As discussed here previously, a "CPR" approach that addresses culture, process, and results is a solid path towards success with BPM and business knowledge management (BKM). And that CPR approach works best with a focus on seven interconnected factors – processes, people, platforms, products, planning, projects, and portfolios. Having addressed processes previously, the next issue to approach is people.
People are the second most critical success factor to any BPM, BKM, or strategic business or IT initiative. No, not the first. That's because without clear and clearly defined processes, people tend to mill about aimlessly, at least but not necessarily exclusively metaphorically. (We could debate this from the perspective of the people necessary to craft and enforce those processes, but fortunately, this is not a blog devoted to philosophy or organizational dynamics. Though it does touch on both from time to time, I will admit.)
So processes are needed to ensure that the right people are included in the capture, creation, documentation, management, and refinement of effective business processes. Processes are also needed to ensure that all observers, participants, and stakeholders in the success of BPM/BKM efforts understand their roles, and are willing and able to play them. And processes are also needed to evaluate how well those people are doing, and how best to align people and resources for continuous improvement.
People need processes to succeed with almost anything, and especially with the multi-faceted challenges to effective, human-centric BPM and BKM. In turn, processes need to reflect and support the concerns and goals of the people capturing, creating, and using those processes. Initial efforts at ensuring that processes are in place to address the people-centric concerns above are good, solid first steps – but they are only that. Ideally, they lead to the collaboration, communication, and consensus necessary to navigate the rest of the seven Ps successfully.
More to come soon. If you have comments, suggestions, or horror stories to share about the "people" dimension of BPM, do please let me know.
Michael Dortch has been an analyst, 'information entrepreneur,' speaker, and writer about IT and 'the real world" for the past 30 years. After almost 10 years at the Robert Frances Group (RFG), Michael begins a new position with Aberdeen Group in September.
Dennis Byron is an analyst with ebizQ, focusing on Open Source Software as well as Business Process Management technologies.
