THE PROBLEM – Congratulations, you’ve successfully completed your first BPM project – perhaps two or three. Management are delighted with the increased productivity and visibility. Operators are impressed with the usability. So far, so good! Is this the end of your BPM journey, or merely the beginning?

THE PROBLEM – Regardless of your selected vendor, until your new BPM software suite is in active production and generating tangible benefit to your business, you are effectively sitting on some very expensive shelfware. A catalyst is necessary to multiply the incurred licence and maintenance costs into visible, sponsor-delighting ROI.

THE PROBLEM — BPM projects should create a mutual dependency between IT and the Business that requires an unprecedented amount of team work and process definition. In best practise BPM projects, at least 60% of the effort should involve change management and getting organisations to think about process in the business. If the Business and [...]

As a CIO, you want to add value to the business to deliver competitive edge but you are challenged to deliver new projects with more than 50% of your IT budget spent on maintenance and support. BPM as a way of adding value may be difficult to justify in addition to the inventory of other [...]

Top Tips: You have decided to consider deploying BPM to solve a compelling issue in a business function, or are evaluating how BPM can deliver an agile platform to leverage your investment in a Services Oriented Architecture, but are faced with a bewildering choice of tools and approaches.

The discipline of deploying a BPM project is very different to a classic IT led waterfall deployment of ERP, CRM or E-Commerce. In order to ensure success, it is imperative to understand the roles and responsibilities of the project team consisting of both business and IT resources. I wrote a white paper a while back [...]