How to Implement a Business Process Once it has been Designed?

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Business Process Modeling and Simulation > Best Practices > How to Implement a Business Process Once it has been Designed?

How to Implement a Business Process Once it has been Designed?
Rakesh Gudur, Strategy Consultant, India, SIG Leader
Once a business process has been modeled, what are then the approximate steps to implement (and review the process in the organization?

Generic Steps to Implement a Business Process
Joe Koickal, Business Consultant, Qatar, Member
Presuming that all the prerequisites have been captured; it gives us the right platform to look at
1. Automation - current state, assessment for gaps, fitment for reusable technology components and the likes.
2. Sometimes processes simply don't need automation. Meaning the time might not be appropriate. Assessments give the right window to judge.
3. Optimization - Once the Automation cycle is addressed, processes can be evaluated for redundancies and overlaps between functions and org units. Optimization could be revamping legacy, removing bottlenecks, baselining before projects kick off, etc.,
4. Monitoring & Reevaluating - An activity which is conducted once you have reached adequate maturity in all the transactions of a process. The output of this step should ideally feed into the design stage once again.
Typically we are talking about 12-24 months for this cycle depending on the complexity of the process. That is good enough time for new processes/variants to emerge and changes to surface.

Design to Implementation of a Business Model
Rakesh Gudur, Strategy Consultant, India, SIG Leader
Joe, thanks for your response. It's interesting to know the steps you follow.
One of the challenges we have is to face is that we need to ensure that the business process implementation meets the design of the model (as documented by an analyst/architect). How do you make sure that implementation is as per design? Regards, Rakesh.

Implementation and Review of a Business Model
GHESSASSI, Student (University), Morocco, Member
I think once you have modeled the business process, you will need to:
1. Define activities and specify tasks
2. Allocate budget for these activities
3. Implement reporting (probably hrough an information system)
4. Check and correct the process
- periodically
- if there's unsatisfaction of staff
- if a key goal is not reached.

Implementation Governance
Joe Koickal, Business Consultant, Qatar, Member
@Rakesh Gudur:
- Along with an effective design, one should also put together an effective implementation framework.
- In this small space I cannot do justice if I talk about TOGAF or PEAF or Zachman. However these frameworks help in building an effective governance mechanism which ensures every stage of a project or initiative is passed through Architecture Principles, verified through the design specifications; responsibilities and accountabilities clearly identified through RACI's and reviews conducted at predefined milestones to make sure that there is no deviation from originally set up objectives and blueprints (the design itself).
- The presence of an Enterprise Architect will make sure all the above is followed through the cycles of a Strategy, Business, IT Systems, Technology Platforms and even Security iteration cycles.
- And most importantly, governance has to have the blessings of heavy weights within an organization to prevent political failures.

Periodic Reviews and Regular Team Meetings
Rakesh Gudur, Strategy Consultant, India, SIG Leader
I think we also need peer reviews and regular meetings for implementing the process.
Key stakeholders have to be involved during various stages so as to keep everyone updated. Any dependencies have to be resolved in time.

Governance and Enterprise Architecture
Rakesh Gudur, Strategy Consultant, India, SIG Leader
@Joe Koickal: you mention TOGAF. I never came across this architectural framework. Yet, these days I see a mention of it very often. Can you provide us with some of the main benefits based on your experience?
Of course, I can refer to online docs but I'm looking for something from your experience. I hope this will help others on this forum.

Business Process Maturity Model
Patrick Parsons
BPMM follows the principles of Humphrey's Process Maturity Framework. The 5 maturity levels are defined as:
  1. Level 1 Initial; where processes are performed inconsistently and in a ad-hoc manner.
  2. Level 2 Managed; where management stabilizes the work in smaller work units.
  3. Level 3 Standarized; where common standard processes are synergized from best practices.
  4. Level 4 Predictable; where the proficiencies enabled by standard and re-usable processes are exploited.
  5. Level 5 Innovating; where proactive and opportunistic improvement actions enable innovation through the enterprises capabilities.
You would need to gauge your organisation's maturity level in an open and honest manner before embarking on this journey. Once the organisation has achieved a maturity level 4/5, enablement of business processes becomes easier.
Editor: more on CMM.

Special Interest Group Leader
Rakesh Gudur
Strategy Consultant

Business Process Modeling and Simulation
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Business Process Modeling and Simulation
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