Questions and Answers of Business Process Management

Can you implement a BPM project without technology?
Name a couple of ways in which technology can assist with BPM in your organization.
How would you define BPM and explain each of the key words and phrases in your definition?
Explain each of the aspects of the transformation/BPM house, as well as each of the subcomponents, and state why you think they will be important to an enterprise-wide implementation of BPM.
Where did BPM have its origins?
List the five mystification factors and their relationship to “reality.”
In the iceberg syndrome, what are the six different viewers’ perspectives that appear above the waterline?
Why is people change management important and how much effort should a BPM program expend on it?
What are the various types of BPM activities?
Who is the typical leader of each?
Describe the role of the typical BPM leader.
What are the two types of operational management of business processes?
Describe the high-level responsibilities of a process owner/steward.
How should an operational manager be involved in the business-as-usual activities of managing business processes?
What is the difference between a business driver and a trigger?
Why is it important to clearly understand what your business drivers and triggers are?
What other possible factors may influence how you start a BPM activity within your organization?
Who is the typical driver for each type of BPM activity?
What are the advantages and disadvantages of the bottom-up approach?
What are the advantages and disadvantages of the top-down approach?
Which approach has been shown to work in an enterprise-wide BPM implementation and why?
What is the biggest mistake that many organizations make when using the top-down approach?
What are the common objections to first improving the processes?
What counterarguments would you bring in?
Describe how a project manager views the “process versus automation first” question.
Describe how a business manager views the “process versus automation first” question.
Describe how an IT manager views the “process versus automation first”question.
Describe each of the BPM enablers and their components.
Describe how each enabler would benefit your business and when it is not appropriate to use them.
Describe how each component fits together.
Why is customer-centricity alone not enough?
Why is employee-centricity alone not enough?
Describe the difference between employee satisfaction and service.
Describe Herzberg’s motivation-hygiene theory.
How do the two components of this theory work together?
Define the meaning of BPM foundations and what it will do.
Define the meaning of BPM enablement and what it will do.
Describe how these fit into the BPM house.
For what type of BPM activity is the establishment of BPM foundations and enablement important?
Create a list of benefits of these phases.
Why is just adopting a few high-level steps and a bunch of suggested tools not enough?
What are some of the common pitfalls with regard to BPM methodologies?
Why do you need a structured approach for implementing process improvements?
What are the components of a BOM?
What are the four aspects of the BPM success stool?
Why is the fourth aspect important?
What are the components of business capability?
Briefly describe each of the 10 phases of the 7 FE Project Framework.
Briefly describe each of the three essentials of the framework and why they are important.
Why does a “one approach fits all” approach not work?
How are BPM activities initiated?
Describe the typical triggers associated with each.
Describe how the first three phases of the 7 FE Framework (Foundations, Enablement, and Launch) are used depending on which BPM activity initiative is applicable and the type of BPM activity that is
Describe how the process maturity of an organization influences the BPM implementation scenarios.
When is it acceptable to skip a 7 FE Framework phase?
Describe the strategy execution void and the relative importance of strategy versus execution.
Provide a brief explanation of why strategy should be involved with BPM activities.
Provide a brief explanation of why BPM should be involved in the creation of the strategy, and how BPM supports a digital customer and digital workplace strategy.
Describe the difference between “project execution” and “operational execution.”
Describe the difference between “operational efficiency” and “management effectiveness” processes.
Provide six examples of management effectiveness processes.
How will the Treacy and Wiersma (1997) strategic choices selected by the organization influence process design and the impact on people, process, and technology?
Will the BPM maturity of the organization impact the implementation of BPM and, if so, why?
Is it necessary to understand the organization’s business drivers for BPM and, if so, why?
How will BPM activity width impact a BPM approach?
What are the benefits of conducting the Red Wine Test?
How will the selected BPM approach impact the likelihood of success?
The selection of the BPM TOM components will impact how BPM is implemented within the organization. Why?
The Enablement phase is only necessary in certain BPM circumstances.What are these circumstances and why is the Enablement phase necessary?
What is usually the best method to create the TOM components?
What are the five levels of a process asset structure? Provide a brief description of each level.
Describe the six aspects of strategy and execution governance.
Describe a sample organizational process governance structure.
Describe how you ensured traceability between the strategy and the BPM Center of Excellence activities.
What is process architecture and what are its typical aspects?
Why is process standardization not always the right choice?
What is a process asset and what are the benefits of having it?
Describe a benefits management framework and list five aspects of it.
What are the purpose and benefit of performance management guidelines?
How can people process capability be built and why is it important?
Why is matching the organizational design to business processes important?
How does technology contribute to BPM enablement?
What is the purpose of communication at this stage of the BPM activity?
What is the purpose of the team completing the initial stakeholder interviews?
Is it important for the BPM team to have a high-level understanding of the business processes in, or potentially in, scope?
Define an agenda for the executive workshop and the purpose and outcomes from each agenda item.
What are the potential benefits of the Process Selection Matrix and the Process Worth Matrix?
Do you need to develop a high-level implementation plan at this stage, and if so, why?
Create an example of a BPM activity (project) team structure and briefly explain the various roles within the team.
You are running an executive workshop(s) to obtain a high-level process view and identify key areas for improvement and areas impacted by the move to a single Student and Finance solution.During the
What are the pros and cons of modeling the current process?
What are typical agenda items in an Understand workshop?
What are the deliverables of the Understand phase?
What are the key risks of the Understand phase?
You elect to conduct several Understand phase workshops to process model (map) the current processes, gather high-level metrics, and complete the People Capability Matrix.You have also elected to
What is unique about the Innovate phase?
What should executive management agree prior to the Innovate workshops?
What type of involvement is required from internal and external stakeholders?
How can Innovate workshops be structured?
What validation needs to be completed prior to approval?

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