How do you keep your process models updated and consistent with changing business needs?

Don't loose sight that notation is shorthand to represent ideas or model something. Avoid being constraint to standard notations that cannot represent new ideas nor not intuitive to learn by most in the group. Group can create notation they all can readily understand and clearly define what it means for others when none exist. Unnecessary problem occur, worst problem, when you prioritize BPMN modeler but do not know what to model.

Process notations are languages. Like other languages, they must be intelligible to your stakeholders - and remember, not every stakeholder speaks the same process language. Step 1 in any process management initiative is to understand your audience - your stakeholders. Understand their needs and capabilities. Then let this information inform the process language you employ.

Implement formal change management processes to track and manage updates to process models. Provide training and communication to stakeholders on changes to process models. Use version control systems or software tools to manage revisions and updates to process models.

UPN is a notation that has been used by 1,000s of organizations from Fortune500 to startups. It engages business users, exec, IT and compliance. It easily understood that ownership and maintenance of process models can be delegated out to process owners.

First of all it is not the tool or any other external influence that should set the standard for your business, but the people should agree on how they want to document their processes and systems. For sure they might need some insights of what industry standards are commonly known and used in their specific area of business. This might lead to agreement on a given standard notation or maybe a subset of notation rules from one standard notation. Then of course this agreed upon standard needs to be set as the standard and also made sure that it is always used and understood by all stakeholders.

Governance framework should not be established by itself, apart from current processes and normal operation of the business. As the process evolves from business needs, governance is updated aligning or defining new roles and responsibilities.

A governance framework is crucial for maintaining accurate, consistent, and relevant process models. It involves clear ownership, change management, version control, data quality, documentation, and regular reviews. Effective governance ensures processes align with business needs and adapt to change.

In my experience the implementation of a "Center of Excellence" can be used to address myriad consistency opportunities (best practices, tooling, nomenclature, style guides, process repositories...) and governed using various degrees of prescription. Must have leadership support... In terms of keeping models up-to-date, this body can partner with other internal stakeholder groups, e.g. PMO's, EA, Training to ensure BPM practices are integrated into other project and strategic processes.

This is the most important part of it! The company needs to establish their strategic vision, mission and goals including a thorough strategy on how to achieve them. As part of this company strategy a clear Process strategy needs to be established and with this there comes the need for a clear process governance framework, defining roles, responsibilities, targets and all the needed elements of BPM to make sure that everybody understands their stakes, tasks and benefits from implementing BPM, the needed systems and processes. This framework sets the path to come to valid consistant and updated process models even in changing business environments.

This step right here is probably the most important to answer the question this article asks. I think were on the right track with the COE & Governance frameworks to be put in place. What's the best way to make these things part of business as usual so they don't get left on the shelf? Integration with change control? COE leads responsible for model recertification?

I've found that involving right stakeholders would not be enough if no one can integrate fully and facilitate feedback loop among stakeholders.

Identifying the right stakeholders comes first, then enable them to take their role, inspire and excite them for their process and give them all needed support to fulfill their role... This does not mean that everybody needs to be able to model/document their process but they need to be able to explain all they need to the respective specialists that help them bringing the procvess to life! It is the active process community that supports each other and even steps up to "fight" for the right process commonly in the business.

Stakeholders provide diverse perspectives that enrich the model's relevance, ensuring it aligns with operational realities and strategic objectives. Their engagement fosters ownership and eases implementation, as they're more likely to support what they helped create. Regular stakeholder interaction also helps in promptly identifying and incorporating changes, keeping the process models dynamic and reflective of the current business environment.

The right stakeholders possess valuable insights into various aspects of the business, including operational changes, customer requirements, and strategic goals. By engaging them in the process modeling process, organizations can ensure that the models accurately reflect current operations and future objectives. Additionally, involving stakeholders fosters ownership and buy-in, increasing the likelihood of successful implementation and adoption. This collaborative approach also promotes transparency and accountability, as stakeholders can contribute their expertise and validate the relevance and accuracy of the models, ultimately enhancing their effectiveness in driving business outcomes.

Toda oportunidade de reunir e modelar o AS IS e o TO BE é importante com as partes interessadas. Abrir um canal de melhoria é indispensável para que novas possibilidades possam ser analisadas e incorporadas ao processo modelado. Foi a melhor forma que encontramos para que n?o haja um momento específico e marcado para isso ser feito, pois ele pode nunca acontecer.

