 |
 |
Hi John DeRoy, One question, then some advice:- 1. Your BPM Office within Sales and Marketing? What is the focus of your group then. 2. Break down the silos - get each 'silo' manager to give you the top 10 things that they want you to investigate and find better working practices for. Then find the top 1-3 things that are most common and go fix them, co-opting members from each silo manage who's now a 'stakeholder' 3. Don't build you team greater than 7-13 people including your self and always turn every activity into a 3-9 month projects with Critical Success Factors. 4. Where possible compliment the core team. Of the BPM Office you may rotate a group of secondees though it. Therefore you may only have a BPM Office librarian, Administrators, a BPM Facilitator per project and the secondees. 5. Always try and keep secondees in their full time time, but ring fence the BPR work. This means they keep 'in-touch' with daily working practices and 'the job' say for 1 -2 days a week and spend 3 days a week doing the BPR work. 6. Get some early wins....say 3 months from start to finish of a project that delivers noticeable results - make your group something people associate with success and everyone want to do their 'tour of duty' through the BPM Office. 7. Get Executive sponsorship. Believe me unless a US VP is not publicly talking up your group and 'owning' your group at VP levels and above you're dead in the water. Let me know if you want any more of my ideas/experience Note, by September 2002 there have been 5004 papers written on BPR since 1993 when it was first classified. Therefore there is a lot of experience out there. You will apply a different approach or methodology depending upon what your problem area is and what you want to do. I would recommend you and your team read "The Re-engineering Handbook" by Manganelli & Klein first. Ignore Hammer and Davenport until your BPR experience has matured after 6-12 months. Then get your team a book by RN Rowe called "A FIRST course in Business Mathematics and Statistics" it only £3.95 but will give them the numerical grounding to be able to solve pretty much any problems they need numbers for. Then read BPR Wizdom by Wisnosky and Feeney. These three books will get your team kick started and save yourselves thousands of £ in consultancy fees - and you'll probably do a better job! But most of all, Have FUN !!!!! Rome wasn't built in a day, you won't change Intel in a day either - but you will, one process step at a time. -----Original Message----- From: Frank Smits (Symphoenix Ltd) [mailto:[log in to unmask]] Sent: 11 October 2002 08:49 To: [log in to unmask] Subject: Re: BPM Program Office Dear all, I can only add to this that we have been working with many organizations in BPR and IT implementation projects (that as we all know quite rightly often go together) and focus mainly on the business change implications of them. The biggest pitfall is to segregate ‘business’ from ‘BPR projects’ or ‘IT programmes’. Often the insights that –somehow- we are all in the same boat is pivotal. We often SAY that but project managers, IT managers and business managers have often quite different objectives that more often than not work AGAINST each other. We see it as our remit to help these groups of people work together. Strangely, that is tough work. Our experience is that the ‘us and them’ mentality causes great grief and massive amounts of ineffectiveness in organizations. Paying attention to what binds us together and develop some ‘rules of the game’ to address them can increase effectiveness of project (and the like) often with more than 30%. Regards, Frank Smits Symphoenix Ltd Tel: +44 (0)1732 450 495 Mobile: +44 (0)7715 423 150 E-mail: <mailto:[log in to unmask]> [log in to unmask] Website: <http://www.symphoenix.net> www.symphoenix.net -----Original Message----- From: ESRC Business Processes Resource Centre [mailto:[log in to unmask]] On Behalf Of Rohit Talwar Sent: 11 October 2002 01:22 To: [log in to unmask] Subject: Re: BPM Program Office Neil I’m not knocking IT or T’s role or IT projects. I’m simply saying that sometimes the BPM team can lose sight of the processes to focus on the technology and the process becomes secondary. Let me give you an example. A client designed a transformed business process requiring a very streamlined set of screens and functionality. They then started to implement SAP to support the process, the process design quickly got lost as people started focusing on the applications and no one was left to actually ensure the process design stayed clean and slick. The result now is that process is more complex – 11 screens to review a customer’s invoice. They’ve also invested in technology to streamline document management and complaint handling in both cases the processes