Ideas from the Article
The article “The Keys to BPM Project Success” has increased my knowledge about project management and success. I have understood how Business Process Management (BPM) improves the level of business performance. Some of the contemporary strategies such as SCM, CRM, TQM, and Six-Sigma have not been effective. The author offers the best ingredients for setting up the best BPM project. The core approach involves the use of several recipes to achieve targeted goals. The first step is putting in place the best steering group. The group should agree on the best scope and project choice (Miers 2006). A business case ensures there is a pragmatic explanation towards achieving the targeted goals. I have also understood why BMP technologies can make projects successful. Executive sponsorship is also critical towards a successful BMP project.
These executives present the best solutions and ideas to support the project. An executive champion or sponsor will make this project successful. Teamwork supports the strategies and objectives of the BPM project. The article encourages managers to form the best BPM Project Teams. A cross-functional team should implement different pilot projects. The team will use the strategies to make the project successful. These opportunities will encourage employees to focus on targeted goals. Organisational changes are also relevant to the success of the BMP project. I now understand why managers should avoid specific pitfalls throughout the BPM process. Such pitfalls include failing to inform the executives about the project and assuming that the employees are committed to the project (Miers 2006). I will use these skills throughout every BPM process.
Ideas from the Week’s Teaching Materials
I have gained new ideas and skills from week 11’s teaching materials. I now understand how to develop and implement the best BPM solutions within 60 days. The five major processes towards a successful BPM include selecting the best high-value processes. Managers should incorporate existing infrastructures and systems in order to make the process successful. The third approach is to limit the interfaces linking the external schemes and BPM systems. New functionalities will present better user interfaces. The last step is to use the existing Development Patterns and Established Process Designs (Pone, 2008). I now understand how to develop automated BPM solutions. The designers should communicate with one another and determine the best BMP components in order to make the process effective. The company can buy or outsource the needed technologies for the automated BPM system. It is mandatory to test the BPM system before using it to promote business performance.
The statement “people don’t do what you expect but what you inspect” explains why leaders and managers should be ready to monitor the practices of their employees. The statement explains why leaders should inform their employees about the best behaviours and activities. The managers should measure and inspect every expected behaviour in order to get the best goals. Inspecting the functions and impacts of the targeted results is the best practice towards ensuring every person does what the manager expects from them (Jeston & Nelis, 2008). The project managers should set the right procedures and processes in order to inspect these employees and workers.
Inspection creates a sense of reinforcement. Performance management and measurement in BPM projects are similar to the above statement. Performance management and measurement focus on the responsibilities of every employee throughout the project period. Performance management ensures the workers complete every activity effectively while examining the goals. Performance measurement ensures the process is smooth. The practice identifies every challenge in order to make the BPM project successful. Management and measurement of performance ensure every step in the BPM project is victorious. The plan will make these BPM projects critical towards business profitability.
Lessons Learned from the Article “Which Cultural Values Matter to BPM”
I now understand how to make my Business Process Management (BPM) successful. Companies employ their workers from diverse cultural backgrounds. Such companies should use a holistic approach to manage the cultural aspects of these employees. The approach will ensure the firm achieves its goals. I have understood why managers and leaders should embrace supportive cultures before implementing their BPM projects. The approach will ensure such companies achieve their goals. The cultural setting in these organisations should support the targeted objectives. I also understand how to support every BPM project using the relevance of artistic values. The first artistic value is excellence. Every employee should “portray the highest level of excellence in order to have a successful BPM project” (Schmiedel, Brocke & Recker 2013, p. 298).
According to the article, responsibility creates the best business culture in every business or firm. Customer orientation is also critical towards achieving every targeted goal. The BPM project should focus on the needs of every customer. This value encourages employees to focus on the changing expectations of the stakeholders. Teamwork is also relevant in every successful firm or business. Teamwork encourages employees to present new ideas and concepts. Teamwork ensures the company solves its problems efficiently. The practice ensures every employee works hard in order to make the BPM project successful. Managers should support these cultural values using the best leadership practices. The managers should also address every challenge or obstacle affecting the BPM project. I will always use these values whenever executing new BPM projects in my firm. The practice will ensure every firm achieves its BPM objectives.
Jeston, J & Nelis, J 2008, Business Process Management, Butterworth Heinemann, New York. Web.
Miers, D 2006, ‘The Keys to BPM Project Success’, BPTrends, vol. 1, no. 1, pp. 1-20. Web.
Pone, C 2008, ‘Five Secrets for Using BPM to Deliver Process Improvement in Less than 60 Days’, BPTrends, vol. 1, no. 1, pp. 1-6. Web.
Schmiedel, T, Brocke, J & Recker, J 2013. ‘Which cultural values matter to business process management? Results from a global Delphi study’, Business Process Management Journal, vol. 19, no. 2, pp. 292-317. Web.