BPM Communication (Part 1) – Description of the process area

Recently I wrote a blog on BPM communications describing a case showing how and why communications is important in a BPM project and how to deal with this topic. This is the first part (of 4):

  1. Description of the process area
  2. BPM Communications in B-Air Airline Company
  3. BPM Communications strategy and plan
  4. New developments and innovations

One of the main drivers for BPM is to create operational excellence and agility in your process environment. Nowadays processes that are effective and governable, that lack differentiation in its outcome and that are adaptive, changeable and manageable are the main driver for success. First step in order to reach operational excellence and agility in your processes is to scope, design and describe the to-be situation and to determine added-value from your process organization. While doing so the target audience, people that have a stake in the process, has to be taken as a starting point. Proper communications management takes care of all people with their stakes, roles, responsibilities and requirements in the BPM project but also in the targeted process and in its execution and management.

 The short description of Communications Management given in the BPM Framework by IDS-Scheer (http://www.ariscommunity.com/users/frlu/2009-03-02-enterprise-bpm-framework) is:

‘The integration of BPM user-roles within the SAP/ARIS business process portal assures right information at the right time’.


Figure 1: real time, role based process data


In order to deliver the right information at the right time it is important to, not just, integrate user roles, but even more to build your BPM initiative from a user-centered approach.

This means that in the definition stage of your initiative (project or journey) you have to start with the definition of requirements coming from the diversity of roles in the target audience.

Because communication is a key element for the success of BPM vendors such as SAP and Software AG provide suitable solutions.

B-Air a BPM Communications case

Starting 2010 a small airline company called B-Air wants to start an eHRM project. B-Air has 1200 employees of which 800 are pilots and cabin crew. B-Air flies to 26 countries around the world. Their current HR processes are merely covered with SAP HCM. The HR department consists of 150 people that conduct HR processes such as:

  • Recruitment,
  • Replacement,
  • Flexible benefits,
  • Evaluations,
  • Job advices,
  • Etc.

The target of B-Air is to become the best employer in the business by creating an innovative and open business culture. One of the ways to deploy this strategy is by offering all sorts of online services. For HR this means creating an HR process portal that will cover the majority of HR tasks on a role based manner. Employees will have their personal self-service environment they can access at any time, from any place. In order to create this self-service HR portal, B-Air needs to describe their processes first and determine how to translate their process model in actual self-services.

In the next part we will look at the BPM communications case for B-Air.

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