5 risks when implementing BPM

    BPM (Business Process Management) is essentially the concept of managing business processes in an organization. Spherical BPM in a vacuum improves the efficiency of the use of company resources. I believe that in a situation of permanent Russian crisis, BPM is one of the main optimization tools. But even if you convinced shareholders, in addition to standard project risks, do not forget to take into account the specifics for BPM:

    1. Implementation does not solve the business problem.

    The main risk is that you can create a powerful tool that does not solve the business problem. Or decides, but partially. Implementation of BPM implies a reduction in time for a business process, for example, due to its optimization or the release of human resources. If this is not, or only partially, the costs and efforts of implementation may be wasted.

    2. Unforeseen changes.

    As with all projects, there is a “risk of additional changes” after the project has already been agreed and signed. Typically, BPM software allows you to make small changes without breaking deadlines and increasing cost. But keep in mind that most likely you will have to balance on a thin pole called "This change entails a significant increase in value" and "This feature is not supported in the current release."

    3. Use BPM for what it is not intended

    It is tempting to try to implement important and necessary, but unsupported functionality on BPM software. Implement only the functionality required by the BPM project.

    4. There are no preparatory work.

    After the BPM project is launched, you may find that the project stalls due to the fact that some activities must be completed / completed before starting the BPM. Moreover, you cannot influence these activities. Therefore, it makes sense to make sure that the necessary software is installed, that it is the appropriate version. That remote servers are accessible on the necessary ports, etc.

    5. Resistance to change

    BPM is changing the way organizations work. With her, the working methods of employees are changing. And people do not like change, they are afraid of losing their jobs, prestige and power. New technologies scare employees and they, be sure, will struggle to resist change. According to experts, about 40 percent of employees negatively perceive the implementation of BPM.
    The success of BPM depends on how quickly the implementation went, how many employees accepted this tool as a worker. It is very important that usability is simple and straightforward and does not cause a wave of hatred even among those employees who accept changes. And it is very important on the part of the management to convey the main advantages of BPM and to support the project at the stage of implementation and further use.
    The article is not a dogma or an axiom, but an invitation to a discussion.

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