Recently, I was joined by Clay Richardson of Forrester Research and Virtusa’s own Vinaykumar Mummigatti for a webinar that examined the challenges associated with BPM projects. In the fall of 2008, Elise Olding of Gartner speculated that “over 50% of BPM projects will fail by 2011”. Two months into 2011, we have observed that her estimate, as controversial as it was at the time, was actually low. Virtusa has observed the failure rate to be somewhat higher due to a variety of reasons.
Are You Primed for BPM Success?
When to join the BPM bandwagon: Things for an organization to consider before making a decision
Many organizations that have implemented an ERP package or are currently in the process of consolidating their silo functional applications sometimes fail to appreciate the nuances of having BPM technology. Many times it is just the fact that there are too many vendors selling the “magic bullet” to improve the organization’s process efficiencies, resulting in an indecisive state of mind. This blog helps to clarify a few things organizations must know given their specific maturity state of IT environment. It will also provide insight as to when they should go in for BPM. The blog will start with analyzing decision conditions for a) organizations with minimum IT automation and b) organizations fairly well-automated but without an ERP package and c) organizations that are already mature with an ERP package implementation. (more…)
Why Release Manager is critical for avoiding BPM Implementation Risks
Unlike implementing package enterprise software like SAP or bespoke implementation using any of the 3G development tools, BPM implementation needs special techniques that are quite different from the former approaches. However, this situation should not be construed as an implementation roadblock. It is just that ensuring proper process will result in smooth implementation while not doing so will lead to BPM Implementation risk. In this blog we will discuss few areas that need to be properly planned to ensure such an implementation risk is reduced.
For those who have embarked upon automating business process in a big bang approach [automating business processes of multiple interlinked functions] the biggest challenge is how to ensure efforts related to integration do not blow up and deviate from the scheduled timeline. Some organizations think that having multi-vendor partners for implementation “de-risks” implementation schedule delays. However things can get un-manageably complicated if the coordination between the multi-vendors is not planned and controlled.
