Tips to win buy-in for your BPM project
Delaney Turner 270003RQ8K Delaney.Turner@ca.ibm.com |
0 Comments | 2,462 Visits
In my last session at IBM Impact, Sean Perry of Financial Services company CUNA Mutual Group in a session entitled The Art of Assessment: Techniques for Gaining Lasting Business Buy-in Before Starting a BPM Project.
In the first three years of BPM experience with CUNA Mutual Group, his staff of precisely 2.2 individuals have implemented an impressive 14 projects spanning some 35 business processes. Over that time the projects have resulted in a bevvy of substantial business benefits.
For example: between 2012 and 2013, Perry's team saved 20,000 FTE hours (thus reducing call volume complaints and rework) and cut 30 days out of the cycle time across four distinct business domains. In 2014, Perry is projecting $500K in savings from reduced effort, $2.2M additional revenue and BPM projects operating across three more domains.
Results like these don't come without the buy-in and input of many stakeholder groups. Further, they inevitably educate their participants in a better way to do things, which Perry was happy to share.
BPM projects are not immune to the challenges common to most large-scale software implementations. Perry outlined the most common ones in the familiar phases: before, during and after.
Perry's team had seen these issues play out at CUNA in two separate projects:
The first was utility. After months of ramp-up time and loads of rework, the process owners still couldn't identify the rationale for the project. "If the biggest benefit of the project is that people are using it, then that's not enough," said Perry. "All you've done is add software."
The second was the search for perfection. Now three years in development, another project has suffered from inconsistent support. The result? "An endless cycle of wait...rush...crisis...refine...wait."
Happily, Perry's team was able to overcome these issues in subsequent projects to arrive at a mature, repeatable and immensely valuable framework.
It starts with a simple Assessment: a time-boxed research of the business process that identifies the business improvements and generates relatively confident estimates of benefits and cost/efforts to realize them. To wit:
From Assessment to Approach
Perry then outlined the three key factors to a successful BPM approach: Engagement, Accountability, Goal-driven Metrics. Thus:
Engagement (i.e. We want to do this): All stakeholders should feel a compelling reason to be involved; benefits should drive them towards greater involvement. Attributes include:
Accountability (We must do this): All stakeholders must be held accountable for success; the project isn't successful if the business doesn't gain. Atttributes include
Goal-driven Metrics (We did this!): All benefits must be quantified. "That's the beauty of BPM," said Perry. "It enables the capture and analysis of true metrics." Keep in mind: