Tag: BPM

Introduction to the 4 Pillars of Digital Transformation

Written by Frank Quintana on November 15, 2023. Posted in Articles.

In the wake of World War I, French Premier Georges Clemenceau advised the French people that “War is too important to be left to the generals”. Paraphrasing his words I would say that “Digital Transformation is too important to be left to the marketing and sales departments”- Why? Because they are infatuated with the client and it is right because it is their main objective and priorities.

While the customer is very important, I will say paramount, I believe the causes of so many pitfalls and failures in the implementation of DT (Digital Transformation) are the obsession of marketing and salespeople on the customer the hyper concentration in the customers disregarding what I believe are the foundation of DT: The Four Pillars of Digital Transformation.

Even before any consideration of the digital part (Software and Hardware) of the DT equation we need to take care of what I call the 4 pillars of Digital Transformation.

Culture
Process and Policies
Data
Security

They exist in a hierarchical cycle so while some overlapping is possible, the same that when you wear your shoes, you first need to put your socks on. In the four pillars, Culture comes first, then Processes, Data and Security.

Following the diagram of The Four Pillars of Digital Transformation:

For marketing and sales, a customer is an external agent, a person that buys the company’s goods (products and services) for the DT practitioner. The concepts should be broader, instead of customer we should think about USERS.

Please, do not read me wrong. The Sales and Marketing people are paramount for the success of your DT but are not the only ones, in my humble opinion. DT is a matter of life and death for your company and if the CEO and all the C-Level are not deeply involved in the DT projects the probability of success is null, zero, nada.

I am using data as a general term because what we call data is often confused with Information and Knowledge, other two important blocks of the ILC, as I explained in my article “Do we know what are Data, Information and Knowledge?” on this website.

In my other model, “The Intelligence Life Cycle” which I used to discover the AI limitations, I explained what Data, Information and Knowledge really are and created a model of the intelligence Life Cycle based on 4 axioms or postulates in the style of the ancient Greek mathematician Euclid’s. I am going to present the ILC and the Limitations of AI at the PMBA Conference in Orlando next year.

Data is not the New Oil as the hyper propaganda instigated by the media and some data scientists in search of fame, support and money claim, and as you can see from the above diagram, occupied a 3rd position in importance.

You can get more details by watching my 4 Pillars of the Digital Transformation at the Virtual BA and PM conference in Dec this year.

Building a Business Analysis Center of Excellence: A Blueprint for Success

Written by Abhi Puri on September 21, 2023. Posted in Articles.

A Business Analysis Center of Excellence (BACoE) is a dynamic and strategic organizational asset that can significantly enhance the effectiveness and efficiency of business analysis processes. Often referred to as a Competency Development Center, a BACoE serves as a hub for collaboration, best practice management, and competency development in a specific functional area. This article explores the key elements of establishing a BACoE and its pivotal role in increasing business success.

Defining a Business Analysis Center of Excellence

A BACoE is more than just a department; it’s an organization that promotes collaboration, manages best practices, and elevates the competency level within a specific domain. Whether established as a virtual entity integrated into the broader organizational structure or a distinct group with a dedicated budget and authority, a BACoE can be staffed with either full-time or part-time members.

Creating a BACoE signifies an organization’s move toward higher organizational maturity, and as maturity increases, the risk of project failures tends to decrease.

Responsibilities of the BACoE

One of the primary responsibilities of a BACoE is to ensure consistent quality in business analysis artifacts throughout the organization. Variations in the quality and format of these artifacts can lead to project risks. The BACoE takes the lead in standardizing the expected quality, format, and presentation of artifacts, initially through training and artifact templates. Additionally, it promotes the use of standardized tools among business analysts and provides support for projects to maintain consistent professionalism.

Functions of a Business Analysis Center of Excellence

A well-established BACoE should provide support and oversight in several critical areas:

Tactical Project Assistance: The BACoE offers assistance to projects through project coaches, mentors, and staff. This includes planning business analysis activities at the project’s initiation phase, ensuring appropriate resources and approaches are in place, and providing resources as needed.

