How do you make a business case for implementing human-centric BPM—and how do you measure what you've achieved?
One fallback is always the purely cost-based approach—expenses avoided or reduced, or perhaps an expansion in revenues, says Mathias Kirchmer, executive director for BPM at the Accenture.
However, he notes, with a topic as complex as human-centric BPM, cost is just one dimension of the potential benefits. He recommends looking broadly at what human-centric can accomplish, such as driving compliance and reducing the risk of accidents for an oil and gas company.
Certainly, tracking and documenting all the benefits of human-centric BPM can be challenging. But it's worth the effort: A successful initiative can lead to enhanced management support, setting the groundwork for a next initiative.
Human-centric BPM can also improve integration with clients, enhancing customer satisfaction and helping drive sales—another measurable benefit. Specifics, of course, vary from company to company and situation to situation.
"When you conduct a human-centric BPM project, or any BPM project, you need to answer three questions: Why do it, what to do, and how," Kirchmer says. "Many companies start with 'how' and then 'what,' and only answer 'why' at the end."
He recommends starting with "why" instead: "Then you can decide whether you need human-centric—or something else."
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