BPM success: deployment preparation is complete! ----- K2

The so-called one-step error, step-by-step error, if the enterprise is following the wrong goal at the beginning of planning bpm, it is necessary to change all posts related to the process, waste time on wrong targets, fail to obtain correct resources, and search for key information, as a result, making mistakes in decision making and technical solutions become furnishings because they cannot be integrated into the enterprise. This will cause troubles for the enterprise.

Generally, the company will formulate an overall process improvement plan. After the plan is prepared, the person in charge of the project to be optimized and the Team will be convened to start optimization from the key projects. However, as part of the solution, the process owner of each team may have opinions on the solution and cannot ensure the success of these projects. At this time, the company had to go back to the origin, unify the opinions of everyone, re-allocate the execution plan and process owner, rewrite the project scheme according to the needs of teams and positions, and then further implement the scheme. Once again, the deployment of BPM has become a project that wastes enterprise funds, wastes team time, has a high failure rate, and has a high risk.

Therefore, in order to avoid these problems and enable bpm to successfully play its value in the enterprise, enterprises need to make a series of preparations before deploying bpm, and grasp the key points of existing "contradictions" in the enterprise, improve the success rate of BPM deployment.

Clarify business needs

Enterprises can obtain a clear business requirement through many channels, but there are three most important aspects: consistent with the company's strategy, focused optimization projects, and a highly responsible decision maker lead project. Keep up with the strategic objectives of the enterprise and adjust the process requirements at any time according to the objectives. while helping the enterprise achieve its strategic objectives, it can also get support from the enterprise in terms of capital, manpower, and material resources. A focused optimization project allows enterprises to smoothly promote a single project from point to line and from line to plane, then we can build process management software that fully covers the Enterprise. Finally, the support of leaders is the main factor for project success or failure. The attitude of decision makers has a significant impact on the project promotion. Therefore, there must be a person with the right to speak in the enterprise, a sense of responsibility, and a high degree of emphasis on projects to ensure the success of the project.

Develop a complete project plan

This project solution must contain several issues: current challenges, customer information, detailed schedules, 2-3 owners of plans and monitoring processes that can be modified, reviews, short-term and long-term planning, cross-department collaboration teams. Only when these problems are solved and clarified can BPM be gradually promoted and enterprises achieve the goal of solving process management problems with bpm.

Clarify the project owner

The problem investigation, setting goals, organizing teams, promoting projects in the middle stage, resource coordination, and system optimization in the later stage should be followed up by the person in charge. In particular, in the operation of the entire project, the person in charge needs to coordinate human, financial, material and other resources, and communicate and negotiate with the heads and employees of each department, to make BPM better integrated into the work of employees, the owner must control the entire project to maximize the value of BPM. Therefore, the importance of the owner role is self-evident.

Of course, to successfully deploy BPM projects in the enterprise and maximize the benefits, the above is only a small part of the problem that the enterprise needs to solve. However, it is a problem that enterprises cannot circumvent and must solve before the project starts. Otherwise, unclear personnel rights and responsibilities, resistance to employees, lack of human, material, and financial resources, large gaps in results and expectations, and "flashy" bpm ", failure to solve the problems that enterprises encountered at the beginning will impede project promotion and weaken project value. The worst thing is that enterprises are likely to face the results of project failure.

For more information about K2 bpm, visit www.k2software.cn.

BPM success: deployment preparation is complete! ----- K2