Methodology: The BACoE defines standard approaches for business analysis planning, monitoring, and execution. A methodology aligned with industry best practices, such as the IIBA®’s Business Analysis Body of Knowledge® (BABOK®), serves as a foundation for training and practice within the organization.

Best Practices: The BACoE curates a collection of company and industry-best practices for business analysis and artifact creation. This includes standards for use cases, data models, process models, and other documentation types.

Learning and Professional Development: It manages a competency model, training curricula, certifications, assessments, and practices for knowledge sharing. This includes the maintenance of knowledge repositories, discussion forums, and collaborative tools like “wikis.”

Tool Standards: The BACoE provides guidance on tools essential for preparing high-quality, standardized business analysis artifacts, including requirements management and visual modeling tools. It also maintains a repository of templates and guides for artifact preparation.

Forming a Business Analysis Center of Excellence

The establishment of a BACoE involves a series of steps:

Assessment of Current State: Evaluate the organization’s current business analysis maturity by assessing the skills of business analysts and gathering feedback from project managers.

Determination of Desired Future State: Define the level of maturity needed to support projects effectively.

Analysis of Gaps: Identify gaps between the current and desired states.

Specification of Desired Level of Maturity: Clearly outline the competency model and practices required to bridge the gaps.

Development of Competency Model: Create a competency model that aligns with the organization’s needs and industry best practices.

Dissemination of Improvements: Implement strategies to disseminate competency improvements through training, mentoring, and internal resources.

Maintenance and Continuous Enhancement: Regularly assess and enhance competencies through retrospectives, surveys, and ongoing training.

Best of BATimes: 5 Characteristics of Effective Business Analysts

Written by Giorgos Sioutzos on September 6, 2023. Posted in Articles.

“Business Analyst” is not just a title. Is not a job. It is a mindset, a concept and a structured process executed by people in different positions inside an organization. It’s more like, an approach of making the things happen from the realization of business need towards the final implementation.

It’s easy to call yourself business analyst but difficult to be a good and effective business analyst. The field can be great fun, and very rewarding, but you need to be prepared. People who take on business analysis roles typically believe they need three things: skills and experience, a bit of marketing, and an interest in working in a variety of environments. However successful business analysts know they need much more than a technical expertise and specific skills. They need a mindset and a specific attitude in order to serve with the best possible and feasibly way their clients business needs.

What is expected from business analysts can vary widely. And what they actually need you to do can be completely different from what they expect. Business analysis is an exciting, dynamic form of work. You can have a positive impact on your clients and be well paid for your effort. But you have to be appropriately equipped.

To be an effective and successful business analysis you need to continuously develop some specific characteristics.

The first is technical depth. It’s critical that you have the technical background to satisfy your clients’ needs. This means you have experience in a variety of environments. The more breadth of experience you have in your technical area, the easier it will be to apply your skill as a business analyst.

Second, effective business analysts need to understand quickly and accurately what’s happening in their client’s environment. Your power of observation needs to be well tuned. Being able to listen carefully and patiently, observe the behavior of your clients, and make sense of what is happening is very important.

Third, effective business analyst care about the welfare of their client’s business and the clients themselves. You need to be able to put yourself in your client’s shoes and appreciate the difficulties they may be facing or have faced. While what you do may seem routine to you, it probably isn’t routine for your client. You need to appreciate that fact and behave accordingly.

Another important characteristic is emotional intelligence. Often clients will engage you because they’ve had substantial difficulties. They may have a skill shortage, or they may not be sure how to manage what you’ve been asked to deliver. All these conditions create stress. On top of that, you’ll be striving to learn as much as you can as quickly as you can, so you’ll be under stress as well. Dealing with all that requires personal emotional maturity and the ability to assess and deal with the emotional state of your client.

