Getting Started

Knowing all this, how can a company get started? The first priority is to establish support for developing a BPM strategy. This is the point at which external assistance is most valuable. A consultant can help the CFO and/or BPM champion get a firm grasp on the potential value of BPM objectives to the organization. Discussing with an expert what BPM software can do, along with the implementation options, can reduce the time a company requires to develop consensus on a BPM initiative's goals.

Once the BPM champion has a clear view of the company's options, getting buy-in from key stakeholders typically involves one-on-one meetings over a one- to two-week period. These meetings help stakeholders understand the nature of BPM software and its enabling technologies, and they show stakeholders how BPM can address the issues that are important to them. They can also solidify stakeholders' commitment to participating in, and contributing people to, the BPM strategy process. And finally, the meetings will help establish agreement about the project's objectives.

This last point is particularly important. As exhibit (below) 4 shows, BPM objectives can range from simple goals, such as automation of current processes, to more strategic ones aimed at improving execution and agility. Ultimately, the difference between them lies in the transparency of planning, budgeting, and performance measurement processes. The greater the transparency, the greater the value -- and the more effort is needed to achieve that value (e.g., change management activities to overcome unwritten rules).