Scribd Logo
Upload

Welcome to Scribd!

  • 822 views

    BPM Drivers and Triggers PDF

    Uploaded by

    AkbarTryHartomo
    This document lists common drivers and triggers that may prompt an organization to undertake a process improvement effort. It identifies potential reasons for process improvement within the following categories: organization (e.g. high growth, mergers/acquisitions), management (e.g. lack of reliable information, budget cuts), employees (e.g. high turnover, low satisfaction), customers/suppliers/partners (e.g. low satisfaction, increased volume), products/services (e.g. long lead times, complex offerings), processes (e.g. unclear roles, poor quality), and information technology (e.g. new systems, outdated applications). The document is intended to help identify reasons why an organization may be considering engaging in

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd

    BPM Drivers and Triggers PDF

    Uploaded by

    AkbarTryHartomo
    822 views3 pages
    This document lists common drivers and triggers that may prompt an organization to undertake a process improvement effort. It identifies potential reasons for process improvement within the following categories: organization (e.g. high growth, mergers/acquisitions), management (e.g. lack of reliable information, budget cuts), employees (e.g. high turnover, low satisfaction), customers/suppliers/partners (e.g. low satisfaction, increased volume), products/services (e.g. long lead times, complex offerings), processes (e.g. unclear roles, poor quality), and information technology (e.g. new systems, outdated applications). The document is intended to help identify reasons why an organization may be considering engaging in

    Original Title

    BPM_Drivers_and_Triggers.pdf

    Copyright

    © © All Rights Reserved

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    This document lists common drivers and triggers that may prompt an organization to undertake a process improvement effort. It identifies potential reasons for process improvement within the following categories: organization (e.g. high growth, mergers/acquisitions), management (e.g. lack of reliable information, budget cuts), employees (e.g. high turnover, low satisfaction), customers/suppliers/partners (e.g. low satisfaction, increased volume), products/services (e.g. long lead times, complex offerings), processes (e.g. unclear roles, poor quality), and information technology (e.g. new systems, outdated applications). The document is intended to help identify reasons why an organization may be considering engaging in

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    822 views3 pages

    BPM Drivers and Triggers PDF

    Uploaded by

    AkbarTryHartomo
    This document lists common drivers and triggers that may prompt an organization to undertake a process improvement effort. It identifies potential reasons for process improvement within the following categories: organization (e.g. high growth, mergers/acquisitions), management (e.g. lack of reliable information, budget cuts), employees (e.g. high turnover, low satisfaction), customers/suppliers/partners (e.g. low satisfaction, increased volume), products/services (e.g. long lead times, complex offerings), processes (e.g. unclear roles, poor quality), and information technology (e.g. new systems, outdated applications). The document is intended to help identify reasons why an organization may be considering engaging in

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    You are on page 1of 3
    At a glance
    Powered by AI
    Some common drivers for process improvement efforts include high growth, mergers and acquisitions, reorganizations, and not meeting organizational objectives or goals. Triggers can include lack of management information, budget cuts, and the need for increased capacity.

    Common drivers include high growth, mergers and acquisitions, reorganizations, and not meeting organizational objectives or goals. Other drivers are lack of reliable or conflicting management information and the need to provide managers more control over processes.

    Triggers related to employees include high turnover, training issues with new employees, low employee satisfaction, and employees having difficulty keeping up with continuous change and growing complexity. The desire to increase employee empowerment is also listed.

    Process Improvement Drivers and Triggers

    Portfolio and Process Management Office


    Release 2|Page 1 of 3

    Process Improvement Drivers and


    Triggers
    Listed below are common examples of drivers and triggers that may cause an organization to consider a
    process improvement effort. i Please use these examples to help identify reasons why your
    organization is considering a process improvement engagement with us.

    Organization

    High growth difficulty coping with high growth or proactively planning for high growth.
    Merger and acquisitions they cause the organization to acquire additional complexity or
    require rationalization of processes. The need to retire acquired legacy systems could also
    contribute.
    Reorganization changing roles and responsibilities.
    Change in strategy deciding to change direction to operational excellence, product leadership
    or customer intimacy.
    Organization objectives or goals are not being met introduction of process management,
    linked to organizational strategy, performance measurement and management of people.
    Compliance or regulation.

    Management

    Lack of reliable of conflicting management information process management and performance


    measurement and management will assist.
    The need to provide managers with more control over their processes.
    The need for the introduction of a sustainable performance environment.
    The need to create a culture of high performance.
    The need to gain the maximum return of investment from the existing legacy systems.
    Budget cuts.
    The need for the ability to obtain more capacity from existing staff for expansion.

    Employees

    High turnover of employees, perhaps due to the mundane nature of the work or the degree of
    pressure and expectations upon people without adequate support.
    Training issues with new employees.
    Low employee satisfaction.
    The expectation of a substantial increase in the number of employees.

    Process Improvement Drivers and Triggers


    Portfolio and Process Management Office
    Release 2|Page 2 of 3

    The wish to increase employee empowerment.


    Employees are having difficulty in keeping up with continuous change and growing complexity.

    Customers, Suppliers, Partners

    Low satisfaction with service, which could be due to:


    o High churn rates of staff.
    o Staff unable to answer questions adequately within the required timeframes.
    An unexpected increase in the number of customer, suppliers or partners.
    Long lead times to meet requests.
    An organizational desire to focus upon customer intimacy.
    Customer segmentation or tiered service requirements.
    The introduction and strict enforcement of service levels.
    Major customers, suppliers and/or partners requiring a unique (different) process.
    The need for a true end-to-end perspective to provide visibility or integration.

    Product and Services

    An unacceptably long lead time to market (lack of business agility).


    Poor stakeholder service levels.
    Each product or service has its own processes, with most of the processes being common or
    similar.
    New products or services compromise existing products/service elements.
    Products or services are complex.

    Processes

    The need for provision of visibility of processes from an end-to-end perspective.


    Too many hands-off or gaps in a process, or no clear process at all.
    Unclear roles and responsibilities from a process perspective.
    Quality is poor and the volume of rework is substantial.
    Processes change too often or not at all.
    Lack of process standardization.
    Lack of clear process goals or objectives.
    Lack of communications and understanding of the end-to-end process by the parties performing
    parts of the process.

    Information Technology

    The introduction of new systems.

    Process Improvement Drivers and Triggers


    Portfolio and Process Management Office
    Release 2|Page 3 of 3

    The purchase of BPM automation tools (workflow, document management, business


    intelligence), and the organization does not know how to best utilize them in a synergistic
    manner.
    Phasing out of old application systems.
    Existing application systems overlap and are not well understood.
    Introduction of a new IT architecture.
    A view that IT is not delivering to business expectations.
    A view that IT costs are out of control or too expensive.
    The introduction of web services.

    Jeston, John and Johan Nelis. Business Process Management, Butterworth-Heinemann, 2006.

    You might also like