Why do we keep making the same mistakes?
Let’s face it, whether embedding a culture of BPM, implementing a BPM solution, building custom applications, configuring a monster system or executing a reorganisation, we keep making the same mistakes. Basically, any thought-to-reality process are never smooth. It never goes as planned and is never as smooth as you want it to be. Eventually, you either run out of budget, have to compromise on scope or have to extend your project.
We all know what the issue is. It’s the people! If only we ran projects without people, the world would be a better place. People churn, they use the project to up-skill then leave taking a lot of intellectual property with them. They are lazy, too smart, too helpful, egoistic, stubborn, the list goes on. The most common implementation problem is the fear of vulnerability. Combining this with pride and we have a potent mix of a project with problem team members.
I know we can’t use robots. At least not yet. So how do we avoid making the common mistakes or at least minimise them in our implementation of thought, whatever the project is? I see two ways.
First, the “soft” way – Tackle the 5 dysfunctions of a team (by Patrick Lencioni):
- Absence of Trust
- Fear of Conflict
- Lack of Commitment
- Avoidance of Accountability
- Inattention to Results
Lencioni’s principles doesn’t stop at a project team. These five foundations are useful in how we relate to each other in the corporate world, both horizontally and vertically. We are always in teams whether physically, virtually or even sub-consciously.
Second, the “hard” way – Through governance and conventions. This may be obvious, so why do we still do it so poorly? I believe the reason is that the “hard” way isn’t hard enough. There is a simple lack of respect for proper tools, techniques and expertise in the seemingly mundane and trivial aspects of the project. “I hire a Business Analyst, he’s a professional and I assume he knows what he’s doing when gathering requirements. Just do it.”, says the Project Manager. Sound familiar?
This symptom is clear, its the opposite of micro-management, it’s under-management. Sometimes it is as simple as investing in some governance and reporting tools. Or perhaps invest in a better requirements capturing tool than Microsoft.
Let’s here it from “the expert” shall we?
Achieve consistency in your Agile BPM implementations
In line with being consistent in implementing thought, Procensol is developing a set of guides, training material and tools to better govern and control the quality of Agile BPM implementations. We call this our Agile BPM Implementation Toolkit or ABIT. If you would like to learn a bit about ABIT then come along to our Breakfast Launch in 2 weeks on the 6th of May, we’ll be announcing this toolset and its approach as well.
About the Author
Chief Operating Officer
As Procensol’s Chief Operating Officer Mervin brings more than a decade of experience in strategic thinking, software, systems and process-centric design for business transformation to the operations of the organisation. Mervin is responsible for Procensol’s Asia Pacific region. Originally from Singapore and now based in Brisbane Australia, Mervin has held positions ranging from strategic BPM consulting, channel management, CIO, CTO to vendor management.