1. Plan for change.

Planning is critical in any project, but in BPM, planning and project

management require a much more flexible approach. You should clearly understand
your requirements at the start of each incremental project, and plan for requirements to
change and evolve as you implement and improve.

It is also critical that the technologies you adopt allow for change, as opposed to being
"hard-wired" into the solution. Consider the role of business rules in the process
infrastructure; consider who, how and when changes to the process model can be made
and evaluate the capabilities around rapid UI/application development. All of these
capabilities are central to an agile infrastructure but the plan should guide how they are
utilized. You want the "picks and shovels" in the hands of the people with the right
knowledge, who are able to initiate change in a timeframe that makes sense.

2. Foster a culture of "thinking differently." BPM is different. Its going to require

you to think differently in how you approach its implementation, how you foster and
reward opportunities for improvement and how you sustain the advantage through
continuous improvement and innovation.

New ideas should start to surface from across the organizationspecifically from
people involved in the process. But getting employees to come forward with ideas,
change their behaviors and think about the world differently is not easy. Only when
people feel incentivized and comfortable initiating change will they stand up and be
counted.

3. Dont make BPM an excuse for a headcount reduction. Making headcount savings
the key objective of your BPM initiative is a sure-fire way to guarantee failure at the
outset. The goal is making the staff work smarter, faster, more consistently and with
more focus on value creation.

No matter how ambitious your process automation goals, your people are the key to
making processes work. Your people are the ones that ultimately deliver customer
satisfaction and create value in your business. If process improvement initiatives lead
your people to engineering themselves or others out of jobs, retrain and relocate them.
More importantly, make it clear that is the goal.