy Rome June 7th Regional
UK London June 12th Regional
Spain TBD TBD Cross
North America
Canada Toronto June 19th ICTY
US Charlotte June 12th ICTY
US Kansas City June 7th ICTY
US Charlotte June 19th ICTY
US Chicago June 5th ICTY
US Reston Sept 6th ICTY
US Costa Mesa Sept 6th ICTY
US Nashville Sept 11th ICTY
US Edmonton Sept 13th ICTY
US Minneapolis Sept 13th ICTY
US New York Sept 20th ICTY
US Boston Sept 26th ICTY
Event Dates as of 4/12/2012Event Dates as of 4/12/2012
Local Impact Local Impact ComesComes ToTo You YouALL GEOs (Multiple Cities)
May – October
*Type: Cross = Cross SWG Event, ICTY = Impact Comes to You Event, Regional = Regional Impact
© 2010 IBM Corporation
Every cultural revolution has to start somewhereYou’re just one project away from unleashing the value of BPM
It’s worth the Journey• BPM is an exciting technology• Everybody will want it• You’ll be a hero
IBMBPMDemos.com
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Thank You …
Q & A