某些组织把业务部门对业务流程管理的所有权看作流程变革在组织生根的唯一方式。在这种情况下，IT部门能够做什么来确保自己成为BPM行动的一部分呢？Juniper Networks公司的CIO Alan Boehme有一套自己的答案。
Boehme想出了一个有效的方法来确保IT和业务部门在流程变革过程中保持步调一致，同时又对业务部门的流程施加了控制。他认识到自己需要一个项目经理求，此人来自某个特定业务职能部门（比如说销售部门或人力资源部门），而且要负责推动职能部门内部的流程变革。这位项目经理也在整合、自动化以及IT支持服务等方面发挥着单个的联系结点的作用。此外，Boehme还在思考，在有了系统知识和对业务流程和运营有所了解的情况下，在这个角色上谁能发挥得比在IT专业领域更好？
Boehme把这个想法和Juniper负责销售和客户服务的执行副总裁分享。他告诉自己的同事，如果IT部门的某人能够完全关注销售部门，那么流程改进就能够加速前进。这位CIO继续说，如果销售部门有一位专门的项目经理，那么就能推动流程变革更迅速的推进，从而实现收入并提高客户满意度。在反复思考这个问题，并且跟销售部门其他人讨论过后，这位执行副总裁同意了他的观点。他聘请了Boehme的IT部门的一位IT总监，做为项目经理进入自己的部门。
这位新任项目经理有为销售和客服工作团队提供技术支持的经验。由于他现在是一位销售员工，所以他具备从内部推动流程变革的信誉。同时他对IT部门的理解也让他能够就规划系统流程和详细解释系统之间的集成点等问题和IT部门保持良好的合作。这是一种双赢的境界，对于两个领域都是最佳的解决方案。
《CIO》 MERIDITH LEVINSON 文，Silon 编译
The viewpoints of the article：
Some organizations see business ownership of business process management (BPM) as the only way process changes will take root. In those situations, what can IT do to ensure that it remains a part of BPM activities? Juniper Networks CIO Alan Boehme has an answer.
Boehme came up with an effective way to keep IT in lockstep with the business on process change initiatives while giving control over processes to the business. He recognized the need for a program manager who would live in a particular business function, such as sales or HR, and who would be responsible for driving process change within that function.
Boehme told his colleague,the executive VP of sales and customer service.that process improvements could be sped up if someone in IT focused entirely on the sales organization. He hired one of Boehme’s IT directors into his organization as a program manager.
This new program manager has experience supporting Juniper’s sales and customer service teams. Now that he’s a sales employee, he has the credibility to drive process change from within. At the same time, his understanding of the IT department lets him work well with it on mapping processes to systems and detailing the integration points between systems.
网友评论