Key BPM Implementation

The international economic situation forces companies to become more competitive and efficient than ever. To automate and manage business and administration processes efficiently, directly affects the health of the companies. Business Process Management projects, like any other technology implementation projects, have a number of factors that determine its success or failure. However, BPM projects have their own peculiarities.

Here are some keys to its success, strategic and tactical level keys to achieve the desired results in implementation of BPM projects:

At the strategic level:

1. Leadership from management and intern conviction about the need of improvement for the processes to automate. It should establish a culture on the benefits of BPM projects and how to improve the working people.
2. Creation and establishment of a culture of improvement and total quality, defining the concepts, philosophy, methodology, etc. related with a project of implementation of business process management.
3. Recognition of persons responsible for the processes and they actual performance. This also should involve the middle and senior manegement. 

At the tactical level:

1. Implementation and existence of standard tools that can be integrated with the existing systems, protecting the investment in technology.
2. Follow a methodology based on continuous improvement, with project leader.
3. Inform and educate all the involved in the project in BPM, processes and tools selected for implementation.
4. Feedback about the processes improvement as the project progresses. To do this, can be very useful the graphics tools and real-time monitoring of activities.

Nowadays it is essential that companies adopt a continuous-improvement methodology that will support a sustainable and profitable business model. This is particularly important in the changing, competitive environment firms now find themselves faced with.

For this methodology to be effective, the company's processes need to be seen as a lever for analyzing and optimizing the way the firm works. The simple fact of modeling and analyzing processes (inputs, outputs, participants, activities, information flows, etc.) makes it possible to identify points where improvements can be made (bottlenecks, downtime, unequal distribution of work, etc.).

Moreover, when processes are well understood it is easier to determine who will be affected by the changes associated with improvements, which in turn makes it easier to introduce and communicate such changes. In other words, we are talking about using processes as the basis for knowledge and change management.

Polymita recommends the following key points for continuous improvement in the life-cycle of processes be taken into account before initiating any project that involves process automation and management.

1. Organize an interdisciplinary team of key people in the company. Bring together business users and technical users.
    
2. Analyze and model correctly by performing simulations and making estimates using a tool that is integrated with your process execution engine or allows results to be exported.
    
3. Import the model to the execution engine; performance of tests and measurements, detection and correction; integration with systems and execution; documentation.
    
4. Monitoring and auditing processes; analysis of the information generated with working groups.
    
5. Adapting the original models to the results obtained.
    

Applying these five principles while effectively managing knowledge and change will ensure success when it comes to managing the life-cycle of processes.