BPMCAMP Sessions: the RGP Method for BPM Success
- September 13, 2015
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Every year at BPMCAMP we review our delivery methodology – because every year we adapt it based on what we’ve learned and based on a changing technology landscape over time.
Rainer Ribback took us through the latest in his session on BPM delivery methodology and the framework we use to get it done. These are best practices we’ve aggregated over 12 or more years in BPM delivery – and these best practices complement the technology that IBM brings to the market, but also complements what the industry brings in the form of six sigma, lean, and other process improvement methodologies.
Far from being proprietary, the RGP method draws on industry best practices – we’ve just gone to the trouble to synthesize and systematize applying these practices.
Rainer gave a top ten list for things we see in the field that inform our method::
- No plan looks like a straight line from start to finish. There’s lots of variation and unseen challenges and barriers along the way
- Design competency and problem solving approach really matters to the success of your program. Whereas knowledge is a bunch of unconnected bits of information, Experience tells you how all of these bits of data are connected to form a whole picture.
- Craftsmanship over Crapmanship – the craft matters, and you can’t just throw spaghetti on the wall. The workmanship of the work product matters.
- The scaled agile framework continues to align lean and agile.
- Communication and requirements discipline are critical path
- It’s difficult to fix what cannot be measured. The domain of BPM measurement includes business outcomes (retention, time to market, innovation, productivity – and intermediate outcomes like time to competence, process integration, timelines, defects, variation, rework… ). And if you’re not measuring it, you won’t get credit for fixing it.
- Think BIG for performance, control, and visibility. In early stages you think about departmental process improvement efforts, but the big wins are when you get cross-functional efforts (stage 2), and then enterprise efforts (stage 3).
- There are common process profiles – look around the industry before re-inventing the wheel.
- Knowing the cost of everything and the value of nothing. Hourly rate isn’t the be all and end all.
- Business 101 – emphasize the fundamentals and don’t let the complexity overwhelm you.
Rainer went on to describe how we then apply these observations to our method, and how it looks in project planning phases. Of course, the real value isn’t the knowing. You can read the deck, you can read the notes in this blog, but the experience of doing it well and right – that is something you have to live through to understand the difference between knowing information and having the experience to connect all the dots and paint the picture, and that’s why our customers work with our truly great services team.