critical success factors in a bpm implementation
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Welcome Doug Reynolds
PresidentAgilityPlus Solutions
SessionTitle:Critical Success Factors in a Critical Success Factors in a
BPM Implementation
Focus of this presentationp
Long Term Success requires– Repository of Processes– Repository of Processes– Competence– Methods– Architecture– Agile Technology
Excellence in Transition– Excellence in Transition– Measurement
April 21-23, 2008 Renaissance Washington, DC
Performance Improvement
Traditional approaches to performance improvement?improvement?– Downsize or cost cutting– Automation/mechanization– Reorganization/Restructuring– Outsourcing– TrainingTraining– Incremental/Continuous Improvement
April 21-23, 2008 Renaissance Washington, DC
BPM is similar to other initiatives
Current Reality
Desired Future
Technology
Project Mngt.
IT SystemProject
ReorganizationP j t
Current R lit
Desired F t
PeopleProject Reality Future
p
April 21-23, 2008 Renaissance Washington, DC
BPM is different than other initiatives
T h l
Process
Current Reality
Desired Future
TechnologyPerformanceImprovementProject People
Project Mngt.
April 21-23, 2008 Renaissance Washington, DC
Successful Initiatives have multiple facetsp
Solutions
Change Management
Project Management
April 21-23, 2008 Renaissance Washington, DC
Successful Solutions have multiple facets
Process
PeopleTechnology
April 21-23, 2008 Renaissance Washington, DC
How do we learn success?
April 21-23, 2008 Renaissance Washington, DC
Projects Failurej
40% of the projects failed to achieve their business case within one year of going live – The Conference Board within one year of going live The Conference Board Survey
51% viewed their implementation as unsuccessful – The Robbins Gioia SurveyRobbins Gioia Survey
Over 61% of the projects that were analyzed were deemed to have failed – The KPMG Canada Survey
31 1% of projects were cancelled before completion 31.1% of projects were cancelled before completion, 52.7% will cost over 189% of original estimates & only 16.2% of software projects are completed on-time and on-budget – The Chaos Reporton budget The Chaos Report
7 out of 10 IT projects “fail” in some respect – OASIG Study
April 21-23, 2008 Renaissance Washington, DC
Industry Experience y p
Why System Development Projects Fail
Technology?Technology?
April 21-23, 2008 Renaissance Washington, DC
The Results…
At least 7 out of 10 failures occur before a design At least 7 out of 10 failures occur before a design or line of code is written
• Project managers don’t understand users’ needs.- Poor Requirements
The project’s scope is ill defined• The project’s scope is ill−defined.• Project changes are managed poorly.
- Poor Management: Planning, tracking and control
** The Chaos Report by The Standish Group Survey
g g, g
April 21-23, 2008 Renaissance Washington, DC
Our Approach for Successful Solutions
Business process analysis drives business requirements Business requirements drive the solution….Solutions have three key aspects
BusinessPeopleSolution
BusinessTechnicalProcess
Solution
Requirements Solution
Process
Solution
But remember that the ‘project’ needs to succeed as well
April 21-23, 2008 Renaissance Washington, DC
The Chaos 10Confidence Level Success FactorsExecutive support 18 User involvement 16 Experienced project manager 14 Clear business objectives 12 Clear business objectives 12 Minimized scope 10Standard software infrastructure 8Fi b i i t 6Firm basic requirements 6Formal methodology 6 Reliable estimates 5Other criteria 5
April 21-23, 2008 Renaissance Washington, DC 13
SEMIOTIC
relating to signs and symptoms (Collins Dictionary)
April 21-23, 2008 Renaissance Washington, DC14
SEMIOTICStability
Exploitationp o tat o
Management & Leadership
What are the signs of a h l h d h l h
Inertia
Ownershiphealthy and a not-so-healthy BPM implementation?
Transparency
Integration
Change Management
April 21-23, 2008 Renaissance Washington, DC15
SEMIOTIC: Stabilityy
“BPM is Down”BPM is Down
Many points of possible failure
Quick and Growing Quick and Growing Dependence
April 21-23, 2008 Renaissance Washington, DC
SEMIOTIC: Exploitationp
Is the secret to acquire the equipment?
... or is it How you use the equipment?!
April 21-23, 2008 Renaissance Washington, DC
SEMIOTIC: Management & Leadership
Vision & Direction that provide clear picture of the future
Executive Sponsorship
Middle Management go through Middle Management go through some of the biggest changes
Still need to manage; Measure what matters and use it
April 21-23, 2008 Renaissance Washington, DC
SEMIOTIC: Inertia
“Things stay Things stay the same unless acted unless acted on by an external external force”
April 21-23, 2008 Renaissance Washington, DC
SEMIOTIC: Ownershipp
BUSINESS
DrivesChallenges,Enables, &Transforms
TECHNOLOGYTransforms
Focus on Benefit rather than Capability
April 21-23, 2008 Renaissance Washington, DC
SEMIOTIC: Transparencyp y
A t As accurate information is
il bl t ll available to all, new opportunities
i b t arise; but many are threatened
April 21-23, 2008 Renaissance Washington, DC
SEMIOTIC: Integrationg
Multiplies the benefitsMultiplies the benefits
Facilitates automation
Standardization Standardization independent of systems
Risk of too much complexity
April 21-23, 2008 Renaissance Washington, DC
SEMIOTIC: Change Managementg g
PROCESS
PEOPLE TECHNOLOGY
April 21-23, 2008 Renaissance Washington, DC
Final Note
“You can’t manage what you can’t measure” yLord Byron
April 21-23, 2008 Renaissance Washington, DC
Thank Thank You!You!Doug ReynoldsPresidentAgilityPlus Solutions
Contact Information:704-248-0920d ld @ ilit l l [email protected]
April 21-23, 2008 Renaissance Washington, DC