Just Getting Started with BPM? Best Practices?
est Practices when getting started with BPM. A couple of good responses from other folks so far, each one reflecting a bit about that person’s background or interpretation of “getting started” ! (Is getting started the point at which you decide BPM makes sense for your business? or the point at which you decide to evaluate BPM? Is it pre-vendor-selection or post-vendor-selection? … etc. ) I wrote a quick response last night (taking advantage of the free wireless promotion on American Airlines – thanks gogoinflight! (Incidentally, as much as it might seem like work/internet is invading one of the last places where you might have some thoughts to yourself, it really does make the time go by faster on the plane when you are connected). Following is my off-the-cuff response to the topic, also posted on ebizQ: There are so many best practices to consider. But I think if you are truly “just starting” with BPM, it is important to coalesce a core, multi-disciplined team to spearhead your early efforts. It will be important to invest in this team your vision:The folks over at ebizQ have started up a discussion on B
- for the business
- for the business process management that will support that business
- for the role of this new BPM team in enabling that vision….
- Business SME (subject matter expert)
- BPMS expert (expert in the tool)
- (if #1 or #2 don’t have it, get someone with some Process Improvement expertise)
- Integration expert
- Project manager
- Sponsor (um, likely that’s you)
- Executive sponsor (someone who can go to bat for you, if you’re not an executive)
- Add people to the team as it becomes clear what capabilities you’ll need. Add carefully. The first few people you pick are crucial.