Comments on: What’s the Plan, Mark? http://ciopakistan.com/2008/09/whats-the-plan/ CIO Pakistan, an IDG Partner publication, generates and publishes content about the local technology-savvy business and technology community Wed, 08 Feb 2012 14:02:28 +0000 hourly 1 http://wordpress.org/?v=3.1.4 By: Brett Champlin http://ciopakistan.com/2008/09/whats-the-plan/comment-page-1/#comment-55 Brett Champlin Sun, 14 Sep 2008 18:22:52 +0000 http://ciopakistan.com/?p=285#comment-55 Mark overstates his case in the opening to make a point - that technology should not be the driver for implementing BPM, but in truth, many organizations have tried for many years to "manage by process" without success or without being able to sustain the practice - because the technology platforms they sat on were not aligned to process management. In truth, to be successful and to sustain a BPM managed organization requires tremendous changes to not only the operations, but the operating platforms - especially IT. And many organizations have foud that the place to find the leaders who are most aligned to cross-functional process management are those in IT and it has been one of the several successful approaches. Mark clearly points to process "re-engineering" as a primary approach in BPM while the author seems to interpret that as process "improvement". In practice, BPM subsumes the full range of process transformation and improvement approaches as a set of tools that must be applied appropriately to the right change effort. BPM is about managing change in an organization in a way that recognizes the organization as a set of interacting processes whose performance must be aligned to the business strategy. BPM is about moving from one-off change projects to a coherent ongoing business transformation program integrating and balancing all of the disparate change efforts arising from all ofver the organization to align with organizational goals. It is about changing the business model and the operating platform that executes it focused on overall organizational performance and designing for change. Brett Champlin President, Association of BPM Professionals www.abpmp.org Mark overstates his case in the opening to make a point – that technology should not be the driver for implementing BPM, but in truth, many organizations have tried for many years to “manage by process” without success or without being able to sustain the practice – because the technology platforms they sat on were not aligned to process management. In truth, to be successful and to sustain a BPM managed organization requires tremendous changes to not only the operations, but the operating platforms – especially IT. And many organizations have foud that the place to find the leaders who are most aligned to cross-functional process management are those in IT and it has been one of the several successful approaches.

Mark clearly points to process “re-engineering” as a primary approach in BPM while the author seems to interpret that as process “improvement”. In practice, BPM subsumes the full range of process transformation and improvement approaches as a set of tools that must be applied appropriately to the right change effort. BPM is about managing change in an organization in a way that recognizes the organization as a set of interacting processes whose performance must be aligned to the business strategy. BPM is about moving from one-off change projects to a coherent ongoing business transformation program integrating and balancing all of the disparate change efforts arising from all ofver the organization to align with organizational goals. It is about changing the business model and the operating platform that executes it focused on overall organizational performance and designing for change.

Brett Champlin
President, Association of BPM Professionals
http://www.abpmp.org

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