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With Enterprises Expected to Spend More on BPM, What Should They Spend It On To Get the Best Return?

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Gartner reports spending on BPM is expected to rise 5% in the next year. So for companies that have already begun BPM initiatives, where should they spend their money to give them the best ROI?

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  • What I have found is that organizations often stop when completing their primary project(s). This results from companies being siloed and solution-focused. So your question is good in that you are already looking for the next problem to solve. I believe that the 5% bump in spending isn't all on software. The bulk of it will go toward the time you spend in business analysis and should spend creating a "Competency Center" or "Center of Excellence." Having a COE is important. Capturing best practices and creating evaluation criteria will help you to both pick the right projects and more quickly implement solutions. Making sure that your team/organization has the right people/traiing/practices to drive success elsewhere will significantly increase ROI in the long run. As for your next project, build on your success by picking something similar. As you gain expertise, tackle larger projects.

  • I agree with Garth's comments. In internal customer studies we have found most companies (90%) engaging in some type of work process automation project stop advancing once "usable operator knowledge" is obtained and the process is automated. They then focus on the day-to-day aspects of running the business. However, if they would invest extra in going to the next level - which doesn't imply buying more software - but advancing the knowledge of the company on how to optimize processes already automated, then real business transformation can occur.

  • If you could really identify all of a company's processes, you would likely find that about 20% of them add value to the company business. These are the processes that should be addressed, so...

    I would identify the high value processes within my company and select the one with the highest value to attack next.

    I would make sure that I understand the problems that need to be solved and create a solution that does.

    I agree that this doesn't necessarily mean that you purchase software. The software that you already purchased should be able to do this...

  • I agree with Scott.

    For growth in BPM adoptions, I have seen one technique that is used quite effectively in a number of organizations: systematically creating and maintaining a pipeline of prioritized BPM automation projects (a roadmap). The priorities are captured through measures that balance risk with business value. The goal is to continuously extend process efficiencies, through additional BPM automation. Typically, some of the extensions are improvement over current deployments, while others are new and additional BPM automation projects. A key consideration is the identification of the parameters for business value and the parameters for risk, and the relative weight of each.

    In the BPM adoption and maturity path, I have also discovered the BPM Center of Excellence (COE) to be an indispensable practice. Even if a B PM COE starts in a particular line of business or silo, with appropriate vision and sponsorship it can become quite effective across various lines of business within the organization.

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