5 Ways to Avoid BPM FailureFebruary 27, 2012 No Comments
Analysts to Discuss the Critical Factors and Steps for BPM Success at the Gartner Business Process Management Summit 2012, March 14-15, London and April 25-27 in Baltimore
Egham, UK, February 23, 2012—
Business process management (BPM) delivers significant benefits to organizations, but some organizations have faced many problems due to wrong turns along the way, according to Gartner, Inc. Gartner analysts have identified five BPM threats BPI (business process improvement) leaders need to be mindful of as organizations progress on their BPM initiatives.
“Considerable attention has been paid to the value of BPM and the dramatic transformation it can bring to an organization, but undertaking BPM isn’t easy and BPI leaders and practitioners often stumble along the journey,” said John Dixon, research director at Gartner. “BPM can be fraught with challenges due to the scale and breadth of skills, attributes and tools needed to be successful. BPM also presents innumerable challenges in areas such as organizational change, measurement systems, communications, business analysis, improvement methodologies and vendor selection.”
With this in mind, Gartner has compiled five BPM pitfalls to avoid. They include:
Pitfall No. 1: Being Caught Unprepared to Demonstrate Value Delivered
With this pitfall, the BPM team may well have delivered some value to the organization, but if it did, it failed to keep a record of these achievements, or to routinely communicate them to those that matter. All BPM projects should start with an understanding of how success (outcomes) will be measured. It is vital to understand what the team is trying to improve (with a baseline measurement) and the corresponding improvement (metric). This metric must be communicated to the business, to clearly articulate the benefits delivered. The key is to learn the language of the organization and to use that language to communicate success.
Pitfall No. 2: Deploying a BPMS Without Understanding BPM as a Discipline
Deploying a cutting-edge business process management suite (BPMS) will solve nothing unless the organization also applies BPM as a discipline. BPM is not about technology. Because it fundamentally changes how people work, BPM is about change. The problem with relying solely on input from one subject matter expert, or group of managers, is that the process documented will reflect only what the expert or managers “think it should be.” This “offline” analysis misses one of the greatest opportunities for improvement: mapping the real process.
Pitfall No. 3: Launching a BPM Effort Based on Perceived Problems, Without Validating the Facts
BPM activities must be based on facts and data, rather than reactions to those who shout the loudest.When starting a BPM initiative, it is good practice to allot a period of time to set up and gather metrics before process improvement work occurs. This period should be agreed to upfront, with the BPM steering committee or project sponsors, to properly set expectations.
Pitfall No. 4: Developing BPM Capabilities Without Delivering Business Value
A BPM team must build its capabilities, but this effort needs to be balanced with a degree of realism: the organization wants to see some return on its investment, often relatively quickly. Effort must be made to deliver benefits — even if they are relatively small at first — and to communicate them to the business so it can see some return on investment and feel positive about maintaining funding.
Pitfall No. 5: Focusing on Mapping Processes Instead of Improving Processes
BPM teams can get lost in mapping processes, acting under the assumption that this mapping activity amounts to “doing BPM.” However, if these process maps are not used as a tool for bringing about real business improvements — or if such productive use cannot be demonstrated — they have no inherent value. BPM teams need to track and communicate the business value delivered.
Additional information is available in the Gartner report “Tales From the Trenches: Five BPM Pitfalls to Avoid”. The report is available on Gartner’s website at www.gartner.com/resId=1787515.
Mr. Dixon, the Summit chair, will discuss how to overcome the barriers to BPM success in further detail at the Summit. For further information about the Gartner Business Process Management Summit 2012, taking place March 14-15 in London, please visit www.gartner.com/eu/bpm. Additional information from the event will be shared on Twitter at http://twitter.com/Gartner_inc and using #GartnerBPM.
The Gartner Business Process Management Summit 2012 in Baltimore, Maryland will be held on April 25-27 at the Baltimore Marriott Waterfront hotel. Additional information is available at www.gartner.com/us/bpm. Members of the media can register by contacting Christy Pettey at email@example.com.
About Gartner Business Process Management Summit 2012
BPM can be fraught with challenges, due to the scale and breadth of the skills, attributes and tools needed for success. The Gartner Business Process Management Summit 2012 will help organizations advance their BPM projects, improve their skills and deliver truly transformational BPM. Attendees will learn how to overcome barriers to BPM success, optimize business outcomes with BPM, and deepen their understanding of the next generation of BPM technologies.
+ 44 1784 267 195
+1 408 468 8312
Gartner, Inc. (NYSE: IT) is the world’s leading information technology research and advisory company. Gartner delivers the technology-related insight necessary for its clients to make the right decisions, every day. From CIOs and senior IT leaders in corporations and government agencies, to business leaders in high-tech and telecom enterprises and professional services firms, to technology investors, Gartner is a valuable partner to 60,000 clients in 11,500 distinct organizations. Through the resources of Gartner Research, Gartner Executive Programs, Gartner Consulting and Gartner Events, Gartner works with every client to research, analyze and interpret the business of IT within the context of their individual role. Founded in 1979, Gartner is headquartered in Stamford, Connecticut, U.S.A., and has 4,500 associates, including 1,250 research analysts and consultants, and clients in 85 countries. For more information, visit www.gartner.com.