{"id":1571,"date":"2013-09-12T04:27:44","date_gmt":"2013-09-12T08:27:44","guid":{"rendered":"http:\/\/facilitativeleadership.wordpress.com\/?p=1571"},"modified":"2026-04-21T13:59:09","modified_gmt":"2026-04-21T17:59:09","slug":"business-process-improvement","status":"publish","type":"post","link":"https:\/\/mgrush.com\/blog\/business-process-improvement\/","title":{"rendered":"How to Facilitate Business Process Improvement Projects"},"content":{"rendered":"

If you or your group recognizes the opportunity to improve, you’ll benefit from <\/span>Change or Die<\/strong><\/em> – The Business Process Improvement Manual<\/strong> (available on Amazon and other fine bookstores.) Co-w<\/span>ritten by Maxine Attong and Terrence Metz, it details a proven method, built upon proven examples of shared development and ownership.<\/span><\/span><\/h2>\n

Extracted from \u201cChange or Die: The Business Process Improvement Manual,\u201d <\/i><\/a>published by CRC Press<\/a>, the Taylor and Francis Group<\/a>.<\/span><\/p><\/blockquote>\n

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Change or Die <\/em>captures the developments that occur during the planning phase of a Business Process Improvement project (BPI). The method described builds over time, upon multiple, facilitated workshops. For workshop agendas, tools, and details, refer to the book, pages 167 to 171, or other “Best Practices” articles at this MGRUSH<\/span> site.<\/span><\/p>\n

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How to Facilitate Business Process Improvement<\/strong><\/span><\/p><\/div>\n

Business Process Improvement (BPI) Planning<\/span><\/strong><\/h3>\n

Organizations make large investments in the development of their strategic plan. For example, the market rate for professional support services to help develop strategic plans may require four percent of the investment sums for consulting. Sometimes more. Over the years, we have also developed templates that we use over and over, to bring about consistent results. Hence, we use facilitated workshops to extract information and build consensus from senior management about their dreams and hopes for the organization.<\/span><\/p>\n

The strategic plan reflects an understanding of why, what, and how. When the client wants to do it, how much it will cost, and the estimated return on monies invested. Overall, the strategic planning document provides a clear view of the organization\u2019s intent and should be used to baseline performance.<\/span><\/p>\n

The BPI<\/strong> strategic plan becomes clear during executive sanction. Following this, the BPI<\/strong> project can move ahead and transition from the process examination team to the implementation team. The process examination team\u2019s plan provides clear communications to senior management about the team\u2019s intention for the BPI<\/strong>. Specifically, they illustrate how it supports the organization\u2019s strategic initiatives. Therefore, now is the time to sell the project to the executive team, receive their approval, and release the resources needed to complete a successful project.<\/span><\/p>\n

Purpose of the Business Process Improvement Plan<\/span><\/strong><\/h3>\n

BPI<\/strong>\u00a0provides a reference point against which the process examination team will be evaluated. The BPI<\/strong> plan also provides a synopsis of what the BPI<\/strong> team(s) has been working on. Therefore, the document legitimizes the critical nature of the proposed BPI<\/strong> project.<\/span><\/p>\n

Given the team\u2019s first and foremost opportunity to sell the project, the team must:<\/span><\/p>\n

\"BPI

BPI Phase One Check-Off<\/span><\/p><\/div>\n