Understanding of how Business Process Management (BPM) can deliver value to business is becoming increasingly well understood by businesses and IT even though the following points seem to indicate why there may be slow adoption across some organisations:
- Pockets of user resistance across organisations and departments
- Lack of understanding leading to poor adoption due to immaturity
- Lack of executive sponsorship
- No strategic plan to adopt BPM i.e. adoption tends to be tactical (departmental)
Business users, practitioners and technologists all differ in their opinion of what BPM is and what is hype, theory and practically achievable but there does seem to be consensus that it has the capability for sizeable, realizable benefits when implemented correctly.
Quick Recap for the BPM uninitiated
Automation of business process must be balanced with human exception management, which is managed by workflow. These business processes are enhanced by the ability to interconnect a range of different applications systems and data across the organisation. These may include general ledger, order entry, inventory, process control, and human resources to mention a few.
The IT perspective is that BPM aims to achieve greater value from existing software assets. IT investment allows business processes to be used to capture information electronically and automate services delivery. As part of this automation, BPM ensures that an automated process is used to dynamically manage business logic with integrated application services and therefore forms a corollary to Service Oriented Architecture (SOA).
What the ‘Usual Suspects’ think….
This post explores some of the BPM market trends and looks into where current BPM demand is as well as its perceived adoption potential. To get a sense of the size of the BPM market, I turned to some of the usual and not so usual suspects. My Google search returned the following results: Continue reading