Also, you have to develop the observation and effective listening as a personal characteristic, make recommendations based on sound business judgment, and be patient. As trust builds, the direction your client provides will likely become more reasonable. Work out your contract. Understand your client’s needs and desires, and establish a good relationship with your contract manager, and you could put on your superhero costume to celebrate your success. Observation helps towards a really robust problem definition statement. So as you look at your problem-solving, and you’re getting ready to start pursuing that initial set of ideas, you need to go through that prioritization and pick the highest value one that’s going to have the biggest impact on your overall solution.

Business analysis is performed on a variety of initiatives within an enterprise. Initiatives may be strategic, tactical, or operational. Business analysis may be performed within the boundaries of a project or throughout enterprise evolution and continuous improvement. No matter their job title or organizational role business analysts are responsible for discovering, synthesizing, and analyzing information in order the best solutions to be derived and the clients’ needs to be accommodated in the best possible way.

Published on: Dec 2, 2021

Best of BATimes: How to Facilitate Successful Process Mapping Sessions

Written by Chelsea Gaillard on August 23, 2023. Posted in Articles.

Process mapping is often the first step in business process improvement. It is a necessary activity that provides a baseline from which improvements can be measured and is the key to identifying and localizing opportunities for improvement. Therefore, it is important that facilitators capture the right information to help steer process improvement initiatives in the right direction.

To have successful mapping sessions, facilitators must possess the ability to lead (steer the direction of meetings), manage people (deal with conflicts and diversions), and persuade participants to open up and share the knowledge they possess.

This can be challenging when dealing with large groups and complicated processes. To help to ensure that you have a successful process mapping session, follow the guidelines outlined below.

Be Aware of Scope Creep

Off-topic or side conversations can lead to the kind of scope creep that takes time away from the original goals set for the meeting. It can also lead to the capture of irrelevant data. It is easy to get off topic in any meeting. When conducting process mapping sessions, additional challenges exist.

Mapping sessions are designed to bring SMEs and various groups together to document how tasks are performed. However, these sessions often serve as a learning experience revealing for the first time details about a process and its challenges. Because each participant may have a different level of understanding about the process, this can contribute to extended discussions about issues. These discussions can be enlightening and sometimes necessary, but can also get the meeting off-topic. For example, let’s say group A is using a manual process to calculate input for a step and it is revealed that group B is utilizing a tool that could be implemented by group A. This tool could eliminate the need for the manual process. This, of course, sparks an interest for group A and leads to a discussion about the tool rather than the overall purpose for the meeting. These types of side or off-topic conversations often happen as process issues are revealed. The facilitator must have the ability to put a time limit on these discussions and be able to determine the difference between relevant and irrelevant conversation to protect the goals of the meeting. Remember, process mapping sessions are not for solving problems – they are for the purpose of identifying and documenting potential problems.

Mapping sessions can also get off topic by the compulsion of participants to document processes as they “should be” and not how they exist in its current state. Mapping sessions typically begin by documenting the “As Is” or “Current State” process to identify opportunities for improvement and then end in the design of the “To Be” or “Future State” process after teams solve problems. Although it is a great sign when participants recognize during meetings better ways to do things, it is counterproductive to prematurely document the “Future State” before establishing a baseline for the improvement effort. It is the job of the facilitator to identify when this shift occurs and get back on course.

Capture the Right Amount of Information

As a facilitator you must be able to determine the right level of information to capture. Whether you are capturing too much or too little information – both extremes can be a waste of time and not address the overall purpose of the project.

Process mapping standards identify Level 0 or the steps identified in a SIPOC as the starting point for most mapping efforts. SIPOCs (Supplier, Input, Process, Outputs, Customers) are used to identify roles, inputs and outputs and high-level steps of a process. (To learn more about SIPOCs see the article “The Four Agreements You Need to Have a Successful Process Mapping Session”)

It is best to start with a high-level map (Level 0) and identify what topics need to be fleshed out from there. Additional levels can be mapped accordingly (see Figure 1). The various levels can be described as follows:

Level 0 – high-level core steps of a process listed in six steps or less.
Level 1 – drills down from the core steps and describes the steps involved in a process at the next level.
Level 2 – describes the step-by-step details of a process.

