1: Optimize then Implement or Implement then Optimize?


Here are 10 top tips for making a BPMS project successful.

“How hard can it be? We’re just exchanging one way of doing things for another!” Well, it turns out, that implementing BPMS systems can be the most challenging change any organization can undertake. It seems that we humans have a hard time with change when it affects us but are all for it when it affects someone else. When implementing BPMS, human change management should be the first design decision. Here are 10 tips for a successful BPMS implementation.

  1. Optimize and implement (O>I) or implement and optimize (I>O). The debate rages over whether it is better to spend the time to do process re-engineering before implementing a BPMS or is it best to implement the current way of working and optimize later? The danger of the O>I is analysis paralysis: weeks and months of redesign and endless committees debating the finer points of the new process. Team members may feel disenfranchised and will certainly be worried about their job being eliminated. But IàO often means automating a bad process and continuing to do the wrong thing, or the inefficient thing, but now in an automated manner. On balance I>O works best for human change. When employees can see their existing process mapped to the automation the learning curve is much shallower. It is infinitely easier to optimize an automated process. The ideal approach is to ask the process users to point out the obvious inefficiencies in the process, the ones they would like to see optimized, and incorporate those into the initial design.
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About Kevin

In the past year Kevin has spoken at 20 conferences and seminars on a range of leading IT topics, including methodologies, business analysis, quality assurance techniques, governance, open source issues, tool interoperability, from the mainframe to distributed platforms to the web and mobile and embedded systems. He is a much sought after speaker, recognized around the world for his provocative and entertaining style. Kevin is a 30 year industry veteran, holder of three technology patents and today is VP and Chief Evangelist at leading Application Development vendor Serena Software. He started his career as a software developer and rose to lead the engineering team as VP of R&D at Serena Software, a role he held for 8 years. In the past five years he has been crossing the globe and has met with over 4,000 people. At Serena he works closely with industry analysts, the press, customers, partners and employees to exchange ideas about industry direction and business issues. Today he is leading the Value Engineering initiative at Serena bringing measurable benefits to their customers. He was born and educated in the UK and lives on a boat on the San Francisco Bay and works in Redwood City California.
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