critical success factors in a bpm implementation

Welcome Doug Reynolds

PresidentAgilityPlus Solutions

SessionTitle:Critical Success Factors in a Critical Success Factors in a

BPM Implementation

Focus of this presentationp

Long Term Success requires– Repository of Processes– Repository of Processes– Competence– Methods– Architecture– Agile Technology

Excellence in Transition– Excellence in Transition– Measurement

April 21-23, 2008 Renaissance Washington, DC

Performance Improvement

Traditional approaches to performance improvement?improvement?– Downsize or cost cutting– Automation/mechanization– Reorganization/Restructuring– Outsourcing– TrainingTraining– Incremental/Continuous Improvement

April 21-23, 2008 Renaissance Washington, DC

BPM is similar to other initiatives

Current Reality

Desired Future

Technology

Project Mngt.

IT SystemProject

ReorganizationP j t

Current R lit

Desired F t

PeopleProject Reality Future

p

April 21-23, 2008 Renaissance Washington, DC

BPM is different than other initiatives

T h l

Process

Current Reality

Desired Future

TechnologyPerformanceImprovementProject People

Project Mngt.

April 21-23, 2008 Renaissance Washington, DC

Successful Initiatives have multiple facetsp

Solutions

Change Management

Project Management

April 21-23, 2008 Renaissance Washington, DC

Successful Solutions have multiple facets

Process

PeopleTechnology

April 21-23, 2008 Renaissance Washington, DC

How do we learn success?

April 21-23, 2008 Renaissance Washington, DC

Projects Failurej

40% of the projects failed to achieve their business case within one year of going live – The Conference Board within one year of going live The Conference Board Survey

51% viewed their implementation as unsuccessful – The Robbins Gioia SurveyRobbins Gioia Survey

Over 61% of the projects that were analyzed were deemed to have failed – The KPMG Canada Survey

31 1% of projects were cancelled before completion 31.1% of projects were cancelled before completion, 52.7% will cost over 189% of original estimates & only 16.2% of software projects are completed on-time and on-budget – The Chaos Reporton budget The Chaos Report

7 out of 10 IT projects “fail” in some respect – OASIG Study

April 21-23, 2008 Renaissance Washington, DC

Industry Experience y p

Why System Development Projects Fail

Technology?Technology?

April 21-23, 2008 Renaissance Washington, DC

The Results…

At least 7 out of 10 failures occur before a design At least 7 out of 10 failures occur before a design or line of code is written

• Project managers don’t understand users’ needs.- Poor Requirements

The project’s scope is ill defined• The project’s scope is ill−defined.• Project changes are managed poorly.

- Poor Management: Planning, tracking and control

** The Chaos Report by The Standish Group Survey

g g, g

April 21-23, 2008 Renaissance Washington, DC

Our Approach for Successful Solutions

Business process analysis drives business requirements Business requirements drive the solution….Solutions have three key aspects

BusinessPeopleSolution

BusinessTechnicalProcess

Solution

Requirements Solution

Process

Solution

But remember that the ‘project’ needs to succeed as well

April 21-23, 2008 Renaissance Washington, DC

The Chaos 10Confidence Level Success FactorsExecutive support 18 User involvement 16 Experienced project manager 14 Clear business objectives 12 Clear business objectives 12 Minimized scope 10Standard software infrastructure 8Fi b i i t 6Firm basic requirements 6Formal methodology 6 Reliable estimates 5Other criteria 5

April 21-23, 2008 Renaissance Washington, DC 13

SEMIOTIC

relating to signs and symptoms (Collins Dictionary)

April 21-23, 2008 Renaissance Washington, DC14

SEMIOTICStability

Exploitationp o tat o

Management & Leadership

What are the signs of a h l h d h l h

Inertia

Ownershiphealthy and a not-so-healthy BPM implementation?

Transparency

Integration

Change Management

April 21-23, 2008 Renaissance Washington, DC15

SEMIOTIC: Stabilityy

“BPM is Down”BPM is Down

Many points of possible failure

Quick and Growing Quick and Growing Dependence

April 21-23, 2008 Renaissance Washington, DC

SEMIOTIC: Exploitationp

Is the secret to acquire the equipment?

... or is it How you use the equipment?!

April 21-23, 2008 Renaissance Washington, DC

SEMIOTIC: Management & Leadership

Vision & Direction that provide clear picture of the future

Executive Sponsorship

Middle Management go through Middle Management go through some of the biggest changes

Still need to manage; Measure what matters and use it

April 21-23, 2008 Renaissance Washington, DC

SEMIOTIC: Inertia

“Things stay Things stay the same unless acted unless acted on by an external external force”

April 21-23, 2008 Renaissance Washington, DC

SEMIOTIC: Ownershipp

BUSINESS

DrivesChallenges,Enables, &Transforms

TECHNOLOGYTransforms

Focus on Benefit rather than Capability

April 21-23, 2008 Renaissance Washington, DC

SEMIOTIC: Transparencyp y

A t As accurate information is

il bl t ll available to all, new opportunities

i b t arise; but many are threatened

April 21-23, 2008 Renaissance Washington, DC

SEMIOTIC: Integrationg

Multiplies the benefitsMultiplies the benefits

Facilitates automation

Standardization Standardization independent of systems

Risk of too much complexity

April 21-23, 2008 Renaissance Washington, DC

SEMIOTIC: Change Managementg g

PROCESS

PEOPLE TECHNOLOGY

April 21-23, 2008 Renaissance Washington, DC

Final Note

“You can’t manage what you can’t measure” yLord Byron

April 21-23, 2008 Renaissance Washington, DC

Thank Thank You!You!Doug ReynoldsPresidentAgilityPlus Solutions

Contact Information:704-248-0920d ld @ ilit l l tidoug.reynolds@agilityplussolutions.com

April 21-23, 2008 Renaissance Washington, DC