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BPM Isn’t Just Software

BPM as Discipline

The concept of business process management (BPM) as an organizational discipline has grown rapidly within local governments. Hence, it’s logical that it has moved to the front of the technology agenda. As we’ve discussed in previous blogs and on this webinar-- processes are the foundation of every organization AND business processes drive all of your organization’s objectives- citizen services, financial performance, compliance, information governance, and productivity. How well these processes are accomplished determines a municipality’s effectiveness.

In tandem with this increased focus on process management, the technology has progressed that automates, integrates, monitors, and controls these processes. BPM is now a mature technology and industry analysts validate that it works.

However, the journey to maturity hasn’t been an easy one. In the past, buyers and IT organizations alike have been forced to purchase multiple applications and integrate them together into what often resulted as a cost, time, and maintenance migraine. Today, systems integrators and municipal IT departments leverage a technology suite that addresses a full lifecycle for both human and system-based processes with a single solution such as Laserfiche. This life cycle includes modeling, automation, management, and analysis. The end goal is to have enough agility to continually optimize in nearly real-time.

Departments and agencies can use BPM for several process needs such as:

  • Streamlining operations by automating manual, repetitive processes

  • Increasing efficiency and productivity of operations

  • Using existing systems and data to provide Web-enabled, integrated solutions

  • Improving cross-agency, citizen and employee services via online or kiosk access

  • Complying with legislative mandates to improve citizen access and reduce complexity

  • Tracking and managing correspondence to ensure action within mandated time frames

The agency’s tech leader should evaluate the ROI and success of the project. If the project showed good value for investment then the leader should consider holding tech workshops on the project’s value and to identify processes that would be “next in line” for automation. Also, the leader should consider creating a panel of key department heads and business analysts to create further business case development and ensure BPM technology adoption--increasing ROI value.

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