Most Business Process Management (BPM) projects undergo a lengthy requirements analysis and process design phase. Due to multiple stake holders participating from Business and IT, it is virtually impossible to agree on all elements of process design in terms of activities, roles, exceptions, business rules, user interface, systems interaction and the wide array of issues involved in process definition. Each and every BPM initiative must have a change management element and it is unrealistic to expect a diverse set of stake holders to agree on a set of requirements without any visibility into the process.
Technology issues compound the problems and almost guarantee projects that miss deadlines and budgets.
The success of any BPM program largely rests on an organization’s ability to work with vague process definition and constant change. There are five factors which determine BPM’s success, namely:
- Business case: state the proper business case and the right definition of the business problem. Starting with the end in mind helps to align the efforts and manage expectations from all stakeholders
- Stakeholder commitment: business owners must be involved and totally committed. They must participate in all phases of the project lifecycle and ensure that the end-product meets business expectations
- Technology: using the proper BPM technology and correct features for the appropriate use cases is critical n Methodology: having a well structured and proven methodology which allows business participation and is able to absorb change while simultaneously maintaining scope
- Team composition and participation: the correct level of business knowledge, technology knowledge and BPM expertise that works well within each organization’s culture. Having external partners to compliment internal teams can be very helpful
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