Project Management - Best Practices In Workflow

Project Management - Best Practices In Workflow - 2002 Giga...

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Planning Assumption Best Practices in Workflow RPA-082002-00012 © 2002 Giga Information Group, Inc. All rights reserved. Reproduction or redistribution in any form without the prior permission of Giga Information Group is expressly prohibited. This information is provided on an “as is” basis and without express or implied warranties. Although this information is believed to be accurate at the time of publication, Giga Information Group cannot and does not warrant the accuracy, completeness or suitability of this information or that the information is correct. © 2002 Giga Information Group, Inc. Copyright and Material Usage Guidelines August 12, 2002 Best Practices in Workflow Connie Moore Giga Position Implementing best practices for human-centric workflow projects is critically important to the overall success of business process management (BPM) initiatives. Because human-centric workflow involves substantial changes to existing business processes, significant modifications in individuals’ work practices and new approaches for application development and integration, the awareness of and adherence to best practices can make the difference between success and failure. Key pitfalls to avoid are failing to staff the project with sufficient business process analysis skills, spending either too much time or not enough time on the “as is” process, failing to plan for exception processing and overlooking key performance factors. While many factors contribute to a successful project, three key lessons learned from successful workflow implementations are: (1) obtain or develop sufficient skills in analyzing, improving and automating business processes, (2) create cross-functional teams with representation from business and IT at the beginning of the project and (3) implement workflow projects in phases, with short implementation cycles that provide successive improvements to business processes. To succeed with workflow, companies must treat BPM as a strategic business initiative. This can be realized by developing an enterprise architecture for workflow that can be implemented in multiple business units, and by realizing that not all business processes can be automated through a single workflow product — it may require two workflow products to support the entire enterprise. Companies that avoid these common mistakes and follow best practices should achieve successful implementations that provide significant business value. Proof/Notes Workflow initiatives can deliver substantial business benefits if implemented properly. These benefits include: = Reducing cycle time so that products and services can be delivered faster to market = Increasing productivity in order to lower costs = Increasing customer service, which leads to greater customer retention and customer acquisition = Increasing the ability to rapidly modify business processes (i.e., architectural agility), thereby reacting more quickly to competitive or market forces
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Project Management - Best Practices In Workflow - 2002 Giga...

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