How to make Business Process

Management (BPM) work in practice

Prepared for the 3rd SA CIO Summit byDr. Ilia Bider, Director R&D IbisSoft

BPM today

• Prerequisites exist– Advanced computer technology– High level of availability for businesses as well as

for private use– An extensive theoretical research in the BPM field– A number of BPM support systems on the market

• Limited penetration into operational practice: the breakthrough not yet achieved

What keeps the breakthrough off?

• We have not changed our working habits

• We do not fully utilize the possibilities computers offer us

• We achieve efficiency in specific functions but not in dealing with the overall processes

• We solve some old problems but create new ones instead

Example

A mess is a mess

What is needed – new information logistics

Robots would be ineffective without a conveyor belt

Humans are not robots!

Start with the goal:Lean and efficient administration

From: http://extra.ivf.se/lean/

What is the solution? Multi-case/desk/worker environment

New information logistics – interplay of Just-in-Time principles (JiT)

• JiT-information: Do not move information around – move the user to it

• JiT- human resources:Assign resources on the fly

• JiT- knowledge:Provide the user with the relevant knowledge when he/she needs it

What we need to implement new information logistics

• A theory that explains and formalizes the JiT-principles “There is nothing so practical as good theory”

• A business process support systemTo enable the implementation of JiT-principles

• Organizational changeTo ensure a comprehensive use of the system

Where to look for the right kind

of theory? Where it already works – in the domain of physical processes control

Can we apply the theory of physical processes control to business processes?

?

The answer is: yes!

Business processes support – when we have a good theory

Building a BPS system is a matter of programming techniques and we do not lack them

• learn how to use your BPS systemin your operational environment

• get rid of old habits“Old habits die hard”

• acquire the new onesby using your new system in all situations

To achieve it you have to:

Organizational change is more difficult

Not only a BPS system should be aligned to processes but people as well

Synchronization

Business - BPS

WHY WHEN HOW Motivation

System use

CultureExperience of previous introduction

s

Communicate needs

Communicate vision

Plan for early

benefits

Link benefits to system introduction

Gradually increase

scope

Structures for training/help-desk/support

Reward system

Synchronize

Constantly adjust

goalsTraining

Project plan

Projectorganisation

Tools

Parameters

Actions

Introducing BPS into operational practice: a Why-When-How model

Introduction of BPM in operational practice

There are multiple choices - the decision is yours! Level ofautomation

Level of organizational change

Optimum =JiT-principles

Common way

Optimal wayRealistic way

Consultancy

focused on introduction of BP into the operational practice

+ Research laboratory backed by various governmental agencies

IbisSoft-experience

What is this all based on?

Thank you for your attention!

Dr. Ilia Bider, IbisSoftwww.ibissoft.com/English

Email: ilia@ibissoft.se