The hardest part is finden the right start. Once there, implementing Celonis is a breeze. [shutterstock: 442881313, Brian A Jackson]

The hardest part is finden the right start. Once there, implementing Celonis is a breeze. [shutterstock: 442881313, Brian A Jackson]

Celonis Special Part 3: Starting Up – OK, We Want To, But How?

Just how easily can Process Mining be put into service? Does this new technology bring far-reaching innovations and what precisely is going to change?

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This E-3 Special is available for download at the bottom of the page.

Actually, implementing Process Mining is relatively simple and quick – all the more so if it is backed up by a well-versed team. The experts at Celonis and its certified partners provide advice right from the get-go – because it is all about starting with processes that promise rapid ROI, are easily to implement and hold out the prospect of high acceptance among employees.

Each Celonis customer has an individual Customer Success Manager providing support in the implementation phase.

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Implementation

The first step is solid planning. How can I introduce this new technology in my organization? How does my company best deal with the newly-acquired transparency? Which processes are critical ones in which I can quickly generate added-value?

Some firms think big from the outset, others initially test the water in a smaller area. In this context, technological complexity is not an obstacle to a successful roll-out. There are lots of standard connectors for a company’s core processes.

(…) technological complexity is not an obstacle to a successful roll-out. There are lots of standard connectors for a company’s core processes.

The Hana back-end also offers a stable and reliable environment for obtaining the latest process information rapidly. The question is rather one of how many tables, source systems and Z-columns it is appropriate to integrate.

The specific adaptations to the respective process in the company are made in workshops. These workshops are where application users go deeply into the processes and learn a whole lot about their own procedures.

Yet the soft factors are even more influential. Are the right people on board? Does the project team have the process knowledge and creativity to convert the insights gained into potential? Are the team members benefiting meaningfully from the total transparency that the tool offers? Is the management supporting the change process

Keeping An Eye On Requirements

The question of where best to place Process Mining organizationally in the overall picture emerges from the company organization and the predetermined goals.

If there are departments concerning themselves with operational excellence and lean process issues, Celonis is a valuable solution for this. The advantage of a ’center of excellence’is that best practices can be exchanged and synergies created.

Subsequently, the subject-specialist departments find that the specialized analysts and data scientists operate as their direct points of contact. Yet if the business processes are very heterogenous and are to remain so, a decentralized approach may be the better choice.

Normally, the infrastructure is still hosted by the central IT. Those responsible for the analysis are then the people who know the processes and requirements well in their division.

Those responsible for the analysis are then the people who know the processes and requirements well in their division.

They become ’process specialists’ for their department, are soon very adept at working with the Celonis user-interface and are skilled at using the technology to produce fast, well-suited analyses.

With only a few days of training, a team member who knows the SAP table structures (and possibly even Hana), can set up the installation of the Process Mining software, link up IT source systems and analyze configurations.

The Celonis consultants teach the required know-how, meaning that Process Mining is ’live’ within just a few weeks. After that, it is a matter of educating users and getting them on board.

The customer’s data scientists can independently introduce new analyses and evaluate additional processes.

As soon as the documentation and the user-management are handed over, the coast is clear for a broad-based roll-out, including all business units where inefficiencies, reworks or process deviations are presumed to be present.

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