3 společnosti, 3 úrovně CMMI, 3 projekty BPM

V tomto týdnu byl na portálu BPTrends vystaven pozoruhodný článek Paula Harmona, srovnávající 3 projekty BPM. Liší se v řadě směrů, m.j. stupněm zralosti procesů. Autor prezentuje poznatky ze všech tří projektů a srovnává jejich předpoklady, postupy a výsledky. Z článku cituji část úvodu, závěrečné odstavce popisu každého projektu a závěr článku.

Three Companies, Three Projects

In a complex domain like BPM, where the process maturity of organizations varies so greatly, appropriate action really does depend on a variety of conditions that a good consultant will need to understand before he or she can respond to the question appropriately.

The CMMI Maturity defines a simple model for understanding an organization's Process Maturity. Organizations at Level 1 have few, if any, processes defined, while organizations at Level 5 have most all their processes designed and are managing the organization from a process perspective.
This is one company and one project - an initial process improvement project conducted by a CMMI Level 1 company that is trying to gain an initial understanding of process.
This is a second company and a second project: A business process architecture effort
undertaken by a CMMI Level 2 company that is trying to lay the groundwork for becoming a real Level 3 company
This is a third company and a third project: In this case, a CMMI Level 2.5 company
elected to integrate three different departmental processes into a value stream, and then automate the management of that value stream with a BPMS software package. And, in the course of the project, the IT BPM team acquired the skills required to use the BPMS software for other applications.
The World of BPM

We have just skimmed the surface of the possible process projects. One of these companies might have elected to apply Lean to all their departmental processes to achieve more efficient value streams. One might have decided to grow their Six Sigma group to save money on lots of small projects while developing a more process aware workforce. Or, it might have decided to use the Supply Council's SCOR framework to analyze their supply chain and Berger integrate it with their upstream and downstream partners.

There is no single right approach. Company One wasn't in a position to do what Copany Two or Three did - they needed to get some small-scale process successes and some experience before trying anything else. Company Two, however, could have invested in BPMS rather than a business process architecture, and Company Three might have elected to start with the development of an architecture to move to CMMI Level 3. In fact, as the two companies become more experienced, Company Two will probably begin to explore BPMS for certain projects and Company Three will want to develop a more comprehensive understanding of its value chains as it seeks to gain more control over its enterprise-wide process management and measurement efforts.

Organizations start in different places. They bring different objectives, capabilities and constraints to the table. There are lots of options, each of which would make the copany more efficient. An individual assigned the job of moving process forward at an organization needs to weigh the factors and choose a path that recognizes the organization's maturity, that takes advantage of the organization's existing capabilities, that fits well with the organization's culture, and that can gather support from management.

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