In a bottom-up approach, the employee must be able to find a sponsor in the top management who is also willing to finance the project. This requires a mature and consistent line of reasoning. Which arguments these must contain, is based substantially on the management style of the manager.
However, it is usually not enough to just find a project sponsor. If a BPM initiative is to be started as a discipline in the sense of a BPM, this significantly affects the company organization. A process-oriented view is usually not established.
This is the motivation of a BPM. Thus, it is inevitable that there is a tension between a line responsibility and a process responsibility. Established “principalities” represent a great risk to a BPM initiative and require the special attention of the project team and the project sponsor.
The company must be ready to resolve emerging conflicts over responsibilities and competences. This readiness is to be demanded from the beginning. It must be ensured that this is not lip service.
Therefore, at the beginning of a BPM initiative, it is important to define what role is taken by whom and what competence this role has. It is important to have deeper thoughts on the consequences. If the role is provided with too few skills, the person may not be able to implement anything.
If the role gets too far-reaching, this can lead to skill overlaps that need to be clarified. Especially in the latter case, there is a risk that decisions may be overruled and that the entire BPM initiative will be called into question.
A person who wants to initiate a BPM initiative in a company, regardless of which hierarchical position it is anchored, must be aware of three questions:
> Why do I want a BPM initiative?
> What goals do I pursue?
> Who do I need for an implementation?
The third question then also answers the question of who the target groups are. As soon as they are known, the next step is to explain individually to each target group why the BPM initiative is needed. Here, it is advisable to prioritize and initially address only selected target groups.
Experience has shown that two aspects are important. For one, the support of the top management is necessary. On the other hand, a few advocates are needed to support and promote the proposal.
Technical BPM (BPMS)
In a technical BPM, important decisions have already been made. Usually it is about a concrete application, which should be mapped. So there is already a project sponsor and the framework is also known.
Participants in a technical BPM are usually the IT department responsible for implementation and the department (s) concerned. In the departments, the projects are usually initialized to electronically map a particular process.
If the introduction of electronic workflows goes beyond individual concrete use cases, then comprehensive control and monitoring of the process design – a BPM as a discipline – is required. With this, the fast emerging complexity can be mastered. In turn, finding the exact limit is determined individually by each company. However, there is no fixed limit. However, it is recommended that individual local / departmental BPM initiatives be embedded in a BPM overall strategy and IT governance to keep administration costs reasonable and facilitate later mergers. As soon as the isolated solutions can no longer easily be administrated by the supervising department, it requires the support of a BPM as a discipline. The administrative share may not exceed a minimum, as this part does not add value.