In some ways, business process governance gets no respect.
Governance isn't the high-concept, "sexy" part of BPM that promises to radically improve the way business is conducted—it's the necessary practical counterpart of BPM that focuses on obtaining and documenting results. In this article, we'll look at best practices for BPM specialists who are looking to do that important job effectively.
UNDERSTANDING GOVERNANCE CHALLENGES
According to analysts and consultants, the problems with BPM governance exist both at the conceptual level, where those envisioning BPM projects need to provide governance plans that can support implementation, and at the granular level during and after implementation, where it's vital to ensure that what's proposed or planned actually works—and that it actually gets implemented.
Among the biggest challenges of this subject is that there's no universally accepted definition for what constitutes BPM governance, says Clay Richardson, a senior analyst with Forrester Research. In Forrester parlance, process governance, or BPM governance, involves establishing methodologies, skills, and best practices for consistent delivery of process-improvement projects and programs.
In recently surveying some 45 companies about their BPM practices, Forrester researchers found that companies reported having many new project opportunities, but no method for weighing which projects would reap the best results. "A big part of governance is to come up with that methodology and what the key metrics are to select BPM projects," Richardson says. Similarly, Forrester found that many companies had portfolios of completed projects, but hadn't defined metrics for evaluating the benefits gained.
GOVERNANCE BEST PRACTICES