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Making of a BPM Book, Part 3: Assembling Ingredients for a BPM Stew

Writing a good BPM book is like assembling a crackerjack BPM team

As Ann Rosenberg and I were ramping up a couple of new contributing authors for the forthcoming SAP Press Book Coming soon the next SAP BPM book “Applying Real-World BPM in an SAP Environment”, the thought occurred to me that we have virtually created a BPM tiger team simply as a result of recruiting the experts we needed to cover the various aspects of a multi-disciplinary BPM approach.

So, what kind of team does it take to write a good book about a BPM approach in an SAP context?  Well, we’ve found experts both inside SAP and outside that cover:

  • Business consulting
  • BPM methodology & Governance
  • Rules and Decision Making
  • Organizational change management
  • Business process modeling
  • Business goal definition, prioritization, mapping and business case building
  • BPM-oriented project management
  • Enterprise IT Architecture and SOA
  • SAP architecture and roadmap planning
  • BPM tools & agile development techniques
  • Business intelligence & process measurement

And this does not cover the industry and application-specific process knowledge that you only can get from the line of business folks down in the trenches who execute a given business process day-in and day out.  Don’t worry, we found a number of those to talk about their transformative experiences with BPM in the extensive use cases we are compiling for the book.

The point is not to scare you into thinking that you need a high priced army of expert consultants to be successful with BPM.  We aim to show that that business process management is a multi-disciplinary approach that crosses business and IT boundaries.  If you know a little about many of the above areas, you will probably make a great BPM project leader.  And when you need specific expertise, you can probably find much of it right in your own company.

Assembling this team of experts to write this book has had an interesting transformative effect inside SAP.  Similar to combining ingredients in a stew, the various flavors of the BPM approach are melding together and are building on each other.  For example, as a result of exploring the concept of value discovery and value tracking in BPM with SAP Value Engineering and combining this with the process measurement and metrics you can do with SAP BusinessObjects, we will be able to describe to you an end-to-end vision of how you can achieve continuous business value optimization – a cornerstone of the classic BPM approach.

SAP customers that have embraced the BPM approach report in their companies a similar “transformation in thinking” or essentially a change of culture related to improving their business, and a melting of departmental boundaries. 

We hope you find this book to be an inspiration to starting a “transformation in thinking” inside your own company.

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