BPM life cycle management is key to implementing strategic imperatives, improving process efficiencies, driving down costs and creating competitive advantage.
This is according to Mike Steyn, director at triVector, a global BPM capability and enterprise architecture enablement company. “The understanding and appreciation of process management is the key to ensuring customer satisfaction,” he says.
Steyn adds that this can be furthered by decision-makers aligning resources and sustaining this investment by partnering with credible, experienced service providers.
“Establishing process management capabilities within the organisation is crucial if the solution is to add value. Solutions must provide a solid process foundation for sustainable outcomes and be the result of architectural integration, proven methods, innovative designs and people-focused change management,” he continues.
Steyn suggests a three-step approach, starting with defining the process management strategy, goals and positioning; and aligning the BPM centre of excellence, central repository and governance mechanisms.
The second step, he notes, is to establish process management infrastructure, such as defining methods and standards, implementing and configuring tools, selecting appropriate reference models and loading content libraries.
“Lastly, you need to deploy process management capacity, by training project staff, providing mentoring and coaching and assessing the quality of the outputs that are produced,” adds Steyn.
He says evidence suggests the further roll-out of dynamic BPM will continue to significantly impact and influence the market going forward.
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