The need constantly to motivate for the adoption of business performance management (BPM) solutions has abated in the last five years, as word of mouth spreads that BPM delivers on its promises.
Having a great product and no way to tell the world about it is like winking at a gorgeous blonde in the dark.
Adrian van der Merwe is MD of 8th Man Consulting.
So, the issue with BPM has switched from a focus on justifying its acquisition to one of ensuring that it works.
As more companies adopt it, so skills levels will be put under pressure, and new consultants and implementation partners not yet au fait with the difficulties and intricacies of BPM implementation will bump their heads in the same way that BPM pioneers were doing a decade ago.
So, in the spirit of growing the size of the BPM pie, herewith 10 observed tips for enhancing the chances of BPM success. Some of them are generic to IT projects, others are very specific to BPM. In this Industry Insight, I will look at the first five. In the next instalment, I will look at the steps from six to 10 to ensure BPM success:
1 Ensure an executive sponsor is on board. Such a sponsor will help to overcome internal barriers and difficulties. A sponsor is always the key to success of any new corporate initiative, as this person (ideally represented on the board) can have a direct bearing on the success or failure of any project. This sponsor must be directly interested in the issue being addressed. So, for instance, the BPM project should have the unconditional support, buy-in and ongoing commitment of the CFO. If not, the project will fail.
2 Requirements definition. Prepare well before implementing, and the company is likely to have a successful project. The converse also applies. And key here is defining what the business needs. Define requirements internally before engaging a consulting partner and ahead of project kick-off. The ability to meet the requirements of business on time, within budget and according to specifications is closely linked to precise up-front requirements definition. In this regard, it is always helpful to enlist the services of a specialist to ensure the right questions are asked, as rework of any process is costly.
3 Deliver the project in phases. It has often been said that the best way to eat an elephant is a bite at a time. Similarly, BPM is best implemented a phase at a time. Deliver one phase, show short-term value, and let internal word of mouth drive broader acceptance and takeup. It is a time-honoured approach, based on the concept of the virtuous feedback cycle, where one success drives word of mouth, which leads to increased demand for services. This cycle becomes self-sustaining for a period of time if delivery is maintained. Each phase should also be viewed as an opportunity to deliver enduring value, on its own, but within a grander scheme of things. In other words, start small, but aim high.
4 Assume ownership. The organisation owns and will always own the data, the supporting applications and the processes, and must take control as soon as possible, and not relinquish it, even if it outsources aspects of its deployment and management. Control should commence at the analysis and design sessions, and continue for the duration of the project. It might be tempting for an organisation to depend on external consultants for project success, but rapid and sustained skills transfer must take place while the project is in its infancy, to completion.
5 Keep the lines of communication open. It has often been said that having a great product and no way to tell the world about it is like winking at a gorgeous blonde in the dark. A company needs to create an internal capability to tell those in its universe about the successes the company is achieving. Not only that, it needs to be able to communicate to the broader community: as noted, success breeds success in a virtuous cycle.
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