BP Group – Process & Performance News – January 2009
A periodic update for all things process

New Discussions (27) and Articles | BPM - Top Down or Bottom Up | What are the differences between BPM, BPR, BPI etc.? | Lean Six Sigma is dead? | Change Management approaches |

CaseStudies (for download) - BPM Behaviours and BPM & Complexity

Certified Process Training - NEW 2009 programme underway |
Middle East / Europe / USA/Australia

BP Group Linked-in | Exceeds 1000 members in 9 weeks and New Special Interest Groups

News from the front line| Theo Priestley (BPGroup's Chair of Innovation) - Celtic exec seminar?

Welcome

Especially to the new members! Despite the tough economic climate BPM is stronger than ever with events spawning like no tomorrow. Our own Executive series gets underway in Scotland (in conjunction with the Scottish Malt Whisky Society) during March and there's a range of new community activities, case studies and downloads.

The new book is taking shape (thanks to the many researches and contributors!) and you can catch up with me in India, UK, Dubai, Saudi Arabia and the US before Easter.

BPGroup Linkedin - Join the discussion, network and participate in our Special Interest Groups

BP Groups main forum. general discussions, networking and special offers. Join Here.		The Financial SIG, chaired by John Corr, CEO of City Process Management.		The Innovation SIG chaired by Theo Priestley, Head of BPM & Organisational Performance Process Maverick Limited.

Latest Discussions include

Trying to figure out how BPM works is like solving a giant jigsaw puzzle. You can approach it in one of two ways. Using the “top down” approach (Process Architecture) , you start with the image of what the solved puzzle should look like, and use this to decide which pieces to ignore and which pieces to search for. The other approach is “bottom up” (Six Sigma), where you focus on the individual pieces themselves. You study them for unusual features and look for close matches with other puzzle pieces. If you don’t have a picture of the puzzle’s solution, the “bottom up” method is sometimes the only way to proceed. Lacking a good framework for understanding processes, organisations have been forced to stick with the “bottom up” approach. This tasks is Herculean if not impossible, with a puzzle as complex as an organisational structure.

Join the debate now with David Collett, Alex Samarin, Tony Puah, Mohammed Thiab and others

I wanted open this question up to the group as I've had so many different responses.
I think this is a good one to ask in the BP Group as it is made up of a diverse group of BP professionals.

Dennis Rohan has responded with a lucid and pragmatic range of definitions.
Contributions include a dozen others... review here now - and add your own...

A seemingly innocuous question posed by Raed has provoked a varied response.
Jack Lockhart, Change Management Consultant says "The change plan depends on what you are trying to achieve. The scope and methods are very different for different projects and even for different audiences within a single project. For example, if you are implementing a new applications that required many people to change the way they do their day-to-day work (ERP, CRM, etc), you would use different approaches to address each of the following broad audiences... " and Jack goes on to describe the different strategies depending on the stakeholders.
Steve McGrady (MD at Meridan 1) on the other hand has offered a set of slides to help.

Visit the ongoing debate here....

John Corr, Chair of the FS SIG started this debate asking whether LSS had run its course. Needless to say this is an emotive issue with many people very positive or very negative. Views are polarised - what do you believe? You can join the debate with recent contributions from over 20 participants

Join the debate here.

The next is a very interesting contribution from BP Group stalwart Raju Oak,
whose contribution in 2005 "Elements of BPM Practice"
broke new ground.

This time he turns his attention to the issue of complexity and how we can unravel the mess created by years of process mismanagement.

Click the presentation to download.

Celtic Executive Seminar?

"What a difference a day makes...", or so the song goes and in the world of Advanced BPM nothing is truer. With the New Year bells still ringing in his ears our Chair of Innovation, Theo Priestley, decided to launch his new venture and help organisations tackle the years ahead climbing out of the credit crunch.

Partnering with the BPGroup & CityProcessManagement, Process Maverick Limited (you can't be Chair of Innovation without being a little maverick too!)is solely concentrating on issues such as Organisational Performance, Business Improvement and Process Innovation as companies look inward (or should that be Outside-In !) for efficiencies, cost reduction and increasing the customer experience.

Based in bonny Scotland but with a Global network, Process Maverick is also helping the BPG set up it's first 1 Day Senior Exec seminar and Theo will be bringing his unique views on BPM and challenging the attendees on how they intend to push their businesses forward for growth using Advanced Process Management and those elusive Successful Customer Outcomes."

Find out more and Register for the Seminar here (first come first served) which will be hosted by the Scottish Malt Whisky Society in Queens Street, Edinburgh. (Early Bird discount of £450 GBP.

Our sponsors:
If you haven't met City Process Management they are a global firm specialising in helping
financial institutions - here's their claim to fame and a link:

"We help financial institutions struggling with the challenges of delivering
accelerated cost reduction within your IT and back office operations.

Our promise - to increase your productivity by at least 15% within 90 days,
even when Lean and Six Sigma have stopped delivering for you.

Our fees are guaranteed against delivering your results."

To learn more about how you can achieve these results go to www.CityProcessManagement.com

				Perth - Sydney (click to review)