Recently, I was joined by Clay Richardson of Forrester Research and Virtusa’s own Vinaykumar Mummigatti for a webinar that examined the challenges associated with BPM projects. In the fall of 2008, Elise Olding of Gartner speculated that “over 50% of BPM projects will fail by 2011”. Two months into 2011, we have observed that her
Many organizations that have implemented an ERP package or are currently in the process of consolidating their silo functional applications sometimes fail to appreciate the nuances of having BPM technology. Many times it is just the fact that there are too many vendors selling the “magic bullet” to improve the organization’s process efficiencies, resulting in
Unlike implementing package enterprise software like SAP or bespoke implementation using any of the 3G development tools, BPM implementation needs special techniques that are quite different from the former approaches. However, this situation should not be construed as an implementation roadblock. It is just that ensuring proper process will result in smooth implementation while not
In the first part of this series of post, we had discussed on how social media is rapidly gaining ground and extending its influence sphere. In continuation to the earlier post, this post will delve on the deepening influence of social media in an enterprise value chain, by aligning business process for social intelligence. Evolving
The topic of social media is going through a major hype. There is so much buzz around social tools that everyone wants to be a part of this bandwagon. As enterprises try to catch up with the buzz, many companies are starting to realize that it is difficult to define tangible business outcomes around social
2011 is going to be a year of stabilization and optimization for many organizations that initiated BPM projects in 2010. Organizations that started the BPM journey will start looking at deriving real-time benefits of core principles on which most BPM tools today reside. These core principles are business process design, automation, tracking and monitoring. Organizations
Well, one more momentous year for BPM is coming to an end. With many new possibilities of BPM applications and the overall awakening in the technology vendor market for BPM, we are seeing a significant change in BPM focus. It is a good time now to retrospect on the BPM developments during the year. Vinaykumar
Innovation is ingrained in all aspects of business and needs to be promoted, prompted and nurtured as a culture and a conscious activity. Most enterprises are facing the question of how do we bring a discipline around innovation and facilitate the process so that it does not remain as a branding or R&D activity. As
Note: This blog post originally appeared at BPM-Shared Experiences and Learnings Big-bang process excellence initiatives are being undertaken in many large enterprises. Usually these are driven by Six Sigma leaders, Operations team or Strategy teams. The goal is mainly to establish a linkage in cross functional business processes and derive a value chain. These initiatives
Now that the US mid term elections are over, it is time to get back to work. This week is Gartner’s ITxpo in Cannes, France. Two weeks ago, they held the sister event in Orlando, Florida. The Florida event was heavily attended, with some veterans comparing it to 1999 or 2000. Any conference or event
Note: This blog post originally appeared at BPM-Shared Experiences and Learnings Many of our client meetings and in flight project reviews have been focused on issues around governance. The topic of BPM governance is becoming every BPM program managers’ key need. Mostly, BPM governance is being discussed in various forums but seldom have we seen
One of the key constituents of Business Process Management (BPM) initiative is Process Analysis. The exercise usually commences during pre-inception or inception phase of a project (considering RUP). The participants comprise of process analysts (some call them process engineers) working with subject matter experts (SMEs) and senior management executives. The goal (vastly simplified) is to
One would certainly categorize predictably ill-fated ventures as irrational. Why would a rational individual undertake an initiative that is almost guaranteed to fail? Is application rationalization one of those initiatives? Perhaps it is and that is the reason John McCarthy used the word “courage” to describe the emotional trait necessary to pursue its goals. Recently,
Understanding how Business Process Management (BPM) can deliver value to business is becoming increasingly well understood by businesses and IT. The following points, however, provide insight as to why there may be slow adoption across some organisations Ian LouwMore Posts
ERP systems have long faced inflexibility and agility issues while addressing the process needs of an organization. BPM can play a catalytic role in making the ERP system more agile and flexible to the evolving and dynamic process requirements of organizations. Many BPM tools and systems have evolved with the objective of leveraging existing investments
As organizations adopt Business Process Management (BPM) as a transformation initiative, they are faced with the challenge of choosing the right BPM technology/product. This decision can be made at the Line of Business (LOB) level or at the enterprise level depending on the urgency and the intended level of adoption. After a major consolidation in
Over the years the search for IT and/or Business ‘Excellence’ has led to a concept that is often misunderstood and can be very amorphous in definition and execution – Business/IT Transformation. The term also commonly used in the same context is that of a Centre of Excellence or ‘CoE’ aka ‘Competency Centre.’ In this post,
Foreword: The following post has been adapted from a post I wrote few years ago and for those interested in some of the more theoretical aspects, they can be found here. I have worked in many diverse organisations in my career but over the past year I have been in some interesting organisational situations that
Earlier, I wrote about common questions organizations have when beginning with BPM. Challenges, however, do not end once a project is begun. Gartner predicts that more than 50% of BPM programs will fail by 2011. This is not an exaggeration. Our experience validates that as you move into the implementation phase, the biggest challenges will
Context is a critical foundation for BPM success. It is for everything, right? But how do we set it. We assume with the wide range of technology, depth of understanding and innovative solutions, there is no need to set context as it is already there. Or we assume that we can just paint a quick
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