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What is important to realize is that the timeframe over which these two elements are developed and the benefits that they deliver to the business are different. The authors believe this is where many BPM business cases currently suffer. They propose a long term BPM journey that requires the implementation of many difficult techniques such as process ownership, creating a complete enterprise process map, establishing company-wide process measures that, in return, offer rather vague "Act of faith" benefits that may be realized in some year's time. In contrast, process improvement projects (Six Sigma, Lean, etc.) come to the table with large, quantifiable, short-term benefits that attract managers' attention.
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