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BPM – Evolved

Six Sigma approach to BPM outdated
By Admire Moyo, ITWeb's portals writer
Johannesburg, 17 Apr 2012


The 'Six Sigma' approach to business process management (BPM) is not yielding the expected benefits, as businesses are rapidly evolving.

So said Steve Towers, co-founder of the BP Group, speaking during the ITWeb BPM Summit, at The Forum, in Bryanston, today.

Six Sigma is a business strategy that seeks to improve the quality of process outputs by identifying and removing the causes of defects and minimising variability in manufacturing and business processes.

Towers likened the Six Sigma approach to weight-loss programmes, saying they typically start off well, generating excitement and great progress, “but all too often fail to have a lasting impact, as participants gradually lose motivation and fall back into old habits”.

Recent studies, he added, suggest that nearly 60% of all corporate Six Sigma initiatives fail to yield desired results.

“We can't solve problems by using the same kind of thinking we used when we created them. Add to that, if you do what you have always done, you will always get what you have always got.”

He explained that Six Sigma failures could be a result of escalation in commitment, which he said refers to the tendency of decision-makers to continue investing in a failing course of action.

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'BPM needs agile approach'
By Admire Moyo, ITWeb's portals writer.
Johannesburg, 18 Apr 2012


Unlike the traditional waterfall approach to business process management (BPM), the agile approach is highly disciplined and flexible.

This is according to John Hayden, chairman of consultancy firm John Hayden and Associates, speaking during the ITWeb BPM Summit, in Bryanston, which was attended by 113 delegates.

Hayden defines a business process as a series or sequence of activities, often across departmental and organisational boundaries, that involves different functional disciplines that are initiated by a trigger. A business process requires input, adds value and produces outcomes for an external or internal customer.

He then explained that the traditional waterfall approach to IT systems development requires that full specifications are completed and signed off before IT development starts.

“Waterfall is very structured, stepping through requirements analysis, design, coding and testing in a strict, pre-planned sequence. Progress is often measured in terms of delivered artefacts like design documents, requirement specifications, test plans or code reviews,” he explained.

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Reporting from BPM Summit:

Cloud BPM: Look before you leap
BPM has evolved and can now incorporate cloud computing solutions – with great benefits for organisations, says Software AG.


BPM Summit in the news:
Plan ahead to avoid BPM headaches
Effective BPM implementation plans should involve close collaboration between vendors, consultants and the enterprise itself, says Ovations' Rachel Stevenson.
Workflow solutions streamline govt processes
Missing documentation, channelling and integrating information, and a lack of capacity to send out high volumes of documentation are a few of the key issues faced by busy government departments.
Recycling enterprise architecture for success
It's cheaper to re-use tools than create new ones. The three 'R's' – recycle, re-use and reduce – are core contributors to business process management (BPM).
Global networks empower organisations
The proliferation of global networks is making organisations more innovative, especially in the wake of skills shortages.
BPM battle: Agile vs waterfall
During process automation, organisations must consider agile and waterfall approaches to business process management (BPM).
BPM drives tech adoption
Business process management (BPM) has proven to be a powerful force in driving the adoption of technology.
BPM: Adapt or die
Business process management (BPM) is changing, and the focus has now shifted to improving customer service, while simultaneously reducing costs and increasing revenue.
Restructuring ERP for business success
Executives are frustrated because they cannot get the information they require from the costly investments made in enterprise resource planning (ERP) and business intelligence (BI).
No big bang approach to BPM
The key to business improvement is getting a process live in the shortest time, so that it is real, and can be seen and understood, and more importantly, improved.
ERP overhaul needed
Most executives complain that enterprise resource planning (ERP) does not deliver on promises.
 
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