Franclim Bento is Chief Architect for BPM and ECM at Banco Espírito Santo, headquartered in Portugal with a presence in 25 countries. In this podcast he discusses business process management (BPM) transformation with Ali Arsanjani, IBM Distinguished Engineer and CTO, BPM Practice, IBM Global Business Services. Ali is co-author of the whitepaper 'Recommended Practices for business transformation using Smarter Process'.
Key points discussed include what are the necessary steps to ensuring adoption of a BPM solution, when should you involve IT and business users, the creation of a Center of Excellence and defining metrics to monitor a BPM deployment.
Franclim outlines the journey Banco Espírito Santo has embarked on to improve business efficiency through business process management. That journey started with planning in 1999 with the first deployment using workflow tools going live in 2001. Skip forward to 2005 and there were four processes defined in WebSphere MQ, and by 2006 these were automated. At this time it was decided to review the process approach and provide guidelines to the organization to handle more extensive scaling.
By 2008, this issue had been delegated to a Center of Excellence made up of sponsors, business owners, IT and business analysts. As a result, Banco Espírito Santo now has over 900 processes supported by the BPM solution, with these processes being fully deployed across the business.
Ali suggests this closely follows the model that he has seen adopted across numerous implementation. For bottom-up adoption, quick-win pilots aimed at producing tangible results can be successful at proving the business value of BPM. A top-down approach typically involves C-suite sponsors and the creation of a governance model and the development of a BPM Factory that looks enterprise-wide and positions each project on a scalable track. Ali points out that the business really needs to take ownership and feel invested in the solution. For instance, look at the reliance in finance departments on Excel spreadsheets: applications which require little involvement from IT departments.
Both Ali and Franclim concur that the involvement of business users and IT in a project is based on the complexity of the processes involved, with more complex processes requiring more input from IT.
In terms of offering a golden rule, Ali suggests that you need to define the business goals and outcomes that you expect and map out a suitable measurement framework. Ali also points out the critical need for collaboration between IT and business. Franclim points to the need to have a shared vision, ensuring that you have buy-in from business users, even at the product consideration phase.