In selecting a BPM project, companies especially its executives and managers should take into consideration several critical factors. These considerations may include the experience of the organization in implementing BPM projects, the ability of its IT personnel and infrastructure to support BPM, the experience of key line managers in implementing a BPM project, and most importantly, definition of specific targets where BPM implementation should be more beneficial.
Resolving first these four areas of immediate concern should be the first step in implementing a BPM project. The success or failure of the implementation depends primarily on the resolution of issues on these critical areas.
Another key important consideration in selecting a BPM project is the scope of implementation. If a company is a novice in BPM project implementation, it would be prudent to select a small segment of the company or a sub-department that could be easily managed. A small BPM project implemented on a small sector within the company is safer and can easily be handled by managers. This initial implementation could serve as a pilot area where managers and personnel will train their skills in the practice of BPM. It is also a good opportunity to test the capabilities of the company’s IT environment.
After successfully implementing the first BPM project, companies should calibrate their effort to involve cross-organizational and multi-functional BPM project. The lessons learned and the technologies acquired from the first project can now serve as a model for a larger and more complex implementation of BPM project.