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How BPM helps me in communication with my boss: a case of Ministry of Defence

posted Oct 5, 2016, 1:03 AM by Tomislav Rozman   [ updated Oct 7, 2016, 1:01 AM ]

An interview with business analyst and former ECBPM*** course participant, Damijana Miklavčič**, Ministry of defence (MoD), Slovenia

1. Firstly, can you tell us, where do you currently work?

Damijana Miklavčič

I work at the Ministry of defence, Human Resources department. I work as a Head of the Office of organization and personnel analysis. My job is to prepare reports, analysis and period reviews in the field of personnel (HR) for the needs of MoD and also external users.  I perform research, prepare plans and finding the solutions in the field of organization. I also prepare and adjust the systemization acts for the administrative part of the ministry.

2. Where/how do you use BPM* (in relation to your current work)?

At the moment I'm using BPM modeling tool (Aris Express). It helps us to decide if merging three working fields (functions/departments) will improve something (e.g. communication, division of responsibilities) or not.

I also use BPM tool to draw AS - IS process in my office to help me and my boss to understand how processes are flowing and how we can improve our work.

“It helps me and my boss to understand how the processes are flowing.”

3. When did you meet with BPM field?

I met with  BPM field when I attended the course ECQA – Business Process Manager in Ljubljana.

4. Where do you see the power of BPM (related to your current work)?

The power of BPM is when you try to present to the leaders or managers how the process works. They visually see who does what, with what, what are the inputs and outputs of the process.

From the process diagram a process manager can also see which connections are useless or how we can reduce steps or activities. Moreover, he can see  where are the bottlenecks and see possible solutions to reduce operating costs and to improve process flow.

5. What are your biggest challenges (related to BPM and your current work) ?

“The biggest challenge is to convince managers and leaders to use BPM as a tool that will enhance efficiency.”

The biggest challenges for me are: To convince managers and leaders to use BPM as a tool that will enhance efficiency. To convince them that BPM helps us understand who, when, what and how are we doing.

The most important thing is to make what are we doing measurable, to give the power of deciding or to give responsibilities to the process owners and process managers and not everything to the top managers.

Last but not least, the challenge is to make actions standardized, which means that everyone does their part of the work exactly the same way every single time.

“The most important thing is to transfer the deciding responsibility from top managers to process owners.”

6. If you had unlimited power (influence, resources...), how would you improve BPM in your company?

If I have the unlimited power I would do AS-IS analysis of the existing processes, modeling them, document them, make TO-BE process and find out how we can improve those processes. I would first try to do this on a small group of process or on a specific field and then if the employee and the managers find out that BPM is useful I will continue to modeling until all the processes are modeled.

I would implement the PDCA**** cycle in everyday work. I would demand that BPM model is a mandatory part of government material for changing legislation.

“ I would demand that BPM model is a mandatory part of government material for changing legislation”

7. Is there anything you want to add?

BPM is a great tool which opened my eyes how simply you can present the process flow. I would also like to use it more and learn more.

* (B)usiness (P)rocess (M)anagement

**Damijana Miklavčič. You can contact her: Her Linkedin profile:čič-ab2185b8

*** ECBPM course (ECQA Certified Business Process Manager)

**** PDCA - Plan - Do - Check - Act methodology for process improvement

Interview with Damijana Miklavčič was performed by Tomislav Rozman, BICERO Ltd.