Many companies are just in the ongoing crisis on the topic of Business Process Management as a solution. You want to reduce costs and increase with BPM at the same time the performance. Here is how to treat each project with the "new" issues, the threat to burn the fingers if you do not make sense. Also, an addiction to quick wins and ROI <12 months in many BPM projects fail for one reason. But it's true: with BPM, can significantly increase the efficiency of a company while at the same time, costs can be reduced. But this is a holistic BPM and a sound strategy planning is necessary.

The rules of the following points is crucial for making the idea a BPM project.

1. A company wants to make processes more efficient primary
2. A company wants to cut costs, primarily

The preached by many manufacturers to reduce costs by minimizing the media breaks or reduced transportation and storage costs are marginal, and are usually swallowed up by the effort to implement a BPM system and may take many years to deliver an ROI. Therefore, it is not a panacea, the existing processes to "digitize" easy.

The true potentials lie mainly in the processes themselves. This requires, therefore, the existing processes are modeled with the stakeholders involved, if they are not already. With "existing processes" I mean the processes and not really living, the time 5 years ago as part of an ISO 9000x certification processes described. During the modeling process it is important appropriate frameworks, standards, and to consider particularly the goals. Best be assisted in this process, an experienced analyst can model the complex process situations also clean. And very important: you need a sponsor for the project and the process that even if Interdepartmental makes decisions, and may carry out organizational measures. Therefore, should come in BPM projects, the sponsor of the higher management levels. Furthermore, it is necessary that someone feels responsible for the process itself. It should be defined early in a project, a process owner (process owner). Also, this person should have enough skills to change the process to approve (either organizationally or professionally). Possibly. need these skills in the context of BPM implementation to be created.

After the modeling of the processes is analyzed. These different approaches can be used again. Some very common methods are also welcome: for example, Six Sigma, Lean, Kaizen, etc. This must be the appropriate method is not 100% and par excellence are carried out, but some of the described procedures and steps also very interesting for process analysis. In addition, can be used specifically for process analysis methods imaginary. For example, the process maturity should also be measured. From the certain level of maturity can be defined the following goals and policies. Here too, the process analyst again in close contact with the various stakeholders. After the analysis of actual processes is a common target process model. This is not only the process itself, ie the pure workflow can be optimized in itself. Very important also is to analyze the process environment and also to look for optimization potentials. All improvement measures should be checked to make, in how far they pursue our corporate goals and are compatible with the strategy. Here it is important that the customer ultimately rated the result of a process. Just who the customer is satisfied (time, cost and quality) is a successful process. No matter how cost-optimized and runs one process, if the customer is not satisfied, a process has missed his target!

In order to optimize the process can continue in the future should be looked for during the analysis meaningful KPIs against which you can go to one of the results of a process, but also to measure the process itself.

This information can now be triggered if more than one project: one, that must be completed if necessary organizational changes (eg move from departmental boundaries, setting up a Centre of Excellence, etc). On the other hand, IT must be take into account. If it is necessary to implement the process in a system the question is whether we can map these existing in the systems, or whether a BPM system (BPMS) is required to itself. When a BPM system is required, consideration should be what are the requirements for such a system. Here there is not yet the eggs legend-all trades. Therefore, depending on the process required a different type of BPMS. A BPMS is usually one of the systems which have a longer duration.

If the decision is taken to implement, the process for implementation in the various systems are designed. Here, the technical processes are usually enriched with technical implementation details. It pays off when the processes have been modeled properly during the modeling process. Then, these processes must not be completely rebuilt, but it is enough to extend the process model.

If the target processes implemented with all its properties (or at least 90% - think better here on the 90/10 rule), the new process will be introduced. Here, a reasonable change management is required. During the modeling and implementation phase should be close contact to the future "user process" exist. The only way it can be reasonably ensure that a process is the one technically correct and supports employees in their work really. In addition, employees can slowly get used to the subject of BPM and discover for themselves the benefits for themselves. This distrust of change in process is significantly reduced in their everyday work.

Once a process has introduced the game begins again almost from scratch. The process should be analyzed periodically to adapt it to new situations and improve it further. This requires a regular evaluation of the KPIs necessary. But also report the contact to the process users, the problems that can not be collected via a KPI. Beyond these measures monitored the process owners and, if available, the Center of Excellence.