Digital Solution Engineer at a tech services company with 1-10 employees
Real User
2021-10-26T09:30:21Z
Oct 26, 2021
Hi,
When having the appropriate competencies, I believe we need to start with the process which is causing the biggest problems in the company, which take much time and resources.
Let's take an example of an insurance company: Claim Request can be a good use case.
Otherwise, if we are planning a long trip with process automation, and we don't have the appropriate competencies, I suggest going with simple processes and building a Workflow named "Suggest an Automation" allowed to all the employees - this could be beneficial.
Search for a product comparison in Business Process Management (BPM)
Your question leads me to another question: which business problem do you want to manage now? An organization is a collection of processes. You can not pick all or any process based on the preference. Business Processes are categorized as Management, Core, and Support Processes. An end to end cross-functional process involves the combination of these three types of processes. For every end to end process, we set the target. Each E2E process is assessed as Target Vs Actual. In case the Actual is not meeting the target, it qualifies for "Response" i.e. improvement.
depends on the requirements and process itself. I agree previous answers, but a a small checklist of things to be checked is always good:
- is my process more like a flow-chart? all states are well defined within the process and they are also predicted. The transition is static.
- is my process more like a state-machine? all states are defined as well as their transitions in form of rules - rule engine perhaps - and the process states are defined but rather not predictable.
Based on these 2 question you known what kind of BPMN we will need and how complex it will be to improve your process with a BPMN framework / software.
Now back to your question, the highest impact will be there where the process can be improved by reducing the user interaction, redundant / overhead in system integration / communication and/or orchestrating complex/different system API interaction.
Whether or not BPM software is used, there are basically no processes that can't benefit from improvement. That said, begin by looking at processes where folks frequently say "But we have always done it that way." That has been a key sign of a process ripe from innovation. Also consider processes that require someone up the organizational change to review before the next step can take place. Many times, those reviews are not necessary when the process can be improved by adding validations and rules to the input earlier in the process.
Start small, but with a key process (leave/time off requests, for example). Build quickly, deploy quickly, then scale.
It is well known that corporate IT has limited resources, and so they have a "big" backlog of software bug fixes and enhancements to develop into existing systems, in addition to the new software applications pipeline.
With that in mind, it is worth it to automate either time-consuming and/or repetitive departmental processes, I mean to be used only inside employees in HHRR, F&A, Manufacturing, and so on. IT by definition is always involved in corporative IT efforts, hardware, software, information systems or communication projects (cross-functional projects). Projects invisible to IT are mostly those business function delimited. So end-users and tactical/middle management should focus BPM/RPA efforts in closing digital gaps to promote agility and/or try to implement innovative automation with no code/low code ( for more technical end-users) development platforms.
First of all, before you introduce a BPM software, it is very important to understand your current business processes and how activities are done. So look through your processes, you can choose to start small and simple. Pick out a process that is simple &small and introduce the BPM software before you roll out to the whole organization-it can be your pilot study.
Secondly, look out for processes that are relevant to your organization and bring value to your business and consider introducing BPM software to improve and make them more efficient. This will also enable you to identify those processes that are redundant and you need to get rid of. Remain with only those that are relevant to your organization's goals.
Thirdly, look at processes that involve a number of people, so collaboration and task assignment benefits from software support.
Finally, lookout also for processes that have repetitive activities and tasks, these are also a good choice for automation.
Some practical examples of processes I can think of include; HR process i.e. hiring and on-boarding of new staff process, finance process i.e. customer invoicing, management process i.e. approvals.
President & CEO at Muraai Information Technologies Pvt Ltd
User
2021-10-26T11:16:13Z
Oct 26, 2021
Considering any Industry, Accounts Payable and Financial process is the most crucial part of the business. Keeping them clean and under control resolves more than 50% of business problems. Therefore, accounts Payable process automation is the right place to start and expand to the entire procure to pay, and then one can span it out to other business functions.
