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How to Build a Team for Process Mining Software Selection

Minit-How to Build a Team for Process Mining Software Selection

Now that you’ve built a solid process mining business case, it’s time to build a team for selecting the right process mining software. Finding and vetting the right technology partner is an important step in a process transformation. Not seriously considering the compatibility of your organization with technology partners can lead to negative repercussions down the line, such as incompatible systems, poorly managed expectations, and failure to reach goals.  

This article is for decision makers who are already convinced of the benefits of process mining software, have written a strong business case, and need to move forward with selecting a process mining vendor. Here’s how to get started.

Secure an executive sponsor

Process change initiatives can come from anywhere within the ranks: a fed up process analyst tired of seeing process waste, an attuned IT manager who understands the importance of operational excellence, or the CEO who takes calculated risks with innovative technology.

The purpose of securing an executive sponsor is to root accountability at the top. An executive sponsor lends stature to a process mining project and can help rally support from other senior decision makers. In most cases, the executive sponsor won’t be in the nitty gritty of selecting process mining software, but should be part of the selection team and sign off on the final approval.

An executive sponsor’s strategic insight, authority, and reach, paired with their good graces, will provide a strong foundation for process mining vendor selection. This step is extremely important if the process mining change initiative comes from a lower level member of the team.

Focus on task, not title

Once it’s clear that an executive sponsor is committed to signing off on technology and providing support during the process mining software selection process, it’s time to assemble the core team. Because the project is already endowed with executive status, the next step is to focus less on job title and more on job function.

I remember a significant moment early on in my career when I was being promoted to my first senior role within the organization. My boss asked me what job title I wanted. I found it an odd question. I attributed so much power to a name, I thought surely there is only one job title to match my set of tasks and responsibilities. This isn’t something people just make up. Turns out, sometimes they do.  

Shakespeare was right. A rose by any other name would smell as sweet. A Chief Technology Officer may be just as capable as the Head of Digital Innovation and a Product Evangelist may know more about a particular process than a Controls Manager.

Furthermore, the CEO in a large corporation will have nothing to do with software selection, but a CEO in a small to mid-sized company might be the one driving this change initiative. This is why we urge you to focus on job task, not job title when building an effective team for selecting a process mining vendor.

Depending upon company size, culture, industry, and departmental structure, job titles will vary. Some will overlap, others will follow a strict role description. The following is a rundown of areas of expertise which should be covered by your software selection team. Don’t worry if your team doesn’t match 6 out of 6. The ideal team size at your organization may include as few as 3 people or as many as 8 depending on task silos.

 Strategic vision: person with high level understanding of company vision and far reaching goals.

  • They might be called: CEO, CIO, COO, Global Strategy Manager, Strategy & Improve Manager, Chief Experience Officer
  •  Questions they answer:
    • Does this vendor fit our company culture?
    • Can they help us fulfil our vision?
    • How will they support our pursuit of operational excellence?
    • Does this purchase fit with our other strategic goals?

 Technology focus: person in charge of technology, understands system vulnerabilities and limitations.

  • They might be called: CTO, Head of Product, Head of Technology
  • Questions they answer:
    • Can this vendor be trusted with our data?
    • What data security protocols does this vendor follow?
    • Which IT systems need to be connected? Are they ready for such a project?
    • What are the known (internal) system vulnerabilities and limitations?

 Cost control: person with authority to authorize budgets and evaluate price / performance ratio.

  • They might be called: CFO, Financial Advisor, Head of Finances
  • Questions they answer:
    • What budget is allocated for this type of purchase?
    • What type of price / performance ratio should this vendor provide?
    • What fixed and ongoing costs are associated with this vendor?

Operational perspective: person in touch with day to day operations and deep understanding of processes, workflows and team resources.

  • They might be called: COO, Operations Manager, Lead Functional Manager, Operations Advisor, Head of Operations
  • Questions they answer:
    • Which processes will be the focus for this project?
    • Does this vendor meet our needs for improving process effectiveness and efficiency?
    • Do we have the team resources and know how to work with this software?

Buying strategy: person in charge of strategic buying decisions or purchasing strategy.

  •  They might be called: Head of Procurement, Buying Manager
  • Questions they answer:
    • Does this vendor meet our procurement criteria?
    • Do we have existing relationships that may help us in purchasing this technology?
    • How does this purchase fit into our larger procurement strategy?
    • What terms of purchase should be met?

Set the scope: person who works day to day with processes and will be able to provide a “boots on the ground” perspective for vendor requirements. Also able to commit time to doing vendor research and providing initial options analysis.  

  •  They might be called: Business Analyst, Category Expert, Functional Lead, Business Process Expert, Process Analyst, Process Manager, Team Lead
  • Questions they answer:
    • What are the essential market standards / features for process mining vendors?
    • What does the competitive landscape look like for process mining vendors?
    • Which vendors have good online customer reviews and case studies?

 Name a ringleader

Next, avoid inertia by designating a group ringleader. This person pushes the project along, coordinates schedules, and ensures process mining vendor selection doesn’t end up dead on arrival. This person doesn’t necessarily need to be the project sponsor and in fact might be the scope setter.

The project ringleader, sometimes called Business Venture Manager, should have enough time to focus on vendor selection and stay in constant contact with both the team and top vendors being considered for selection. Nominate someone with detailed systems knowledge or a person who is well connected to multiple teams.

There you have it — your process mining software selection dream team. Need help identifying process mining champions in your organization? Or do you need more information about Minit process mining software to help determine if we’re the right vendor for your business needs? Get in touch with our team of process experts or start a trial of Minit today.

Jana Gregusova Process Consulting Leader at Minit

28. 05. 2019