For Business Process & Applications Professionals

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	August 2, 2007 Peer Practices: An Interview With A Business Change Management Practitioner by Connie Moore with Colin Teubner, Ken Vollmer, Jamie Barnett	Average: 10  (3 ratings)

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Executive Summary

Improving business processes — whether manual or automated — requires the active participation and buy-in of employees and managers at many different levels within an enterprise. Business analysts and business architects often focus their energies on modeling and automating the business process while overlooking the obvious: facilitating positive changes in people's work practices, behaviors, and interactions. Our recent interview with a business change management practitioner with 20 years of experience provides practical advice for combining change management practices with business process improvement projects. This discussion crystallizes many peer practices and lessons learned, including how to conduct effective group interviews, get quick wins, use an iterative approach, and identify and understand exceptions within business processes.

TABLE OF CONTENTS

• Business Process Management Projects Must Incorporate Change Management
• Some Insights From A Seasoned Change Management Practitioner

RECOMMENDATIONS

• Think Broadly: Put Change Management Into Business Process Projects

WHAT IT MEANS

• More Organizations Are Moving To Blended Business/IT Groups
• Related Research Documents

This is an excerpt