Business Process Management
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Excerpts from ABPMP BPM CBOK
BPM and BPI – Differences
BPM - Management Discipline and Technologies
Measurement and process performance
BPM and Organizational Commitment
BPM Planning, strategy and Analysis
Design and modeling of business processes
Types of processes in an organization
Process implementation
The BPM lifecycle
BPM – Key Concepts
Processes versus function (work end-to-end)
BPM News
Why do BPM projects fail?
Don’t Stop Believing In BPM
Change Management – a Must-Have for BPM
Are you a BPM Startup?
In Search Of Bpm Excellence:
BPM and Organizational Commitment

The BPM practice requires a significant commitment of the organization. Traditional organizations are centered on functional areas, such as sales, marketing, finance and production. Managing business processes end-to-end crosses organizational boundaries. New roles and responsibilities are introduced, such as process owners, architects and modelers. People responsible for the design of end-to-end processes must interact with managers of traditional roles and new governance structures are introduced, which can change the way organizations make decisions and allocate resources. BPM requires a commitment from top to bottom in the Organization, from executive leadership that defines and provides practical support through BPM functional line managers who must collaborate with the process owners in the design and implementation of business processes, so that individuals must often work in teams running processes on behalf of clients.

Experience has shown that without organizational commitment, the practice and the benefits of BPM are unlikely to mature within the organization. Individuals may possess skills in BPM and organizations can have BPMS technology. Still Yes, unsupported values, beliefs, leadership and culture, it is unlikely that BPM is successful within the organization.

Strong leadership is perhaps the most fundamental, therefore, are the leaders of the organization that more influence on culture, define structures, goals and incentives, and have the necessary authority to make changes and create an environment of success.

- Excerpt from ABPMP BPM CBOK Version 2.0

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