TABLE OF CONTENTS In previous chapters, we have introduced the framework and the importance of a structured approach to BPM projects. This chapter discusses how to use the framework as a result of the way an organization initiates BPM projects, and the project implementation scenario subsequently selected.
The difficulty with any structured approach to business projects, whether a BPM project or not, is that organizations often adopt a one approach fits all philosophy.
Many people suggest that a BPM project should start by first obtaining the full and complete support of the CEO, and unquestionably this is the ideal method. In reality, though, most CEOs either do not know about the BPM project or will not be interested because it is considered to be just another project . If they are aware of the project and it is one of the first BPM projects within the organization, they might want proof of the benefits that BPM can bring.
Even if the CEO is interested, it is often the case that the BPM initiative does not get sufficient attention, time and resources from the CEO Business processes are at the heart of an organization and require more than just lip service to monitor, manage and improve them. This lack of attention, time and resources can have a significant negative impact on the execution of the BPM initiative.
In addition, most approaches do not cater for the various stages of experience and embedding of BPM within...
