The Right Team for Your BPM Rollout, Part 1

In my BPM career, I’ve encountered a broad cross section of approaches when it comes to staffing an initial BPM implementation. I have found that some approaches function better than others, and that there are some clear mistakes to avoid.

One of the key points to recognize is that not all BPM projects are created equal. It is critical that you recognize whether or not your BPM project is a ‘point project’ or a ‘transformational initiative.’ If you start with a project approach and the first BPM projects are successful, it is highly likely that you will have a transformational initiative on your hands. Good news.

Let’s define those terms. A transformational BPM project unites all parts of the business and IT in a shared commitment to change or improve the way a company operates.

A point project is a specific BPM initiative with a defined end point and ROI associated. In a point project, you may or may not involve all parts of IT and business. The point project is less broad in terms of people’s involvement and in the benefits that it provides.

Most of the work I’ve encountered in BPM involve folks who are using point projects as test cases for transformational initiatives. It is a risk-averse way to validate a new technology and approach for improving the business. Some folks go so far as to keep their project secret (flying under the radar), so as to avert much of the hype that surrounds the BPM acronym.

In either case, it is important to recognize that ‘how you staff’ these initiatives will affect your success. To have some fun with the exercise, I’ve branded some of the personalities we may encounter, and you know who you are:

The Bench Player:

When purchasing new technology, companies may staff the projects with yet unassigned/available folks. In many cases, there are reasons for the ease of availability of certain staff members, and it is important to recognize this reality. When deploying a new technology, it is often wise to identify key performers in the organization, as their talent and ability will be the best chance for a new technology to succeed. Quality will surely be affected if your BPM project is the one that clears the bench.

The Corner Case Master:

There is always an individual for whom the glass is half empty. While paranoia is a good trait for a risk manager on the team, it is critical to consider the business value of every corner case that someone may raise in defining a ‘to be state’ for a process. If an exception case happens but three times per year, why did a room of five people just spend the past two hours discussing it. It is likely that an individual who obsesses about every exception will cost the team significant productivity in requirements discussions and rollout. The best approach is to assign a value metric to supporting each exception in a business process and to establish guidelines about whether non-valuable exceptions will be discussed.

The Overwhelmed IT Manager:

In most organizations today, IT is constrained. There are finite resources to fulfill a roadmap full of efficiency initiatives. In some organizations, there is sufficient discussion, analysis, and approvals that need to be navigated in order to get your project on the IT roadmap. It is absolutely critical to any project to help IT understand how your initiative will benefit both the business and IT, and maneuver the dynamics of your IT landscape. Some organizations have more challenging dynamics than others, but it is critical to include IT resource planning and requirements into your roadmap.

The Overwhelmed Business Manager:

Similar to the previous example, it is often the case that business resources in an organization have limited availability. In most cases, improvement initiatives are in flight because the business is already overwhelmed with growth or productivity issues. Similarly to the IT example, it is critical to identify and get the involvement of your business champions early. They will become energized and yield more time to the project as they see your BPM team drive results.

It is important to reiterate that Project-focused BPM implementations are contagious and crucial to the broader adoption across an organization. Yet they face the greatest challenge in securing the proper staffing. You’re probably not going to have the A-team on your roster unless you make a conscious effort to do so.

My experience has shown me that you don’t want the disinterested, the overwhelmed or transitional employee, or even the second cousins for whom management is looking to find a home.

Ed.: Now that we’ve set the parameters of staffing a BPM project and identifying the personalities likely to be involved, next week Rainer will discuss tips on how to pick the right players for your team

Questions or comments? Leave us a comment below!