For many professionals, BPM is above all a management disciplines, a way of thinking about the company in terms of atomic and dynamic work that is done to achieve the objectives the company has outlined for itself. Often Times, the activities included in the point-by-point processes cross the boundaries of various systems however are the people in all the organization’s levels the responsible for carry out the daily basis business activity. This is why BPM is a valuable solution only when it  relies on the right people.

The ideas behind modern BPM are not new, although the term itself was not introduced until the 2000s. BPM follows the initiatives laid down throughout the decades of the 80s and 90s, including Total Quality Management (TQM), Business Process Reengineering (BPR), and Enterprise Resource Planning (ERP). These methodologies made an effort to improve all business performance through measurement, restructuring, automation and other techniques that allow the business to improve their performance at a lower cost. However it have evolved more in process frameworks and in technology than in the awareness of the people and in the governance matter.

When an organization sets out on this adventure it must take into account certain considerations regarding the people, processes and technology to ensure the success of the implementation. The majority of these considerations are important because the BPM project must not be conceived to be just like any other IT project, and this is a consideration in itself.

In summary, some of the recommendations can be briefly stated as follows:

  • Top management must be conviced and must lead the initiative
  • Business people must be involved: Much money can be saved and success ensured by adequately handling change beginning with the project proposal. It should be noted that a BPM project is not a typical IT project for maintaining expectations and it is even better when businesspeople head up these initiatives.
  • Reuse: Significant savings can be generated and success can be compounded using industry process “frameworks.”. SAP BPM Roadmap By Ann Rosenberg is also an excellent starting point
  • Right people involved: Selecting people for the team is very important. Not only should people who know the business be included, but people with process skills should also be involved.
  • Be aware of promises: Do not make the mistake of blaming end users for unfulfilled promises.
  • Right people: Success can be assured by selecting the appropriate BPM. The ownership cost variable should be studied in the process, but the approach should also be considered from the outset, so that there is a BPM with an approach to integration and processes, each with different characteristics.
  • BPM’s potential can be maximized by incorporating a data integration bus (SAP PI ).
  • Make sure the organization has people with all the know-how needed to develop,operate and support the technologies involved.

You can find that in the “SAP BPM Roadmap” proposed for Ann Rosenberg and other collegues in the book “Business Process Management — the SAP® Roadmap” the bottom parts have to do completely with care about organization’s people.

SAP BPM Roadmap with People Scope_v1.png

As you can see, many of the recommendations have to do with people, Business Process projects are more than just Processes and Technology. Set the appropriate strategy allows the organization for having success starting with the awareness, assessing the people, having the appropriate training up to the setting the right governance for the business collaboration. And it is not a minor issue.

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