Follow the I4 Process Blog

 Subscribe in a reader

Enter your email address:

“Shelley worked with a cross-functional team and designed a client team approach with enabled us to integrate client strategies from multiple perspectives. Already we have seen results in the marketplace: one customer said that the team approach was critical and instrumental in their decision to sign an ongoing contract. Another prospect said that the strategic team approach was a differentiator in the market place which set the company apart from its larger competitors.”

Dale Brown
Senior Vice President, Sales and Marketing


A BPM Team or BPM Stakeholders?

Screen Shot 2016-01-11 at 7.37.13 PMThere are many ways to ‘do’ business process improvement projects. It’s best if the company has a methodology from BPM, Lean, Six Sigma, Reengineering or some other methodology. Here’s the one I use, starting with selecting the project and ending with monitoring and sustaining the project; ‘doing’ the process improvement project means completing the section in the middle from Chartering and Staffing to Implementation Plan.

BPM:BPI Methodology-Color-orange-blue


Companies use a number of methods to conduct the BPM project from using a Six Sigma Black Belt as an expert, to having a Business Analyst do interviews with subject matter experts and developing the as is model and to be map, to using different half day workshops for different phases of the process with the appropriate stakeholders. The one I highly recommend and have used with over 100 different processes is a team-based method.

I ‘ve just used this method again with 6 different teams for a financial services client, and here’s what they saw as the advantages for them.

  • The method combines skill building and real project work
  • The method gets real work done on current projects
  • Work is accelerated because the team combines modeling, analysis, data gathering and ongoing decisions
  • The team includes different stakeholders that talk through their different perspectives
  • The different voices are in the same room together
  • Quick wins are recognized early
  • The team creates its own synergy and this leads clarity and enthusiasm about implementation

Here are the key roles on the team:

BPI core team slide Screen Shot AM

I call this the group of employees a team because the members have different roles of the process, and they represent the different stakeholders that do the work. Whereas other methods engage stakeholders in individual interviews, when you bring the group together as a team they act like a team – moving toward the Process Owner’s goals as represented in the improvement targets he articulates for the team in the charter. The team stays together for all meetings and begins to see the big picture; they learn to respect all parts of the process and develop the new ‘to be’ model based on their analysis, data gathering, and customer in put together. Their result is greater than each member alone, and their enthusiasm builds toward an optimum result.   Each member learns many techniques that can be used in other projects, but the biggest result is the group effort to understand, analyze, and create a new improved process.

Be Sociable, Share!

6 comments to A BPM Team or BPM Stakeholders?

  • Managed Change takes a similar team approach with a focus on the emotional impact of change. Team leaders sponsor the change and assemble a team of change agents. The team grows as change agents convert the resistors to embrace the new process. Communications and rewards play a big part in ensuring success and avoiding the damage manifested by fear of change. The core team generates positive energy and ensures that the people most affected by the change are positively engaged. From a systems perspective, agility is a huge benefit. Knowing that the process can be adjusted easily lowers the resistance to change. The sponsor and communicator are important roles to fill when managing change.

  • I agree with Shelley’s approach completely. It obtains everyone’s buy-in quickly, which ultimately leads to better outcomes and process improvements.

  • Funda Erdin

    In my opinion, all project requirements has a process improvement goal; they might sometimes be called out and assessed, in most cases, overlooked. Based on my experience in implementation of IT projects for almost 15 years, I believe the necessity of visually aligning with all stakeholders, especially business partners on what the end result would like, to be process, before starting the project. As-is processes also provide an understanding for the project team the starting point, which helps with alignment.

    Identifying baseline data and the goals at the start of the project provides the focus for the to-be processes and where the 80% of the effort should be spent, increasing the success for the projects.

    I started learning about the BPM Process Model during the Berkeley Extension Class I am taking .I found it very practical to implement. The steps go through a very logical order, and very easy to understand and use it as a part of the initiation of any project including the projects that are not tagged as “BPI” projects.

    The BPM team, consists of individuals, who have knowledge and skills on different domains, relationship to the process and organization influence. The steps provided in the methodology assures the achievement of the deliverables by using the team’s time efficiently and utilizing the synergy of the team.

    I find the BPM methodology a great tool to learn and utilize in our today’s high speed projects.

  • Building a team of stakeholders, and not just interviewing individuals, is important for process improvement. While individual stakeholders have a sense that the work could be done better, teams become invested in helping each other win. The goal of team success, when genuinely shared with the people who do the work, can be a stronger motivator even than financial rewards. Just ask the people who volunteer for free at the local school, food bank, or homeless shelter.

  • Tim

    I had the opportunity to participate as the IT ‘maverick’ on a cross functional team assembled to improve the absence management processes of my very large organization. At the time, we didn’t really view this project as ‘business process improvement’ per se.

    But in hind site, it’s striking to see how closely our approach followed what is outlined in this post. The team was comprised of the exact same mix of key stakeholders from across the organization, including a facilitator/leader, a few core SMEs, a customer, and me (the IT person!). We generally followed the same methodology detailed above and achieved some fairly dramatic positive results.

    In a workplace that tends to be siloed across a wide range of functions, this collaborative team approach to process improvement is now looked upon as an innovative and scalable model for organizational problem solving.

  • Babalola Ogunbiyi

    I totally agree with this approach as it does enhance collaboration between all stakeholders involved. Defining key roles at the beginning would most definitely lead to success in process improvement.

Leave a Reply




You can use these HTML tags

<a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <cite> <code> <del datetime=""> <em> <i> <q cite=""> <s> <strike> <strong>