Defining a BPM Framework for BP3
- May 16, 2008
- 1 Comments
[author’s note: we’re going to publish a number of blog posts that reveal our thought process behind what we do. I guess you could call it looking backstage or behind the curtain. I think this formulation is particularly interesting at the stage of the business that we’re now in. ]
Not Just What. It’s How and Why.
We have a set of services we can offer customers, and in fact we have a list of a good number of those services on our website. That’s the “What” as Lance would say. But we don’t have the How, or the Why.
So Lance has been going through the process of defining the How and Why, and yet boiling it down to a visual that can be easily consumed. All great creative processes seem to require napkins or white boards. We went with white boarding. We now have a great chart on the wall that shows progression over time for achieving improvement in your process based on the three calls to action on our front page of the website: Visibility, Control, and Performance. Each horizontal band captures a discipline, and each vertical band captures a focus area. The intersections are specific services with expected outputs and expected value (return).
To me, the brainstorming around this framework was a lightbulb moment – the “aha” moment that crystallizes all those things we do into an actionable framework. For a given process, you find out what your goals are in terms of Visibility, Control, or Performance (or combination of the above), and where you are in your current progression from top to bottom (timeline reflecting actions taken to date). Based on that, the framework pretty well tells you what you should be looking to do next.
Already decided what to do? Well, our framework will tell you what the expected return on that next step is, and what the expected outputs should be.
We have some interesting ideas for this framework. It let’s us do apples to apples comparisons of projects and processes that, on the surface, are quite different. Which then allows for how we can focus our business growth and business development, because we can talk about statistically significant volume of projects and ROI’s associated. Over the long run this will be a really valuable asset, and in the short- to medium- term it helps us drive a lot of decision-making.
We’re still working on the fit-and-finish for the framework, and it will likely to continue to be a work-in-progress as we build out our business, but watch this space for more details soon.