Chapter 3. Process discovery 59
The types of processes that might be high risk to success with BPM
adoption are:
򐂰 A single process owner is not identified or not available. For example:
We are having trouble resolving issues by committee.
Decisions are made only to be undone by protest.
򐂰 A process is completely undiscovered. For example:
We knew so little when we started, and now the process is far too complex
to continue. We are stuck.
We did not fully understand the business case before we started.
򐂰 There is no need or desire to make it better. Just automate the process.
For example:
We automated a poor process and now we do more wrong faster.
Where is the business impact? What can we measure to improve?
򐂰 A simple process that is a proof-point for BPM. For example:
We implemented a simple process, but there is limited visibility and no real
business impact. We are not getting noticed.
We proved with BPM that we can measure and reduce the time that it
takes to select an employee of the month, but we have no real ROI to
show for our effort.
3.3.5 Process selection for discovery and analysis
With an inventory of business processes each documented to include the
process owner, experts, description, pain, and risk assessments, we can select
those to proceed with a discovery workshop and begin creating the business
value proposition that will justify continued effort to plan and implement a solution
for the business process. In the beginning of our BPM transformational journey,
we select those business processes that have a high ROI. These are processes
with limited scope and complexity and might also have an obviously high
measurable impact on business operations. We select processes that we know
more about, have more experience with, and have ready access to the process
owner and SMEs to help discover and document the process.
In the beginning, the characteristics of a candidate process might be obvious,
and it is easy to justify continued effort on the business process. As we mature
on our BPM transformational journey, we learn how to better recognize a
business process in our operations (versus a system, an application, or a
single-user task/workflow). As our business process inventory grows, the
selection criteria that we use to differentiate our processes will need more rigor

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