Many organizations are looking to business process management (BPM) solutions to improve organizational effectiveness through the enablement of key process improvements. While nothing can guarantee the success of these endeavors, organizations can improve the odds in their favor by ensuring that their initial BPM efforts have the right mix of business value, senior management commitment and project management expertise.
Once the key decision-makers in an organization are convinced about the benefits of BPM, the first question is how to get started. This is one of the most frequent questions we get asked by organizations beginning their efforts to improve core business processes. Of course, the answer will vary from one organization to another, but adherence to the following principles will tip the odds in favor of a successful initial BPM implementation.
Pick a project that will make a difference.
The initial BPM effort should result in a significant improvement in organizational effectiveness. This requires taking on a highly visible need in a key operating area. Picking a less visible project may seem less risky, but it may also be less important to the organization as a whole, making it difficult to get and maintain the level of support needed to overcome entrenched procedures and policies that may require change.
Get the senior management team on board.
One of the more common barriers to BPM project success is the “siloed” structure of the business units at the core of key processes. Overcoming resistance to change that impacts internal fiefdoms will be daunting and may require some senior management intervention, so it will pay to have them on board ahead of time.
Avoid the “big bang.”
One proven way to reduce the risk of larger BPM efforts is to have phased deliverables early in the effort and continuing throughout completion. While this approach is also recommended for many other areas of IT endeavors, it is particularly important for BPM efforts, as regularly delivered benefits can help to maintain the high levels of organizational and management support that these projects require.
Don’t overlook the importance of good project management. BPM efforts frequently deal with cross-functional business processes that impact large parts of the organization. They can be complicated projects that require a seasoned project manager to manage effectively.
While having a successful initial project is crucial, it is not enough to guarantee an ongoing, broadening of the scope of BPM in an organization. The visibility of the initial BPM projects must be maintained and promoted. Many cultural and organizational issues will be aligned in opposition to initial process improvement efforts. These forces can be partially mitigated by targeting key processes at the outset and actively promoting accomplishments as they are achieved. This will build credibility for the project and smooth the path for follow-on efforts.
