BPM Implementation Issues

From an AIIM Survey…

In their survey, they asked – What were the 4 biggest managerial issues you experienced during the implementation of BPM?  They are listed in the order of responses.

  • User resistance to change
  • Lack of understanding of what BPM is
  • Underestimated time to map and agree on processes
  • Extending ownership across departmental boundaries
  • No single, identifiable process owner
  • Securing cooperation from LOB owners
  • Lack of process understanding within IT
  • Un-met or poorly defined user requirements
  • Lack of support from the project sponsor

My Thoughts…

I share this list because these are important issues that can be planned for.

It should be no surprise that resistance to change is at the top of the list.  As my last blog pointed out, this project needs a champion.  A champion can guide the users through change.

Over the years, pundits have been trying to define BPM.  Still there is a lack of understanding.  A champion performs an internal sales function and education is a key part of that.  Once you have identified a BPM implementation team, they need to understand what the company will look like when it is managing its business processes effectively.  They also need to understand what it will take to move from the status quo to that future vision.  They need to understand their role [responsibilities] in moving the company forward.  An effective champion can easily guide the team through the process.

Why go through the time and effort?

Managing your Business Processes should lower costs, lead to increased revenues, and improve customer relationships.  It can differentiate you from your competitors.  It can be the key that allows your company to break out as the market leader. 

Your Thoughts…

What steps has your company taken to be a market leader?

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4 thoughts on “BPM Implementation Issues

  1. Scott, the problem is HOW BPM is being implemented. Here’s why:

    * User resistance to change
    Users shouldn’t be requried to change but be empowered to drive change!

    * Lack of understanding of what BPM is
    If BPM has to be ‘understood’ it is not the BPM that people need.

    * Underestimated time to map and agree on processes
    Processes are there and shouldn’t be mapped.

    * Extending ownership across departmental boundaries
    Is in direct conflict with the next point about process owners.

    * No single, identifiable process owner
    Yes, there has to be a process owner, but he must be able to create the processes and modify them on the fly without IT being involved!

    * Securing cooperation from LOB owners
    If LOB is empowered to create processes as needed they certainly will cooperate.

    * Lack of process understanding within IT
    IT doesn’t need any process understanding if the LOB and PO can create the processes as needed without IT involvement. But it is not possible with BPMN. IT just creates an adaptive process infrastructure.

    * Un-met or poorly defined user requirements
    There is no need to define user requirement is the users can simply enter their requirement on the fly themselves and create processes as they need them.

    * Lack of support from the project sponsor
    The project sponsor (should be the LOB and PO) do not need to support anything that happens during everyday work with little interference.

    As you can see the problem is with how BPM projects are being analyzed, modelled, designed, implemented, simulated, rolled out, monitored, and optimized. The complete, immense BPM governance bureucracy is at fault. That’s where the change has to happen. It needs a new approach that is empowered by the technology that fills the gap between orthodox BPM and Social paradigms. One such approach is Adaptive Process and its subset ACM. Drop the bureucracy and empower people, then you won’t have any of the above problems!

    Regards, Max

  2. Pingback: Tweets that mention BPM Implementation Issues « Scott Cleveland’s Blog -- Topsy.com

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