BP3's Updated Service Offering

Scott Francis
Next Post
Previous Post
We’ve updated our service offering. No, we’re not actually doing different things out there in the field, but we’re working toward explaining it better. We’ll continue to explain in a series of blog posts and updates to our content. We previously unveiled parts of our approach in Lance’s post about defining BPM, and in a previous post of mine about working on this framework on our whiteboard at the office. It starts with the chart below: BPM Framework for BP3 The themes (or pillars) of our framework are Visibility, Control, and Performance. Horizontal bands give you the rough timeline, as well as high-level phase or activity description. The right hand columns inform us on the expected benefits and outputs from that phase. At the bottom of the chart, you can see the overall outcomes of the program. For Visibility: Increased Capability. For Control: Increased Repeatability and Reproducibility. And for Performance: A Breakthrough Benefit (rather than incremental). To take an example… Across all three themes, if you are just getting started, you spend the first 1-2 weeks doing Process Definition. In the Visibility theme this means Value Stream Analysis. In the Control theme it means prioritization and selection. And in the Performance theme it means Process Charter. The benefit is a $ benefit identified and cost-avoidance of taking on projects that don’t have cost-benefit, and the key output is root and contributing cause identification. Once we figure out which theme we either are focused on or should focus on, and we figure out how far down the pillar we’ve already traveled, we can give you a pretty good idea of what the typical ROI of that next step is, and we can give you a pretty good idea of what the typical ROI of that step is when you don’t execute the previous steps vs. when you do execute those previous steps. Check out the revised services page here, where you’ll also find links to further detail on each of the three themes above. Expect to hear more from us on the subject on this space. But by all means, feel free to reach out to us directly for more information. We’d love to hear from you.
  • Hi,

    Would appreciate your advise about a BPM framework for NGOs.

    Thanks!

  • Hi,

    Would appreciate your advise about a BPM framework for NGOs.

    Thanks!

  • Hi –
    I’m not sure that there is only one answer to your question without more context, but it has some interesting possibilities hinted at in the question.

    For example, is your question based on the idea that NGO’s might be less profit/cost driven? or based on some other criteria?

    The starting point is to better understand what the goals of the NGO’s might be, as compared to for-profit-corporations, and how that might affect the process. Depending on the goals of the organization, I think the framework we’ve begun publishing here is quite relevant to process improvement for those organizations…

  • Hi –
    I’m not sure that there is only one answer to your question without more context, but it has some interesting possibilities hinted at in the question.

    For example, is your question based on the idea that NGO’s might be less profit/cost driven? or based on some other criteria?

    The starting point is to better understand what the goals of the NGO’s might be, as compared to for-profit-corporations, and how that might affect the process. Depending on the goals of the organization, I think the framework we’ve begun publishing here is quite relevant to process improvement for those organizations…

  • Hi Scott,

    In “my case”, it will be to develop new processes for NGOs in a developing country.
    But I tend to believe that NGOs would enjoy a generic process framework.
    Another interesting point is basing it on Lombardi Blueprint. Among others, It would support the distance…

  • Hi Scott,

    In “my case”, it will be to develop new processes for NGOs in a developing country.
    But I tend to believe that NGOs would enjoy a generic process framework.
    Another interesting point is basing it on Lombardi Blueprint. Among others, It would support the distance…

  • Dafna-
    what you see above in our diagram is a framework for approaching business process improvement broadly. Blueprint is certainly one of the tools that makes sense to use in this endeavor. If you’re asking for a generic process framework for how to approach process improvement, I think what we’ve proposed above is a start, but Lance might have ideas about how to tailor it to NGOs, especially after having a dialog about what might make NGOs different from other types of organizations. In the US we’ve applied these techniques to for-profit and not-for-profit organizations to good effect.

    If you’re really more interested in some process templates, if you will, then I think that is where a Blueprint product can really help, as you say, with distance and collaboration. And it is at a high enough level that you can abstract away some of the implementation details that may be quite different…

  • Dafna-
    what you see above in our diagram is a framework for approaching business process improvement broadly. Blueprint is certainly one of the tools that makes sense to use in this endeavor. If you’re asking for a generic process framework for how to approach process improvement, I think what we’ve proposed above is a start, but Lance might have ideas about how to tailor it to NGOs, especially after having a dialog about what might make NGOs different from other types of organizations. In the US we’ve applied these techniques to for-profit and not-for-profit organizations to good effect.

    If you’re really more interested in some process templates, if you will, then I think that is where a Blueprint product can really help, as you say, with distance and collaboration. And it is at a high enough level that you can abstract away some of the implementation details that may be quite different…

  • Pingback: Process for the Enterprise » Blog Archive » From Pilot to Program()