Together, those steps help ensure the success of a BPM initiative for which, after all, the stakes may be very high. As Abudi puts it: If something fails, "it might be the entire business!"
For more on Abudi’s project-management approach, see her slides from the International Business Rules Forum conference in October 2010. You might also want to read her article on the same topic.
About the Author
Anne Stuart, site editor for ebizQ, is a veteran journalist who has written for national magazines, daily newspapers, an international news service and many Web sites. She’s specialized in covering business and technology issues since 1993, holding senior editorial positions at CIO, Inc., WebMaster and Redmond Channel Partner magazines. Previously, she was an editor and reporter for The Associated Press and several daily newspapers. She's based in Newton, Mass., at TechTarget, ebizQ's parent company. She can be reached at astuart@techtarget.com. Follow Anne on Google+ and at annestuart_TT on Twitter.
More by Anne StuartAbout ebizQ

ebizQ is the insider’s guide to next-generation business process management. We offer a growing collection of independent editorial articles on BPM trends, issues, challenges and solutions, all targeted to business and IT BPM professionals.
We cover BPM standards, governance, technology and continuous process improvement, as well as process discovery, modeling, simulation and optimization, among many other areas. We follow case management, decision management, business rules management, operational intelligence, complex event processing and other related topics. We closely track important trends such as the rise of social BPM, mobile BPM and BPM in the cloud. We also explore BPM’s use in functional areas, such as supply chain and customer management, and in key verticals, such as financial services, health care, insurance and government.
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