Issue link: https://epubs.iltanet.org/i/18157
LEVERAGING PROJECT MANAGEMENT PHILOSOPHIES TO DELIVER A SUCCESSFUL BPM INITIATIVE of BPM and specifically how manual processes will be replaced with a more efficient workflow system. Let users know the roles that they will play within the workflow. Be prepared with a strategy to work with those who will try to circumvent the system by continuing to use the previous manual process. • Carefully monitor the dependencies and milestones for delays and ensure the deliverables are produced with quality. You may find that you need to increase time or resources to meet quality standards. • When you are asked to make changes the process, review each one to determine the benefits, and weigh those against increased costs or schedule delays. If you have diligently documented the process, the changes requested should be limited to improvements in workflow. When possible, add enhancements to additional phases of the implementation so that users know their requests are not ignored, but be sure you can still deliver your project on time and within budget. By the end of the implementation and control phases you should have a fully implemented BPM workflow and formal documentation supporting the process. The controlling phase ensures that the project adheres to timelines, budget and other constraints defined in the planning stage. COMPLETION At this point the project team usually walks away feeling a sense of pride and relief that the project was successful. After you have accomplished the implementation of your BPM project, however, one last step is required to make sure that the new process continues to grow and adapt as your requirements evolve. Meet with your team to confirm that all documentation is completed, including any changes to workflow, policies and software configurations. Now is the time to transfer ownership from the vendor or other administrators to your project sponsor and IT department. Make sure everyone in these departments understands their day-to-day responsibilities in addition to what tiers of support are available to them internally and externally. Report on the project successes and future initiatives to firm management. Include in your scope statement what your baseline goals and constraints were, what goals were accomplished and where any improvements are needed. Be sure to acknowledge the project team members’ work and the support received from various members of the firm. Finally, discuss any additional enhancements to the process that you have decided to complete in a later phase and develop a timeline for completion. If there are changes introduced to the process, be sure that there is a communication plan in place that allows for notification of any changes to be delivered to the right parties. While many firms do not support a full project management initiative, the benefits of following some project management basics are vital to the success of a BPM project. With the successful completion of your first BPM implementation, you can look to more complicated BPM projects such as new matter intake, recruiting and marketing projects. ILTA www.iltanet.org Project Management 19