Business Process Management
A growing number of organisations are realising the benefits of taking a process-orientated approach as a form of total quality management and continuous improvement.
In the past, total process oversight was an incredibly manual job, but new technology has enabled a more efficient method of process management.
Proservartner’s hands-on team can help you identify the right tools to uncover process steps and performance metrics. We will work closely alongside you to create the right KPIs and establish best practice to leverage the data available. We will then look at areas for process improvement through automation, restructuring or redesigning.
What Tools Can I Use?
In the past, all Process Mapping was done manually, filed away and often left to go out of date. The lack of a live repository meant that most organisations have only recently begun to see the benefits of taking a process-led review of their entire infrastructure. There are a number of tools that can help facilitate both the mapping and improving of processes.
While BPM tools can help you find and diagnose problems, they cannot solve them. Retrieving process performance information, identifying bottlenecks and potential opportunities for cost savings or other improvements, then applying those enhancements in the design of the process, requires effective stakeholder and change management.
BPM should never be a one-off exercise or something reviewed annually. The cornerstone of effective BPM is the continuing monitoring of performance of processes to identify successes and problems. Functional monitoring as part of BPM involves taking a specific business application and reviewing how it is performing its role within a specific process or part of the business.Technical business process monitoring has a slightly different definition, in that it is primarily responsible for analysing the performance of specific systems, software, or equipment. Process monitoring is a more comprehensive type of BPM, as it encompasses the whole spectrum of activities and workflows that exist in a business.
After understanding a process at a high level of detail and identifying the changes opportunities plus the improvements needed, it is time to apply the process in a new way. It is a delicate part of the work involved in business process optimisation.
It is crucial, for the purpose of the process as well as for the purpose of the business process optimisation, that everybody embraces the new process and implements the changes.
Doing this will allow us to check for results, gather data and see if the improvements were real or not. It can sometimes be the case that the process does not end how we expected, that staff do not get used to it or the implementation was not done correctly. This would make it necessary to start the project all over again.
This global real estate organisation initiated a project to consolidate parts of the UK Finance function into a single UK site and to offshore other parts to a new team being recruited in India as part of their global shared services. As well as these relocations, a new workflow management tool was being implemented to support one of the finance processes.
Our aim was to ensure everyone within the division had the information and support they needed to smoothly transition to the new ways of working.
When we joined this consolidation and offshoring project, it was clear that focusing our attention on support and involving the people affected by the change would make a huge difference to the end result, as well as the journey to get there.
We established a well-structured stakeholder management process then quickly made the leadership team more visible. We gave key individuals the tools and support needed to provide consistent messaging across the organisation and spend time engaging with their teams face-to-face.
In a short time, audiences felt better informed about the project and more engaged in the changes. This had a significant effect on the success of the implementation. The feedback from the project team was that our input to change and communications made the difference and ensured that the go-live date was met.