O Ciclo de Vida BPM (disponível no CBOK 4) considera o monitoramento da iniciativa e prevê a melhoria contínua do processo à medida que as necessidades da organiza??o e do mercado evoluem. Por tal raz?o, este monitoramento e medi??o de desempenho é fundamental para ajuste de timing e alinhamento à estratégia da empresa a depender de novas prioriza??es e obsolescências.

Better to know where you are now, then know what and how to improve from the issues, gaps and opportunities you identified from your business operations.

Always have a good overview both of how the processes are performing as well as what are the actually needed improvements for the specific process and who does what until when to keep the process valid and up to date. Both have a good dashboard showing the actual process performance and an up to date Process portfolio, that indicates the actual status of the process' continual improvements. A regular BPM maturity assessment keeps you on top of the maturity of your BPM and its specific core processes as well.

By continuously monitoring performance metrics, organizations gain valuable insights into the effectiveness and efficiency of their processes. This data allows for the identification of bottlenecks, inefficiencies, or emerging trends that may necessitate adjustments to the process models. Moreover, measuring performance against predefined KPIs enables organizations to assess the impact of changes and enhancements, ensuring that process updates are aligned with strategic objectives. Ultimately, the systematic monitoring and measurement of performance facilitate agility and responsiveness, empowering organizations to adapt their processes proactively to meet evolving business requirements and maintain competitiveness.

A grande quest?o no monitoramento dos processos é acompanhá-lo de ponta a ponta. Esque?a departamentos. Processos s?o holísticos e pertencem a organiza??o. Estamos muito acostumados à monitorar subprocessos, que é o que mais fazemos, e pouco processos de ponta a ponta.

Utilizing process modeling software is a cornerstone for maintaining dynamic and effective business processes. The ability to use standard notations like BPMN ensures uniform understanding across the organization. Central repositories facilitate version control and historical tracking, while collaborative features enable stakeholder engagement, which is critical for capturing tacit knowledge and ensuring buy-in. Additionally, integration capabilities allow for seamless alignment with existing systems, enhancing overall process efficiency and responsiveness to change.

The key is to use software that puts the real business users of the processes at the center. Only when they are executing the processes will your models be continuously tested and updated. If you can then it's even better to delegate the maintenance of specific processes and work instructions to them, while specialists ensure hierarchy, connections and governance.

In today's dynamic business landscape, utilizing process modeling software solutions offer a structured platform for documenting, analyzing, and modifying business processes swiftly and efficiently. By centralizing process documentation and providing collaborative features, such software ensures that all stakeholders have access to the latest process models. Additionally, advanced modeling capabilities allow for easy adaptation to changing business needs, enabling organizations to stay agile and responsive. Ultimately, leveraging process modeling software enhances operational efficiency, streamlines communication, and facilitates continuous process improvement, thereby driving overall business success in an ever-evolving environment.

Elements.cloud supports UPN but can be used to draw other diagram styles. But importantly it has access rights, version control and linking to external documents

Além de unirmos o AS IS e o TO BE, desenvolvemos a solu??o numa plataforma de BPMS. Em um único lugar, temos todo o arcabou?o explicativo e documental do processo, além do aplicativo gerado e seus versionamentos. O resultado é a diminui??o expressiva dos custos de manter a realidade do processo comparado com o que está modelado e automatizado.

The communication is important (like always)! Only if everybody (involved or not) has aclear unserstanding and overview of how we work and what is new and changed (and why), people are willing to adapt and follow new processes or even implement changes to their daily work routines. A well accepted, active and communicative Process Community as the centerpoint of this.

In my experience, process VISIBILITY has oftentimes been the lynchpin or downfall of updated and consistent business processes. Value can and will be lost when processes are kept up to date but aren't visible for business reference and adoption. By making these current processes visible to all affected stakeholders frequently, the value proposition of the process is realized, causing a domino effect on the process lifecycle's continuous improvement.

Other criteria's to be considered could be suggested as: * Being adaptive and constructive in current business process model without loosing vision from target to be achieved. * Proactive connect with external world for any emerging enhancement forecasting any impact in existing compliance.

Critical factors include establishing robust communication channels to gather feedback from stakeholders, conducting regular audits to identify discrepancies, and employing agile methodologies for iterative improvements. Additionally, fostering a culture of continuous improvement encourages team members to proactively suggest updates based on evolving requirements. Leveraging automation tools streamlines the process of updating models while ensuring accuracy and efficiency. Moreover, investing in employee training on model maintenance enhances proficiency and ensures adherence to best practices. By considering these factors, organizations can maintain relevance and effectiveness in their process models amidst evolving business dynamics.