Gartner has “identified” seven key factors that organisations need to observe when selecting a BPM project to pursue. “Compliance with these guidelines will translate into a very high probability of project success and a major boost for business interest in adopting BPM as a programme,” they say.
I say these ‘key factors’ have been around for 20 odd years and offer nothing new. In fact, all the expanded points in the report relate to Business Process Improvement, not BPM. You’d think they’d know the difference by now.
Lust, Gluttony and Sloth of the BPM world below:
Limit scope – ie start small, think big
High value – pick a decent process for real gains
Clear alignment to goals – if you don’t have a goal, better start thinking of one
The right metrics – “Only through measurement can companies get the necessary awareness and credibility regarding the value of the BPM-based improvement achieved.” – uh-huh
Goal agreement – Isn’t this the same as Alignment to Goals, in fact, shouldn’t this be before alignment ?
Enthusiastic business sponsor – Sedate them if necessary but hardly new insight
Business user engagement – See above
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