Kristy Besant BPM and Mentoring Unit 9
BPM and Mentoring
Kristy D. Besant
MT 400
Kaplan University
April 30, 2014
BPM and Mentoring
Introduction
Once the BPM project nears completion, the process team has to be concerned with the best-fit rollout option as well as providing information to the work team that will handle the completed process or process change to ensure they are successful. “Mentoring” is the term that best fits the methodology. It is most often a one-on-one activity, which an experienced individual (the mentor) provides guidance and advice to someone with less experience (the mentee). By the nature of the process, any mentoring is a close one in which experiences, knowledge, and skills are shared. The best way for mentors and mentees to share this information is through the process called shadowing. Shadowing provides a visceral and active learning environment. Shadowing is the process that occurs when the mentee actively watches, follows, and participates in the activities, actions, or processes that are completed by the mentor.
Mentoring plays an important role in the business world and anyone can be considered a mentor as long as he or she has knowledge to share. When one looks at the Business Process Management (BPM) team, he or she has a good chance to find a mentor. All members of the BPM team can be considered possible mentors, but that does not mean that all of the BPM team members should be considered mentors. Possible is the keyword because there is the possibility for all of the BPM team members to be considered a mentor. The team member has to gain and maintain the know-how or remains current on the requirements for his or her duties and responsibilities in order to mentor someone. It is important for the team members to work towards subject matter experts in order to take on the role of a mentor for anyone within the organization.
During the institutionalization of the new processes, certain team members will be classified as the mentee(s)
Kristy D. Besant
MT 400
Kaplan University
April 30, 2014
BPM and Mentoring
Introduction
Once the BPM project nears completion, the process team has to be concerned with the best-fit rollout option as well as providing information to the work team that will handle the completed process or process change to ensure they are successful. “Mentoring” is the term that best fits the methodology. It is most often a one-on-one activity, which an experienced individual (the mentor) provides guidance and advice to someone with less experience (the mentee). By the nature of the process, any mentoring is a close one in which experiences, knowledge, and skills are shared. The best way for mentors and mentees to share this information is through the process called shadowing. Shadowing provides a visceral and active learning environment. Shadowing is the process that occurs when the mentee actively watches, follows, and participates in the activities, actions, or processes that are completed by the mentor.
Mentoring plays an important role in the business world and anyone can be considered a mentor as long as he or she has knowledge to share. When one looks at the Business Process Management (BPM) team, he or she has a good chance to find a mentor. All members of the BPM team can be considered possible mentors, but that does not mean that all of the BPM team members should be considered mentors. Possible is the keyword because there is the possibility for all of the BPM team members to be considered a mentor. The team member has to gain and maintain the know-how or remains current on the requirements for his or her duties and responsibilities in order to mentor someone. It is important for the team members to work towards subject matter experts in order to take on the role of a mentor for anyone within the organization.
During the institutionalization of the new processes, certain team members will be classified as the mentee(s)
References: Canfield, J. (n.d.). Finding a mentor. Retrieved from http://www.youtube.com/watch?v=QEPtqx90grI&feature=related. Gardner, T.E. (2009). Finding the right mentor. Retrieved from http://www.youtube.com/watch?v=27IoY62xHfQ. Jeston, J. & Nelis, J. (2008). Business process management: Practical guidelines to successful implementations, 2nd ed. Boston, MA: South-Western Cengage Learning.