ended up being more complex. This wasn’t IT’s fault – it was the process guys who lost sight of their remit and simply focussed on ‘getting the technology in’. So no offence intended to the IT community – just a warning to the BPM guys about managing their remit. Regards and here’s to many more years of successful systems delivery. Rohit Talwar CEO Fast Future Ventures Ltd [log in to unmask] <mailto:[log in to unmask]> m +44 (0)7973 405 145 t +44 (0)20 7435 3570 f +44 (0)20 7794 3568 <http://www.fastfuture.com/> www.fastfuture.com -----Original Message----- From: ESRC Business Processes Resource Centre [mailto:[log in to unmask]] On Behalf Of Neil K Naidoo (PMP) - CEO Sent: 11 October 2002 00:40 To: [log in to unmask] Subject: Re: BPM Program Office Importance: High Hi Rohit! I have been delivering large projects/programs for the last 17 years. Without sounding biased, I want to say that IT is an enabler of business. If you want to improve your processes you need to see what technology is out there and what benefit it will add to the organisation. regards NEIL K NAIDOO(PMP) CEO-PROJECT INTELLIGENCE PTY LTD TEL-0828946107 ----- Original Message ----- From: "Rohit Talwar" < <mailto:[log in to unmask]> [log in to unmask]> To: < <mailto:[log in to unmask]> [log in to unmask]> Sent: Thursday, October 10, 2002 11:37 PM Subject: Re: BPM Program Office > John > > I've helped establish this kind of function in several organisations - > with different degrees of success. Some of the big risks are that the > process people try to take over all change initiatives, become process > police or get sucked into IS / IT development activity and process ends > up being subsumed by technology. > > These functions tend to work best when they have a fixed timescale in > which to operate and drive process competency and process ownership into > the business. The risk of staying outside the core business is that you > can get bureaucratic, marginalised and ignored. The knowledge in your > repository then ends up lagging the actual processes running in the > business and then gets ignored completely as a result. > > We are currently helping an investment bank and information Services > Company implement these functions - in both cases the challenge is in > keeping the process function lean, and using it to leverage process > thinking into the business. Much of their work lies in bringing about > attitudinal changes and influencing line management to focus on > processes. > > The interesting debate in both organisations is whether process > management falls under the banner of 'run the business' or 'change the > business'. > > Happy to share more detail but didn't want to bore the list. > > Regards > > Rohit Talwar > CEO > Fast Future Ventures Ltd > <mailto:[log in to unmask]> [log in to unmask] > m +44 (0)7973 405 145 > t +44 (0)20 7435 3570 > f +44 (0)20 7794 3568 > <http://www.fastfuture.com> www.fastfuture.com > > > -----Original Message----- > From: ESRC Business Processes Resource Centre > [ <mailto:[log in to unmask]> mailto:[log in to unmask]] On Behalf Of John > DeRoy > Sent: 10 October 2002 01:24 > To: <mailto:[log in to unmask]> [log in to unmask] > Subject: BPM Program Office > > I am evaluating the pros and cons of establishing a Business Process > Management Program Office for the Sales & Marketing Group within Intel. > The purpose of such an office would be to evangelize and impart best BPM > practices throughout the greater organization, facilitate and coordinate > BPM initiatives, and own the repository for all business process flows > and > related knowledge management tools and content. > > Has anyone established such an Office within their own company? Have > you > used an alternative approach to imparting formal BPM discipline within > large, silo'd organizations? Would you be willing to share your key > learnings? > > Thank you! > > John DeRoy > Senior Business Process Development Analyst > Intel Americas, Inc./Sales & Marketing Group > 12100 Wilshire Blvd., Suite 1800 > Los Angeles, CA 90025 > USA > Direct: (310) 481-7614 > Cell: (310) 779-2481 > Fax: (310) 481-5558 CONFIDENTIALITY NOTICE This message and any included attachments are from Cerner Corporation and are intended only for the addressee. The information contained in this message is confidential and may constitute inside or non-public information under international, federal, or state securities laws. Unauthorized forwarding, printing, copying, distribution, or use of such information is strictly prohibited and may be unlawful. If you are not the addressee, please promptly delete this message and notify the sender of the delivery error by e-mail or you may call Cerner's corporate offices in Kansas City, Missouri, U.S.A at (+1) (816)221-1024. ---------------------------------------- --