You may need to drill-down further to uncover bottlenecks and inefficiencies of a process, but it is important to get input from SMEs about relevancy of the data being captured and regularly compare project goals against your process mapping efforts to help make sure that you are steering the meetings in the right direction.

Figure 1 – Levels of Process Maps

Make Sure the Right People Are In the Room and/or Available For Participation

There is nothing like being in the middle of a successful mapping session that suddenly stalls because no one in the room knows exactly what happens in the next step! If this situation occurs, you simply do not have all the right people in the room. The SIPOC reveals your suppliers and customers or those representative groups that should be in the meeting. However, sometimes the right individuals are not chosen to participate. Instead, managers and/or process owners are chosen to represent departments when actual processors should be in the room or available for contact during the meetings. Often sponsors are reluctant to release critical resources from core work, but it is well worth it to lobby with sponsors to provide the proper representation for the mapping session to capture information correctly.

Proactively Address Conflict

Business professionals who attend meetings regularly have first-hand knowledge of how unproductive meetings can be when attendees are disruptive. Conflict that exists between individuals, departments and/or organizations can make its way into your process mapping session and prevent you from capturing critical details of a process or impede progress.

It’s important to uncover potential problems that may arise during a mapping session and proactively respond prior to the meeting. How can you prepare for these types of challenges before the meeting? Implement tools from change management principles and conduct a simple/modified risk or change readiness assessment prior to the session. Knowing beforehand the challenges groups face with their processes and/or between groups will help you prepare a response and manage behaviors in the meetings.

Here are five important things you should know prior to a meeting. Ask these questions of each sponsor and/or process owner:

Do you support this initiative?
What concerns, if any exist about this effort?
Do your SMEs have the time and energy to participate in this effort?
Are SMEs motivated to participate in the mapping activities?
Do you have good relationships/rapport with external groups that will enable your team to work efficiently during the mapping sessions?

If conflict exists, it is best to deal with it openly and honestly. Start with the sponsors. Reiterate the overall project goals, restate the purpose and stay passionately neutral during the process. Taking a side will cause other sides to shut down and you will lose engagement immediately preventing the accurate capture of data. Transparency about the process and having courage to address problems will allow facilitators to meet the goals of the mapping session.

Structure Meetings to Have the Least Impact on SMEs and Groups

Process mapping sessions that are lengthy and continuous can lead to waning support. There are a few ways to construct meetings to keep participants engaged. Facilitators can hold “Cross-functional Meetings” or “Functional Meetings”. Each type has its pros and cons, but each can address issues surrounding participant engagement.

Cross-functional Meetings – this type of meeting gathers all teams from across functions to participate in the same full or half day workshops to map out processes.
Functional Meetings – allows functional groups to gather independently to map processes related to the functions they perform. If there are six groups involved in a process, six separate meetings will be held to capture the processes of each function. The individual functional maps are consolidated to create one overall map of the process and then presented at a review meeting where all SMEs and groups will gather to review and approve the final process map.

See Figure 2 for the pros and cons of each meeting type.

In summary, strong facilitation is the key to holding successful process mapping sessions. But the real measure of success is how effectively the data captured is utilized in the overall process improvement initiative. If the identification of problems using process maps leads to lasting change that reduces costs and increases profits – you held a successful mapping session. And in that case, congratulations!

Published: 2015/07/15

Do Your Organization’s Transformation Initiatives Align?

Written by Nicola Myers on May 4, 2023. Posted in Articles.

Organizations are increasingly looking to improve their processes and additionally embrace digital transformation to leverage their capabilities. Two frameworks that have gained traction in this regard are the Business Process Maturity Model (BPMM) by the Object Management Group (OMG) and the Digital Transformation Framework (DTF) used by Laserfiche. While both frameworks aim to enhance efficiency and effectiveness, they differ in their approach. In this blog post, we will explore what these frameworks are and how they align (or not) so that you will be able to be wiser when choosing transformation frameworks.

