Channel Strategies for the CIOBusiness Process Management (BPM) success factors
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Business Process Management (BPM) technology continues to capture the attention of business users as well as IT, but as people become more involved in projects and as processes become more complex, the potential for problems increases.
More business users are getting involved in BPM implementations and selecting the technology to support it, which challenges VARs and Systems Integrators to be creative when implementing the technology.
"In the last two years, 80% to 90% of the people we've seen who select business process products have a background in business," said Mathias Kirchmer, Chief Innovation & Marketing Officer of Saarbrücken, Germany-based IDS Scheer's Americas and Japan division. "In the past, 80% to 90% had an IT background."
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IT is one of the critical factors in successful BPM projects, but not more important than the others, according to Jim Sinur, vice president for Stamford, Conn.-based Gartner Inc.. IT has to be able to act quickly on the ideas business people have.
"If business people can dream it, IT has to be able to get it done in a reasonable period of time," Sinur said.
Business-oriented factors dominate the list, and attendees concurred with Sinur that leadership is near the top.
"Each factor is its own dynamic," said Mike Malone, senior systems engineer for Bethesda, Md.-based Lockheed Martin. "You need leadership with the vision to see all the critical factors in a project and the ability to blend them together, or you're going to have problems."
Read the entire article at SearchSAP.comThis was first published in May 2007
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