In previous outings in the space, I've written about a framework for strategic IT decision-making and initiatives based on what we at RFG calls the Seven Ps. These are, alphabetically, people, planning, platforms, processes, products, projects, and portfolios. I've already discussed people, processes, and platforms as they relate to BPM. This time, four at once – planning, projects, products, and portfolios.
Planning is so essential, it should be unnecessary to say much about it. But I will say this. As my sainted mother used to say, "If you fail to plan, you must be planning to fail." So how best to plan for BPM initiatives, especially when the ultimate goal is to render BPM details and specifics invisible to most users most of the time?
Here's one way. Plan each significant IT project as if the goal is to produce one or more products or services. This means that each is to be provided to some set of users and supported and serviced, just like any other IT product or service, from inside or outside the company. As part of this effort, incorporate BPM features and support into each project and planned resulting product and/or service. As projects and products proliferate, group them into logical portfolios, by type, by user group, or some other sensible criteria. Establish metrics for performance and success, and use these to refine plans, products, projects, and portfolios, as well as their management. Repeat as necessary.
Of course, some assembly is, as they say, required. But the real take-away point here is that you must address the seven Ps in a consistent, holistic, and integrated way if you hope to have a chance of approaching BPM – or any other strategically important IT initiative – in a consistent, holistic, integrated way. Which is a critical success factor in deriving business benefits from such efforts.
The Seven Ps are not the only way to achieve this goal. However, your plan should be based on a consistent, holistic, integrated framework, whether developed by or at your enterprise or imported from elsewhere and adapted to fit. And whatever framework you choose, it must include elements for assessment, management, and re-alignment as needed of the underlying processes that define, enable, and support the framework itself.
I'm sure some level of BPM success can be achieved with no such planning or framework. After all, when most timepieces had hands, it was said that even one that was broken showed the right time as often as twice a day. However, if your goal is to build an effective, repeatable, and scalable architecture for BPM today and tomorrow, I'd recommend a different approach. One that is – say it with me now! – more consistent, holistic, and integrated.
There are several RFG Research Notes offering more on this and closely related subjects in the RFG section of the ebizQ Analyst Corner. Check them out, use what you can, and let me know how it's going.
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.