The Business Process Maturity Model (BPMM) is a framework that assists organizations in assessing their business processes against five levels of maturity. It assists in identifying areas for improvement and developing a roadmap for process improvement. It also provides a common language for process redesign and some government organizations require a certain level to consider an organization’s tender submission.

The BPMM consists of five levels of process maturity, which are as follows:

Initial: This level represents an ad hoc approach to process management, where processes are informal. The success of the work depends on the employee who just gets the job done and this results in inconsistent outcomes.

Managed: At this level, basic processes are documented, and some level of standardization and consistency is achieved but this is sporadic and will depend on the management of that unit. The benefits of process improvement begin to seep in, for example reducing rework.

Standardized: This level represents a structured approach to process management, where end-to-end processes are well-defined and documented, thus removing the silo effect. This includes process measures and using best practices to define processes.

Predictable: At this level, process performance is measured and monitored. The processes are automated and stable with predictable results. Knowledge is gained when quantitatively managing processes, for example, optimally achieving capacity.

Innovating: This level represents a proactive organization with a strong culture of process change while implementing and planning continuous improvement. This results in finding new and better ways to provide value to the client.

The other focus organizations have, is to achieve their digital transformation goals and drive innovation in the digital age. This has a larger scope than just processes. “Laserfiche is the leading global provider of intelligent content management and business process automation. The Laserfiche® platform enables organizations in more than 80 countries to transform into digital businesses”. Their Digital Transformation Model (DTM) provides a structured framework for content digitization and process automation through to data-driven innovation.

The Digital Transformation Model consists of five levels, which are as follows:

Digitize Documents: Converting paper documents to electronic documents. This leads to cost savings and less chance of lost data, but there is no central repository and so the information is fragmented, especially between silos.

Organize Content: Categorizing and organizing documents into a central repository to increase accessibility and improve security. For example, invoices are filed under the accounts payable folder. This organizing of documents assists in streamlining the work being done and supports compliance. It should be noted that at this point the document storage is standardized but the work being done is not yet standardized.

Automate Processes: Eliminating inefficient processes such as paper forms and replacing them with standardized electronic forms. Automation leads to improved productivity, accountability, and capacity but still lacks visibility because the automation is sporadic, and the end-to-end processes have limited visibility.

Streamline Processes: Automating common processes (not just forms) to increase visibility and gain business insights, for example, to optimize staffing levels. At the end of this phase, the company will be able to implement streamlined processes easily, have access to complete and consistent data, measure progress using tools like dashboards and visualizations, and involve customers in the process.

Transform Processes: Align processes with business needs, make plans for the future, and become more proactive. Data-driven innovation can be done by leveraging analytics and the organization will be more agile in changing markets.

The frameworks align by focusing on enhancing process efficiency and effectiveness. There is a strong emphasis on the role of technology (such as a central repository) as well as process management concepts (such as end-to-end processes and standardized processes). They both have five levels to compare.

However, there is a major concern with implementing these transformation frameworks and that is when to automate processes and when to standardize them. In the process maturity model framework above, the standardization starts at level 2 and is completed at level 3, while process automation takes place at level 4. In Laserfiche’s digital transformation framework, automation takes place at level 3 and processes are only improved and standardized at level 4. This means by following both transformation initiatives at the same time, the organization is working at cross-purposes, and it is likely that both projects will fail, resulting in a very costly mistake for the organization.

It should also be noted that with the digital transformation framework, there is no initial level where the company is purely paper based. It would make sense that before the digitalization level, there would be a level where the organization is haphazard about its use of technology. This may result in a six-level model and so not aligned with the levels of the process maturity model again.

In conclusion, there are many other business process maturity model frameworks (Robledo, Gartner, CMMI, and Rosemann) and other digital transformation frameworks (for example McKinsey, Forrester’s Playbook, and Capgemini). Whichever you choose, make sure your transformation frameworks align before sinking billions into organizational transformation projects that are heading in opposite directions.