Consultant at a tech services company with 10,001+ employees
MSP
2020-06-24T11:56:24Z
Jun 24, 2020
The processes which involve Routing/delegating work different users. Also where there are many sub processes/external ApI calls/assignments in an end to end process. BPM tools are build for change and reusabilty of smaller sub-processes.
Hi,
When having the appropriate competencies, I believe we need to start with the process which is causing the biggest problems in the company, which take much time and resources.
Let's take an example of an insurance company: Claim Request can be a good use case.
Otherwise, if we are planning a long trip with process automation, and we don't have the appropriate competencies, I suggest going with simple processes and building a Workflow named "Suggest an Automation" allowed to all the employees - this could be beneficial.
Your question leads me to another question: which business problem do you want to manage now? An organization is a collection of processes. You can not pick all or any process based on the preference. Business Processes are categorized as Management, Core, and Support Processes. An end to end cross-functional process involves the combination of these three types of processes. For every end to end process, we set the target. Each E2E process is assessed as Target Vs Actual. In case the Actual is not meeting the target, it qualifies for "Response" i.e. improvement.
Hi,
depends on the requirements and process itself. I agree previous answers, but a a small checklist of things to be checked is always good:
- is my process more like a flow-chart? all states are well defined within the process and they are also predicted. The transition is static.
- is my process more like a state-machine? all states are defined as well as their transitions in form of rules - rule engine perhaps - and the process states are defined but rather not predictable.
Based on these 2 question you known what kind of BPMN we will need and how complex it will be to improve your process with a BPMN framework / software.
Now back to your question, the highest impact will be there where the process can be improved by reducing the user interaction, redundant / overhead in system integration / communication and/or orchestrating complex/different system API interaction.
Whether or not BPM software is used, there are basically no processes that can't benefit from improvement. That said, begin by looking at processes where folks frequently say "But we have always done it that way." That has been a key sign of a process ripe from innovation. Also consider processes that require someone up the organizational change to review before the next step can take place. Many times, those reviews are not necessary when the process can be improved by adding validations and rules to the input earlier in the process.
Start small, but with a key process (leave/time off requests, for example). Build quickly, deploy quickly, then scale.
It is well known that corporate IT has limited resources, and so they have a "big" backlog of software bug fixes and enhancements to develop into existing systems, in addition to the new software applications pipeline.
With that in mind, it is worth it to automate either time-consuming and/or repetitive departmental processes, I mean to be used only inside employees in HHRR, F&A, Manufacturing, and so on. IT by definition is always involved in corporative IT efforts, hardware, software, information systems or communication projects (cross-functional projects). Projects invisible to IT are mostly those business function delimited. So end-users and tactical/middle management should focus BPM/RPA efforts in closing digital gaps to promote agility and/or try to implement innovative automation with no code/low code ( for more technical end-users) development platforms.
We started with customer-facing processes in order to reduce acquisition friction and improve customer experience.
First of all, before you introduce a BPM software, it is very important to understand your current business processes and how activities are done. So look through your processes, you can choose to start small and simple. Pick out a process that is simple &small and introduce the BPM software before you roll out to the whole organization-it can be your pilot study.
Secondly, look out for processes that are relevant to your organization and bring value to your business and consider introducing BPM software to improve and make them more efficient. This will also enable you to identify those processes that are redundant and you need to get rid of. Remain with only those that are relevant to your organization's goals.
Thirdly, look at processes that involve a number of people, so collaboration and task assignment benefits from software support.
Finally, lookout also for processes that have repetitive activities and tasks, these are also a good choice for automation.
Some practical examples of processes I can think of include; HR process i.e. hiring and on-boarding of new staff process, finance process i.e. customer invoicing, management process i.e. approvals.
Considering any Industry, Accounts Payable and Financial process is the most crucial part of the business. Keeping them clean and under control resolves more than 50% of business problems. Therefore, accounts Payable process automation is the right place to start and expand to the entire procure to pay, and then one can span it out to other business functions.
The processes which involve Routing/delegating work different users. Also where there are many sub processes/external ApI calls/assignments in an end to end process. BPM tools are build for change and reusabilty of smaller sub-processes.