<img height="1" width="1" style="display:none" src="https://www.facebook.com/tr?id=1907245749562386&amp;ev=PageView&amp;noscript=1">

The Leonardo Blog

All Posts

The 7 Deadly Sins of BPM Governance


Implementing and sustaining BPM governance is difficult, albeit worthwhile. It will be impossible unless you actively work to avoid these seven conditions that inevitably lead to failure.

  1. Uncertainty. Ambiguity about the difference between process and functional management can only result in confusion about the purpose of BPM governance. It is matrix management, so clarity about purpose, authority, and loyalties is vital.
  1. Mired in the Minutiae. Process Owners who get caught up in the details of process analysis, measurement, and management lose sight of their leadership and alliance goals.
  1. Centre of Governance. Having a Process Office or BPM Center of Excellence is NOT the same as effective BPM governance
  1. Exaggeration. Running projects for one-off improvements in individual processes is not the same as Business Process Management. If you aren’t doing BPM, you don’t need Process Owners
  1. Setting Up To Fail. Appointing Process Owners from levels too low in the functional hierarchy creates an environment where they can only fail.
  1. DIY. Process Owners need organizational support not only in terms of budget and resources, but, also, and most importantly, they need knowledge about BPM and data about the performance of their process. DIY will not work.
  1. Fading out. If you really want to waste a lot of time and money, allow your organization to get excited about BPM governance for a while and then let support for Process Owners fade out.

Steer clear of these seven scenarios while following these 10 steps to Achieving effective process governance,  and you will on your way to better BPM governance and thus effective process-based management.

New Call-to-action

Related Posts

Leonardo at the Red Hat Forum in Sydney

Leonardo will be exhibiting and presenting at the Red Hat Forum in Sydney at the Hyatt Regency.  Our presentation topic will be 'Using Processes-as-Microservices to Drive Better Customer Experiences' which presents an approach that combines digitised processes, business rules, and microservices that collectively deliver improved customer experiences through event-driven digital “micro-moments” – those brief interactions with your customers that can sometime be neglected.

Leonardo partners with Trisotech for greater client success

Leonardo announced today that they have formed a partnership with Trisotech - a leading provider of highly visual and interactive software tools that help organizations innovate, transform and improve their operations. According to Adam Mutton, Managing Director of Delivery for Leonardo, “Trisotech enables Leonardo Consulting to foster an innovative, collaborative approach for the subject matter experts at its clients. Trisotech’s Digital Enterprise Suite is a modelling environment that helps Leonardo design, model and execute its customers’ business processes & business rules. Organisations globally are demanding digital and mobile enablement to streamline and automate their processes to improve the customer experience and drive revenue. Trisotech’s modelling platform delivers BPMN, CMMN and DMN which are crucial artefacts to drive consistency that connects business strategy to automation, integration and implementation for Leonardo’s clients.”

Leonardo partners with University of Melbourne’s Apromore

Leonardo and the University of Melbourne’s Apromore team today announced a partnership whereby Leonardo will be assisting the Apromore team in developing the platform strategy and implementing it through an agile methodology, and by providing industry-strength development power to improve the platform. According to Leonardo Managing Director of Deliver Adam Mutton, “Apromore’s unique selling point is that its process mining capabilities are ahead of the curve, given that they are directly informed by many years of academic research, combined with numerous applications in the field. We have substantial experience in supporting open-source initiatives and are confident we can transfer this experience to the Apromore Initiative”.