Comment on Steps to Governance by Stacey Wright
Blog: BPTrends - Harmon on BPM
Thank you for your comment, Claude. The in-depth analysis you mention in your comment is definitely part of identifying the specific needs within an organization based on its culture, key individuals, and boundaries (legal, technical, etc).
I have found that taking this in-depth approach *before taking action* has its drawbacks, however. The business changes. The market changes. The key individuals change. So, the lifespan of the analysis can be fairly short-lived – which is unfortunate, because the steps you described can take months to accomplish.
By contrast, growing a governance from the ground up tends to be more flexible. In other words, once you start your second or third BPM project, those key (internal) players have a better innate understanding of the culture of their business and can begin working toward answering the questions in my articles. Once they have become established, they themselves may take on the tasks that you provided, in an effort to communicate the value of BPM to external parties and to get a better feeling for the potential roadmap.
Does that match your experience, Claude?
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