How can process management tools help you communicate with stakeholders?

Through built-in messaging or platform integration, process management tools can assist with task assignment, progress tracking, and communication with stakeholders and teams. They can also be used to gather feedback from stakeholders at different stages of the process through the use of surveys, forms, or annotations.

Process management tools help organisations create & maintain agreed and validated process diagrams that describe how the processes within the organisation are performed, including sequencing and hand-off points between stakeholders. With agreement on how work is done, it is then possible to assess, document and monitor operational risks, drive continuous improvement, and have very targeted conversations amongst stakeholders around risk, issues and improvement opportunities. Often without an anchor of a process diagram to use as the basis for discussion, conversations can become wayward as stakeholders struggle to orient themselves. Use higher & lower level process abstractions with management or operational staff as appropriate.

Consider incorporating customizable reporting features to allow stakeholders to tailor their views based on their specific needs and preferences. Additionally, integrating automation capabilities for routine tasks can enhance efficiency, freeing up time for strategic discussions and decision-making. Lastly, incorporating a user-friendly interface and providing training resources can ensure widespread adoption and maximize the tool’s effectiveness across diverse stakeholder groups.

Business process management tools' main idea is to provide a common language across the organization to view and evaluate ongoing, planned and retired processes. Unfortunately, the language is not included in the pack, because each organization have their own language(s) and departmental local accents that others might find difficult to understand or even reject. Therefore the challenge of implementing a business process management tool is to create a dictionary that everyone approves. Information Mapping concept from business architecture helps solve this prerequisite. Any effort put in dictionary preparation is well worth its time, helps a lot when it comes to process modeling.

If you look around, there is a lot of choice when it comes to tooling, ranging from free online "diagram" tools, to BPM specific stand-alone tools, or as a specific module in an Enterprise Architecture tool. Generally speaking there is a correlation between the cost of a tool and its productivity / features / look-and-feel. Integration with other systems, such as the EA tool or the GRC tool can be a real headache, so worth thinking ahead about tools that include these as modules, or at a minimum pre-built integrations. Like all tools, your skill in using your tools makes the biggest difference to the outcome rather than the tool itself, two analysts using the same tool can have widely different outputs dependent on their personal expertise.

Highlight the importance of a comprehensive training program to address the learning curve and mitigate concerns about complexity. Emphasize the need for transparent communication about the goals and benefits of implementing process management tools, addressing concerns proactively. Additionally, establish a robust governance framework to prevent misuse and ensure adherence to established rules and controls. Finally, consider conducting regular feedback sessions to assess the tool’s effectiveness and make adjustments based on stakeholder input.

Match the tooling choice to the organisation. Is the organisation starting off on their business process management (BPM) journey, if so choose something simple and easy for people to be productive quickly. However if there's a level of BPM maturity then look at EA tools that have integrated BPM. There is significant benefit in being able to trace processes to capabilities & value streams. Be careful not to confuse BPM tooling with workflow management tooling (which is for task/case assignment & reporting). Although both may have drag & drop features to create process flows, their intended purposes are different, one is used to describe & communicate the operating model of a business and the other is used for business operations itself.

Consider establishing a dedicated support system or help desk to assist stakeholders with any tool-related queries or challenges they may encounter. Encourage continuous learning by providing ongoing training opportunities and resources. Foster a culture of openness to change by showcasing success stories and positive outcomes resulting from the implementation of process management tools. Additionally, emphasize the importance of adaptability, acknowledging that feedback may lead to refinements in the tool’s usage and configuration over time. Finally, integrate real-world examples and case studies to illustrate the tangible benefits achieved through effective utilization of process management tools.

Stress the importance of data security and privacy considerations, ensuring that sensitive information is appropriately handled within the tool. Additionally, promote a collaborative mindset by fostering communication channels and forums where stakeholders can share insights, challenges, and best practices related to the tool. Highlight the need for ongoing monitoring and updates to keep the tool aligned with evolving business needs. Consider showcasing successful implementations and testimonials from stakeholders who have experienced positive outcomes, creating a positive narrative around the use of process management tools.