While there are numerous project management books on the market and a number on business processes and initiatives, there has been a lack of comprehensive guides to successfully manage business process improvement (BPI) projects, until now. Using the simple six-step approach explained and illustrated within this guide, project managers will increase their effectiveness in managing the complexities of business process improvement projects, and gain the necessary leadership skills required to be successful in driving change within an organization to improve business results.
Managing BPI Projects
Managing Stakeholders Expectations around Change
Managing business process improvement (BPI) projects are challenging enough. Add to that the need to manage stakeholders’ expectations around change as it relates to the BPI project and your challenges have doubled!
One of our responsibilities when managing BPI projects is to ensure we also manage the expectations of our stakeholders, who will undoubtedly be impacted by the change. Some of these stakeholders are easier to manage then others – these are our champions. They are excited about the BPI project and the changes it will bring – they see the value of the project for themselves, their department and the organization as a whole. Then we have the more challenging stakeholders. These are the individuals that are resistant to the BPI project, or may be indifferent or unsure. You may just need to help them understand the benefits for them personally. To add to these challenges, at times you get stakeholders who want it all and want it right away. This becomes quite the challenge when working within a specific scope and a limited budget and especially when stakeholders have not been sufficiently involved in the initial requirements gathering or scoping of the project.
About the Author
Gina Abudi, MBA, has over 20 years of consulting experience in helping businesses develop and implement strategy around projects, processes, and people. She is President of Abudi Consulting Group, LLC, and has led a number of process improvement projects, change management initiatives, facilitation of team meeting and executive strategy sessions, and development and evaluation of PMOs and Centers of Excellence. Gina works closely with a variety of clients to develop and deliver customized workshops, seminars, and training programs to meet long-term strategic needs. She serves as President of the PMI Massachusetts Bay