The Right Team for Your BPM Rollout, Part 2

Ed.: In a previous post about staffing your BPM rollout, Rainer discussed the difference between “point project” and a ‘transformational initiative”; and the need to staff either approach effectively.

Remember that 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. And that 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 disruptive, but also very contained in the benefits that it provides.

But regardless of the approach, you have to be careful to avoid personalities that can sink your BPM cruise before it even leaves the harbor. Personalities like the Bench Player, the Corner Case Master, The Overwhelmed IT Manager or the Overwhelmed Business Manager. (All discussed in my last post.)

Below are techniques that I’ve found useful in building a strong BPM team.

Tips for consideration are as follows:

• Balance the Team - Make sure you have a good balance of representatives from IT, the business segment served and communications. My first and probably my best BPM project involved an Austin-based PC manufacturer, which loaded their IT team with a project manager, technical lead/architect and development staff. On the business/customer side we had an executive sponsor, a program lead or manager and a series of subject matter experts. They had their day jobs, but they were committed to the project which we completed in three months. The project was very successful and it drove about $15 million in cost out of the business annually.

• Recruit with Authority – Take charge at the beginning and throughout the project. If you think someone isn’t fully invested in the successful outcome, cut them from the team. Politically, it’s tough. But it’s easier to fight this battle than to defend an unsuccessful outcome.

• Simplify – Clear the calendars – Make sure that the regular workloads are reduced for people assigned to your BPM project. The goal would be to have your team dedicated full-time. This should be a line item in your plan.

• Reward – Budget for financial incentives at certain points in the implementation and at the end. Make the financial goals meaningful and in-line with the business case.

• Communicate – Remember to communicate the success not only of the project, but of the members along the way. Leverage the first playback session to connect results to people. Create a groundswell of interest in your initiative.

An organization’s first BPM project is like an elimination tournament. You only get one shot. Lose and you’re back to the old waterfall methodology. You can be the Cinderella story of BPM case studies. It all depends on who you have on your team. Recruit wisely.