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“We achieved phenomenal results leading to an extremely efficient organization. The time required to process commissions with accurate results was reduced by more than 50% with the new process implemented. The capacity gained eliminated the need for additional resources to accommodate Cisco's growing sales force and transaction volume.”

JuneAn Lanigan
Director (former)
Cisco Systems


Are You Turning the BPMN Diagram into Results?

Screen Shot 2015-03-13 at 6.17.55 PMYou went to all the trouble to model a process using the standard notation, BPMN. Subject matter experts came up with lots of issues and improvement ideas during model development.  Now you are ready to make the improvements.


You have done many of the key steps of Process Modeling, but that’s not enough  for good execution results.

Here’s what you have accomplished:

  • Documented an instance or maybe several instances of the As Is state of the process, using the standard BPM notation.
  • Defined the start and end of the process—key for managing scope.
  • Worked with a team of subject matter experts who could really relate what happened in different scenarios.  (Or maybe you documented the process models by walking a complete process and seeing what happened.)
  • Collected lots of ideas about problems in the process, and suggested solutions.
  • Built a collaborative understandable diagram for communication , so managers and employees could talk about the process .


Look deeper in the process diagram to find inefficiencies or wastes, such as too many approvals, too many handoffs, and lots of rework. Discuss the BPMN diagram with your team and Process Owner.  Ask them about what issues they see.

Gather objective data.  Not lots of data, but the right data.  With just two pieces of baseline data and two pieces of in process analytical data you will be able to see what’s important and what’s not. 

Identify and analyze two critical items that are not shown in the Process Diagram – time and customer feedback.  Where does time exist in the diagram?  It’s not visible because it exists mostly between steps and you need to  find out where the big ‘time sucks’ are. Don’t assume what the customer thinks. Ask him/her.  Determine the customers three critical needs, wants, and requirements with the Customer Scorecard and identify how the process is doing today in meeting their needs.

And then do another piece of analysis – root cause analysis.

Want to learn techniques to handle all these items? Register for  Analyzing and Optimizing BPM Processes on line April 7 and 8 with Shelley Sweet, author of The BPI Blueprint:  A Step-By-Step Guide to Make Your Business Process Improvement Projects Simple, Structured and Successful.

Process Improvement projects fail because of

  • Getting stuck in too many As Is process models
  • Scope creep
  • Analysis paralysis
  • Too many metrics which are not used for decisions and action
  • Poor buy in from employees

Analyzing and Optimizing BPM Processes will provide tips and techniques to avoid these failures, let you practice them, and hear comments from others about their successes.  It provides specific tips and techniques with step by step methods. It will enable you to Turn the BPMN Diagram into tangible results!  Read more and register. 

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2 comments to Are You Turning the BPMN Diagram into Results?

  • Anne Townsend

    Great post and something that made me look at my model from a different perspective. Customers want our service to provide them with a timely result and we achieve that almost always however in looking at my model I can see where we can look to further improve the ingest to output time therefore producing the result for the customer even faster which in turn would give us a leg up on our competition.

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