Once again I defer to Amber Naslund over at the Altitude branding blog for her excellent post entitled Five Simple Questions, No Easy Answers.
It prompted me to see if there are similar questions that could arise in the process world
1. If you could change something about the way process management is tackled as it is right now, what would that be? Why would that improve things?
2. Give me a definition of 'process management' for a newbie, and you can’t use the words “BPM”, “Software as a service”, "process" or “tool”.
3. I’m a successful company, and I’m not yet looking at managing my processes or defining a process management capability. Why should it matter to me if what I’m doing isn’t broken?
4. Tell me the real challenges I’ll encounter as a business when I’m starting managing my processes. Now tell me why I should bother overcoming those when I have enough issues to deal with already - especially in this current economic environment.
5. Take 'process management' out of the sandbox. Tell me how else it moves business forward, operationally, culturally, otherwise, and how I can justify the cost of doing this.
What other questions are bugging you? (I have one more)
6. If people keep talking about BPM as something that is tool based, does it mean that I can't do this without spending money on equipping my organisation with these tools?
It prompted me to see if there are similar questions that could arise in the process world
1. If you could change something about the way process management is tackled as it is right now, what would that be? Why would that improve things?
2. Give me a definition of 'process management' for a newbie, and you can’t use the words “BPM”, “Software as a service”, "process" or “tool”.
3. I’m a successful company, and I’m not yet looking at managing my processes or defining a process management capability. Why should it matter to me if what I’m doing isn’t broken?
4. Tell me the real challenges I’ll encounter as a business when I’m starting managing my processes. Now tell me why I should bother overcoming those when I have enough issues to deal with already - especially in this current economic environment.
5. Take 'process management' out of the sandbox. Tell me how else it moves business forward, operationally, culturally, otherwise, and how I can justify the cost of doing this.
What other questions are bugging you? (I have one more)
6. If people keep talking about BPM as something that is tool based, does it mean that I can't do this without spending money on equipping my organisation with these tools?
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