Chapter 1. Introduction 13
BPM transformation is a journey (Figure 1-9).
Figure 1-9 BPM transformation is a journey
A common theme throughout this book is that BPM has a lot more to do with
people than with technology. As stated recently by a BPM program director after
working more than six years to establish a BPM program, “With [BPM], it’s not
what you do that is so different. It’s how you do it. That is the big difference.
Investment in skills development is equally as important, if not more important,
as the investment in technology. A BPM enablement plan with skills development
activities to help build foundational platform skills in the beginning of our journey
followed by continued investment to establish critical mass of platform skills in
your organization will be the defining measure for the success of your BPM
program. Without the people, there is no program.
1.4.1 BPM enablement through skills development
Improving your business with BPM and transforming your organization requires a
cultural change, and more specifically this transformation requires a
culture of
change
. It is human nature to resist change. The people chosen to lead and
deliver the first BPM projects, if successful, will develop a new perspective of
Journey
Stage
Identify Business
Challenge & Value
Define the
Opportunity
Succeed with an
Initial Project
Accelerate
Business Value
Establish a
Program
Scale Delivery
Capability
Adopt within
LOB/Enterprise
Scale Business
Impact
Training
Solution
Mentoring
Solution
Checkpoints
Discovery
Workshop
Quick
Win
Pilot
Solution
Implementation
Project
COE Design/
Execution
Program
Business
Transformation
Program
On-Demand Consulting Assistance
Proven path to realize fast value, foster BPM
adoption and create transformational impact
Enablers broaden your capability and drive self-sufficiency
14 Scaling BPM Adoption from Project to Program with IBM Business Process Manager
what change means and how important change is to the organization. Your
team will learn to embrace change and begin adapting this new perspective
to your organization.
As your BPM team develops and all roles consistently trace their work to
business value, you will begin to see the effects of a
process-driven culture. This
transformation begins with a collaborative and comprehensive perspective of a
business process and the business value derived from that process. The value
proposition is the conversation starter. It is the premise in the business case
used to justify continued efforts in discovery, planning, implementation, and
continuous improvement activities. It is the way that we measure success and
the impact of change, and it is the basis of your ROI for BPM.
Skills development must be planned
It takes time to change corporate culture, and those who are successful do so
incrementally. A successful BPM program depends on a wide range of skill sets
from all segments of your organization, including process participants, process
owners, analysts, developers, program administrators, architects, and
administrators. Developing these skill sets mandates a formal enablement plan
to include formal training, mentoring, and a mix of on demand assistance and
staff augmentation with IBM professional services that suits the needs of your
BPM projects.
Skills development requires experience
Training and mentoring will get your people started with BPM. Becoming an
expert in any job function requires years of experience and reflection on lessons
learned deploying and
managing different processes within your organization.
Experience starts with one successful project and then grows as you move on to
larger projects, ultimately formalizing a BPM program and managing dozens of
process-focused, value-driven business process applications.
Skills development brings your people together
As your organization transforms and your people adopt BPM they will speak a
common language across the functional boundary that often separates
operational business people from technology people. A similar boundary divides
working class process participants from executives and middle managers. In
BPM, all people accept responsibility for corporate objectives and the business
value that their business processes contribute to corporate objectives.
Note: Success in BPM depends on creating a culture of change.

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