Axispoint Whitepapers

The Hidden Costs of Business Process Management

The deployment of Business Process Management (BPM) projects is particularly susceptible to ballooning costs, and delayed implementation, particularly if the Business has not established its priorities at the outset and so tries to jam all its requirements into the first modeling exercise.

There are a number of actions that you can take to maintain control of your BPM project and for ensuring that you do not get hit with unforeseen, hidden costs.

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Business Process Management: the selection and buying process

You have decided to consider deploying Business Process Management (BPM) to solve a compelling issue in a business function, or are evaluating how BPM can deliver an agile platform to leverage your investment in a Services Oriented Architecture, but are faced with a bewildering choice of tools and approaches. The BPM market is maturing and consolidating and it’s difficult to select a supplier. The choice ranges from 600 Pound Gorillas like Oracle, IBM and SAP; pure play vendors like K2.net, Global 360, Pegasystems, Appian, Savvion and Lombardi; Middleware vendors such as Sun, Software AG, Tibco; and BI vendors looking to diversify. We look at some approaches to software selection that may help.

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Process Excellence: Business Process Management’s value to the CIO

As a CIO, you want to add value to the business to deliver competitive edge but you are challenged to deliver new projects with more than 50% of your IT budget spent on maintenance and support. Business Process Management (BPM) as a way of adding value may be difficult to justify in addition to the inventory of other projects your team is focused on delivering. We look at affordable ways of demonstrating the value of BPM to the business to get buy-in.

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Successful Business Process Management: Bringing the Business and IT together

Business Process Management (BPM) projects should create a mutual dependency between IT and the Business that requires an unprecedented amount of team work and process definition. In best practise BPM projects, at least 60% of the effort should involve change management and getting organisations to think about process in the business. But if the Business and IT are not working together at the outset, there will be no culture change and problems will occur. This paper details some useful steps that can be taken to ensure the success of your BPM project.

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