Stakeholder Management
Generate understanding, motivation, and commitment to process management. This may include communication about process management approaches, success stories, lessons learned, potential value opportunities, and value realized.
Improvement Planning
Practices-Outcomes-Metrics (POM)
Representative POMs are described for Stakeholder Management at each level of maturity.
- 1Initial
- Practice
- Encourage project managers to highlight any benefits of using improved processes.
- Outcome
- Awareness of the existence and potential value of BPM begins to emerge.
- Metric
- No metrics.
- 2Basic
- Practice
- Have a person or group with assigned authority, begin to propagate common messages about some aspects of BPM among members of an informal community of interest and among potential sponsors of BPM.
- Outcome
- Enthusiasm about the benefits of BPM builds among employees and decision-makers. A sense of community among practitioners takes hold.
- Metrics
- Number of standard BPM communications or demonstrations given.
- List of business units and departments receiving BPM communications or demonstrations.
- 3Intermediate
- Practice
- Ensure that the BPM Community of Practice meets on regular basis to learn and propagate best practices among BPM practitioners.
- Outcome
- BPM Practitioners feel as if they are part of a unified community.
- Metric
- Satisfaction levels of participants in the BPM Community of Practice.
- Practice
- Develop a BPM Stakeholder Plan that includes targeted messages for key stakeholders, such as senior managers and project managers.
- Outcome
- Managers understand the rationale for improved process management.
- Metric
- List of key stakeholders receiving targeted messages and frequency of messaging.
- Practice
- Capture and propagate BPM case studies and testimonials.
- Outcome
- Employees are receptive to participation in process improvement efforts.
- Metric
- Sampling of the degree of effectiveness of case studies and testimonials.
- Practice
- Launch and maintain a website providing information about BPM.
- Outcome
- BPM practitioners and other personnel can find the information they need about BPM in a self-service environment.
- Metric
- Satisfaction levels with the effectiveness of and ease of access to information in the BPM website.
- 4Advanced
- Practices
- Dedicate full-time resources to gather, develop and communicate case studies, best practices and benefits.
- Support a management culture that values process management.
- Outcome
- A growing reputation for process excellence is considered a valuable attribute of the organization.
- Metric
- BPM reputational measures from shareholders, employees, and prospective employees.
- Practice
- Report and communicate, throughout the organization, on BPM progress, BMP insights, and lessons learned.
- Outcome
- Personnel have a good understanding of the ongoing journey associated with BPM
- Metric
- Percentage of sampled personnel receiving targeted messages.
- 5Optimized
- Practice
- Have the organization's BPM practitioners and senior managers give presentations to various internal and external forums using materials designed by communications personnel to convey key messages about the organization's BPM initiative.
- Outcome
- The organization is broadly recognized as a paragon of BPM excellence.
- Metric
- List of awards for process management and process excellence.
- Practice
- Incorporate into stakeholder plans, the requirement to leverage the value of BPM, broadly across the business ecosystem.
- Outcome
- Stakeholder groups serve as key advocates for the organization's process management approach.
- Metric
- Table of recommended advocacy positions agreed or endorsed.
- Practice
- Use public relation programmes to externally promote the organization as a leading example of BPM best practice.
- Outcome
- The value of the organization's reputation and goodwill increases
- Metric
- Price-Earnings Ratio (For-profit organizations only).