From Pilot to Program
Lombardi Blog. I put a comment over there but it is a moderated blog so it may take a while to show up. The basic premise of the post is right here:Fahad Osmani, a colleague and friend over at Lombardi, wrote a good post today on the
“But now, with a single successful process under your belt – what comes next? This is where the challenges begin from an overall enterprise perspective. Word of the Pilot spreads. And unless there is a clear plan for scaling to this new demand (and there usually isn’t), this is where it becomes difficult to replicate your initial successes. And as a result, the overall enterprise BPM initiative can stall before it gets off the ground.”I think Fahad captured the challenge exactly right, and goes on to suggest some good tactics for the implementation team to adopt to prepare themselves as best they can for the onslaught of demand. All of a sudden pent-up demand for BPM software implementations will be released, and solutions that were previously planned for other technologies will seek to migrate to the BPM platform for its additional business benefits. But at BP3 we look at the solution to this problem through a different (complementary) lens: that is, through the lens of business value rather than solving the technical/staffing hurdles. So I would focus on the following as key issues:
- Business Value decisions: How to decide which projects to work on. What is the compass for making this decision? And how do you communicate both the method and the decision to the people with demand? Too many times these “ROI” discussions are not fact-based, but gut-based. But there’s no reason to settle for that…
- Policy/Governance decisions: Will you allow business units to staff their own projects and leverage the infrastructure already acquired? (or will you allow them to establish their own infrastructure?) Without doubt there will be some projects with sufficient ROI to proceed, but without sufficient skilled staffing to get it done in a given period of time.
- How will you staff the ongoing projects? centralized team of experts, or decentralized team with some centralized standards and governance?