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Business Process Management: It Ain't All About the Technology

Aberdeen advises CIOs on how to minimize islands of application functionality and manual workflow integration points to lead to more flexible business processes, fewer integration headaches and achievable ROI goals.

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By Thomas Wailgum

November 01, 2007 — CIO — Whether your company is a business process management (BPM) leader, or perhaps you're somewhere in the middle of the pack, or even if you're still trying to figure out just what BPM means, here's what Aberdeen Group says you can do to get to that next level of BPM maturity.

First, for those scratching their heads right now, BPM is loosely defined as the place where business processes and the technologies that can help make them more efficient intersect. The ultimate goal of any BPM effort is, of course, an improvement in how a company's management team runs its operations, getting there by gradual, planned evolutions rather than one big-bang revolution. (You can find a more detailed explanation of BPM here.)

According to Perry Donham, director of enterprise applications research at Aberdeen Group, BPM offerings have traditionally been focused on one of two enterprise areas: integration or workflow. He notes that business integration products pull data from a slew of back-end business systems and make them available to other applications, while workflow products provide process modeling, automation and monitoring.

However, "Getting these two types of software to work together has traditionally been a challenge," Donham writes in "BPM Convergence: Workflow and Integration Meet in the Middle," a September 2007 report. "The result has been islands of BPM functionality scattered throughout the organization, each serving a discrete function."

So, let's start with what the laggards should do. Donham advises two things. First, laggards need to document their business processes. "BPM is business process management, not an application," he writes. "Understanding your key business processes is the first step to any BPM implementation. Invest the time to understand the flow of information through your enterprise." Second, get some outside expertise. Donham points out that the companies that Aberdeen identifies as "best in class" understand that management consultants are key to improving their processes and business. He notes, "Engage a consultant firm early in order to lay the ground for choosing a BPM tool."

Next, for those companies that Aberdeen describes as "industry average," Donham advises purchasing service-oriented architecture (SOA) tools. "When evaluating BPM tools for your company, make certain that they are SOA-enabled," he writes. "Retrofitting a non-SOA application into your SOA-based BPM solution later on is needless work." He also advises this group to deploy dashboards to business execs: "In addition to providing business analysts with insight into running processes, deploying dashboards helps business users understand the value of their BPM investments, something that the 'industry average' group struggles with."