LEAD Reference Content:BPM Change Management Lifecycle - Revision history

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{{DISPLAYTITLE: BPM Change Management Lifecycle}}
== Business Governance Lifecycle ==

[[File:BPM Change Management Lifecycle.png|thumb|800px|Figure 1: BPM Change Management Lifecycle.]]

'''Document:''' [[Media:BPM Change Management Lifecycle.pdf|Download the 'BPM Change Management Lifecycle' poster.]]

[[Category: Change Management]]
[[Category: Lifecycle Management]]
[[Category: Process Management and Process Optimization]]

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−	~~{{DISPLAYTITLE: BPM Change Management Lifecycle}}~~
−	~~== BPM Change Management Lifecycle ==~~

−	~~=== Introduction ===~~
−	In this article, we will focus on what Business Process Management (BPM) Change Management is, why it is needed, when it can be applied, and the benefits of applying it. We believe that the principles of BPM Change Management are relevant to any organization, independent of industry, business model, or one’s operating model. Change is a challenge faced by all organizations; it not only impacts the strategic aspects, the business models, the employees, and the way an organization utilizes technology. The degree of outside change influences the organization’s ability of being able to keep in control the way it works in terms of its activities. When an organization manages the changes befalling the organization, it must also actively manage the change of its business processes. Therefore, in this article we will also discuss lessons learned in terms of what works and what does not around BPM Change Management and how the concepts can be developed in the BPM Center of Excellence (CoE), and applied in the BPM Life Cycle method.
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−	~~=== Lessons Learned Around BPM Change Management ===~~
−	Like many other organizations as well as practitioners working with change man- agement, we make good use of Elisabeth Kübler-Ross’s work on stages people go through as they deal with organizational change and transformation. The reason this is important is the phenomenon referred to as “the valley of despair.” That, unless tackled rightfully with change management aspects, the organization will suf- fer, and the benefits wished by the organization will be far less than expected. Without a strong change management approach, outcomes can be poor, to say the least. Many benefits and gains may be obtained by managing change, among them is that it prepares the organization for the “valley of despair” and how the orga- nization can react.
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−	~~There are also Kotter’s well-known recommendations for change:~~
−	~~#Establish a sense of urgency~~
−	~~#Form a powerful guiding coalition~~
−	~~#Create a vision~~
−	~~#Communicate the vision~~
−	~~#Empower others to act on the vision~~
−	~~#Plan for and create short-term wins~~
−	~~#Consolidate improvements and produce more change~~
−	~~#Institutionalize new approaches~~
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−	Although this is understood in Organizational Change Management (OCM), this is not really applied the same way to BPM. Although the role of technology, process design, process modeling, and all other factors in the business process management field should not be de-emphasized, this is an intuitively true statement that the major impediment to the successful implementation of a business process change is frequently the poor change management approach adopted.
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−	Therefore, analyzing and understanding the impact of change to the organization must be an integral part of a BPM CoE and the BPM process cycle of continuous improvement. Identifying the process and drawing it in BPM Notations, and then publishing, will not enable change. It can enable standardization, also integration, but not change. As Michael Hammer said in 1993, “Coming up with ideas is the easy part, but getting things done is the tough part. The place where these reforms die is …down in the trenches.” Moreover, who ‘owns’ the trenches? You and I do, and all the other people working with processes. Change imposed on the ‘trench people’ will not succeed without being part of the evolution or revolutionary process of change”. One needs to consider the change drivers in the various business areas and groups, the organizational competencies impacted, then the flow of the end- to-end business processes - those that span business functions and organizational boundaries. Determine how the change affects discrete business processes as well as how changes in various processes affect related processes and business functions.6 Some organizations are better than others working with change and adapting it into their BPM work. As Paul Harmon wrote, “Process Management and Change Management are tightly coupled”.
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−	~~[[File:BPM Change Management Lifecycle.png\|thumb\|800px\|Figure 1: BPM Change Management Lifecycle.]]~~
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−	~~'''Document:''' [[Media:BPM Change Management.pdf\|Download the 'BPM Change Management' article.]]~~
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−	~~'''Poster:''' [[Media:BPM Change Management Lifecycle.pdf\|Download the 'BPM Change Management Lifecycle' poster.]]~~
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−	~~[[Category: Change Management]]~~
−	~~[[Category: Lifecycle Management]]~~
−	~~[[Category: Process Management and Process Optimization]]~~

← Older revision		Revision as of 13:05, 1 February 2017
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	{{DISPLAYTITLE: BPM Change Management Lifecycle}}		{{DISPLAYTITLE: BPM Change Management Lifecycle}}
−	== ~~Business Governance~~ Lifecycle ==	+	== BPM Change Management Lifecycle ==

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 {{DISPLAYTITLE: BPM Change Management Lifecycle}}
 == BPM Change Management Lifecycle ==
 [[File:BPM Change Management Lifecycle.png|thumb|800px|Figure 1: BPM Change Management Lifecycle.]]
-'''Document:''' [[Media:BPM Change Management Lifecycle.pdf|Download the 'BPM Change Management Lifecycle' poster.]]
+'''Document:''' [[Media:BPM Change Management.pdf|Download the 'BPM Change Management' article.]]