Articles and Case Studies

Past Articles and Case Studies

BPM or Requirements Analysis - Where to Start?

This presentation, given at the Toronto BPM Chapter meeting, explores the value of BPM, the challenges in getting started and provides some tools for analyzing potential benefits. It also identifies the differences between the role of a Process Analysts and a Business Requirements Analyst.

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The Why, Who, What and When of training your analysts and BPM stakeholders

Training is an important building block for BPM and systems initiatives yet with all of the choices available; selecting the right training at the right time and for the right people can be a daunting task. Making the wrong choices not only wastes training dollars but produces delays or sub-optimal results. This article will help you select the best choices for your training dollars.

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Process Performance Measures: Going Beyond Cost and Time Savings

BPM experts and knowledgeable managers will agree that BPM (business process management) initiatives must be aligned with corporate strategy and objectives. The challenge is developing performance measures for the softer, less tangible aspects of corporate objectives such as improved service or quality.

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Finding the Tipping Point
for Business Process Management

The most frequent question we hear is "How do I get Buy-in for BPM?" Malcolm Gladwell, in his book "The Tipping Point", explores 4 concepts for achieving the magic moment when an idea or trend starts to spread. Those concepts "The Messenger, the Context, the Stickiness of the message, and a Focused Effort" can readily be applied to Selling BPM.

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Silver Bullet or Service Failure

Technology is often viewed as the Silver Bullet that will solve all of an organization's woe but the successes are few. Will the BPM Suites suffer the same fate?

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A Bank's SCO

This Customer Service story is used to highlight the key pitfalls organizations are faced with when implementing new services and process changes.

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Writing a Winning Business Case for Training

Companies typically do not have methods and processes in place to measure the value of training which can make creating the business case a challenge. All business cases, even those for training, should identify the problem to be solved, the proposed solution and any alternatives, the expected results, how those results will be measured, the cost, and the expected economic benefit (ROI).

Each company's problems are unique but the following information will help you identify the types of data you can use, processes for validating results, how to link the results with the performance objectives, and provide some suggestions on how to use this data to determine an ROI for your training business case.

Key Types of Data:

  1. Participant satisfaction: After completion of most formal training, participants are asked to complete a general feedback form as to their satisfaction with the trainer, training materials, and the facilities. The questionnaire may also include questions relating to how the participant anticipates using the knowledge or skills on the job.
  2. Learning outcome: The second type of data is the measurement of what has been learned. Has the participant acquired the desired knowledge, skills, and techniques?
  3. On the job applications and effectiveness: This data focuses on the specific job applications that can be identified and measured. i.e. How often has the business analyst facilitated requirements gathering sessions? What is the quality of documentation and what degree of rework was required?
  4. Expected and actual impact on the business: When the knowledge or skills are applied, what changes or improvements in the business are expected?
  5. Intangible results: Some results are difficult to apply a monetary value to or may be influenced by other factors. Intangible results are often associated with BPM projects and various types of systems initiatives.

The various types of data provide different economic value to the company. Participant satisfaction is often used since it is easy to measure and provides an early indicator of potential success or failure of the training but offers little value to the business case.

Evaluating the learning outcome provides an indication of how well participants have learned the information or new skills. Learning outcomes typically aren't measured since it is difficult to do so but for certain business cases they are a crucial piece of information. If the least expensive training option is to provide employees with a book or on-line tutorial and the most expensive option is a workshop or live training, why should management approve the more expensive option?

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