BPM should focus on people, not technology

Chartered Management Institute

The breadth and variety of BPM tools has never been greater, yet the increasing availability of tools has not increased the success of BPM projects. The biggest barrier to BPM success is so often human related.

BPM 83

Reasons to Embrace Business Process Management

Lead Change Blog

Without proper BPM training, understanding the key components that make workflow management successful can be daunting. Leadership Development BPM process managementPosted in Leadership Development There is no question that in today’s volatile economy, extreme business-cycle fluctuations can occur often. With proper business process management implementation, you’ll have the ability to manage an array of business changes that constantly transpire.

5 ways to avoid BPM failure

Chartered Management Institute

Gartner have identified 5 key pitfalls that can cause your BPM efforts to fall short. All BPM projects should have a clear idea about how to measure success. Starting BPM without understanding BPM - It's no good attempting a BPM project simply because a technology vendor has sold you on the splendour of their latest tool. BPM isn't about technology and if you don't get that then your project will probably fail.

BPM 54

The manager as coach

Chartered Management Institute

Whilst the improvement of process is a mature activity, with methods such as lean, six sigma and BPM decades old. Continuous improvement is one of those areas that no organisation can afford to overlook. You are not watching this post, click to start watching read more

BPM 52

Warning: Your best practices stink

Chartered Management Institute

Methodologies abound to help organisations achieve process excellence, be that through lean, six sigma or BPM. The notion of creating a constantly evolving organisation that is always seeking out better ways to do things is far from new.

BPM 70

HR should be at the heart of process improvement

Chartered Management Institute

What is the problem is that you're changing the way people work, and making sure that two years from now, they don't go back to their old habits while also trying to circumvent [what they were told to change]," Elise Olding, research director, BPM group at Gartner. I wrote recently about the importance of placing people at the heart of your process improvement efforts and avoiding the trap of focusing on technology.

BPM 53