Based on numerous projects and lessons learned, here are ten tips to help you with your Business Process Management Software Project.

1. Pick the right first project. Seriously! Don’t pick something too complex or ambitious. This could be both technically and politically problematic. Get quick wins by implementing a portion of the process or select a project with less impact but one you can complete within 90 days or less.

2. Write or discuss ALL use cases. Even simple business processes end up having many variations and paths. Discuss and document (we know how everyone seems the loathe documenting) all the various use cases. It will help you uncover requirements early on instead of once users start testing. An ounce of prevention is worth a pound of cure…just had to say it.

3. Determine measurements/metrics needed up-front. Who is the customer and what are the requirements critical to success. (Considering using a SIPOC Map). And, don’t forget about metrics you will need to measure success. Knowing up front the metrics needed to track, monitor and measure the process can affect your data modeling and data capture plans. You can’t report on data you don’t have.

4. Prototype. Mock-up forms, work lists, etc. To “walk” through the process without all the logic first. It will help the users visualize the process and ‘experience it”. This rapid prototyping approach will help you uncover more requirements prior to doing the major development.

5. Iterate, Iterate, Iterate

Plan for iterations and meet weekly for continuous feedback and course corrections.

Plan for iterations and meet weekly for continuous feedback and course corrections. .

Plan for iterations and meet weekly for continuous feedback and course corrections.

… etc..

6. Test the Forms, Integrations and Flow separately first. Isolating each component and making sure it works first can be helpful in speeding implementation. Use sample data (variables or similar) to test the behavior of the form and process through the various use cases. Test each one independently (does the form hide or show sections as it should, does the process execute properly end to end.) before linking them all together. It makes trouble shooting easier and, if multiple people are on the project it is one way to break down development tasks.

7. Invest in training and support. Don’t short change the knowledge part of your investment. Training and support from the vendor you choose will be money well spent. Consider hiring BPM consultants to mentor you through your first project but be sure your team takes the lead role.

8. Usability and look and feel matter. Often the focus is on process logic and integration. Even a great technically sound process that meets all objectives can be rejected by users when the user experience is the last consideration. Users focus on look and feel and usability, as they should. Brand your BPMS tool (Login, header, etc. – most tools support this as a feature of the tool) Include breadcrumb trail types of markers so a user knows where they are in the process. Consider breaking forms into multiple screens instead of tab style layouts so users know how to progress through the screens. Follow style guides. Focusing on design and usability can make the difference between users loving an application for all the help it provides, or … feeling hatred for it and all the people that dared to foist it upon them.

9. Include all stakeholders in the process. Include representatives from every group impacted in kick-off meetings, prototype reviews, etc or at a minimum, at least get their feedback at critical points in the process (once to-be requirements are complete). If the process is very large and complex, consider breaking into sub sections to keep groups more manageable.

10. Consider future change. What is business process management if not the framework for and basis of agility and continuous change. Don’t just design for today. Consider what types of changes have occurred in the past and what might be likely in the future. What device changes might there be (moves to MACs or Mobile devices), do policies frequently change (so perhaps rules should be exposed in a screen for users to easy change) and so on.

Daniele Chenal is Founder and Editor in Chief of BPM Resource Center.com also known as what is bpm.com. Her expertise spans Business Process Management(BPM), Software Development Lifecycle Management (SDLC) and Product Management and Marketing. Daniele is a member of IIBA, PDMA and is Lean Office Certified.

Daniele Chenal is Founder and Editor in Chief of BPM Resource http://Center.com. Her expertise spans Business Process Management (BPM), Software Development Lifecycle Management (SDLC) and Product Management and Marketing. Daniele is a member of IIBA, PDMA and is Lean Office Certified.

Author Bio: Daniele Chenal is Founder and Editor in Chief of BPM Resource Center.com also known as what is bpm.com. Her expertise spans Business Process Management(BPM), Software Development Lifecycle Management (SDLC) and Product Management and Marketing. Daniele is a member of IIBA, PDMA and is Lean Office Certified.

Category: Computers and Technology
Keywords: bpm, business process management