The following is a continuation of the Seven deadly sins of BPM — 2) Working in process silos
Ezekiel saw the wheel, but he didn’t reinvent it.
If starting a BPM initiative means starting with a blank slate on which you draw, you’re likely reinventing the wheel. Process frameworks were developed to avoid exactly this issue. Through the use of frameworks like APQC’s PCF, ITIL, or the Supply Chain Council’s SCOR Model, process can be arranged in a hierarchy that has the benefit of thousands of contributing voices and is vetted by use in many industries.
Seeing a standardized structure and language for process activities gives the following quick benefits:
- Content management – like a ‘Dewey Decimal System’
- Benchmarking and metrics
- Sidestepping personalities and political motivations (‘inconveniencing everyone equally’)
- Scoping of effort and gap analysis
- Preventing duplication
When you see this list, you can see that not taking advantage of these benefits considerably slows process discovery and documentation. Beyond that, starting from scratch represents the effort of those involved and not the years of knowledge and experience that are typical in a framework.
As an added bonus, there are likely process ‘snippets’ in disparate databases all across your enterprise, and getting them together in a meaningful way is very challenging if you don’t have a standardized framework on which to hang them.
Up next: Seven deadly sins of BPM — 4) Making it hard to find