A successful process management strategy depends very much on the company’s overall strategy and management support.

Basically, the following core components must be ensured:

> Understand the purpose of BPM in the enterprise

> Anchoring in the company and embedding in the management structure

> Dovetailing with the technical and technical units

Depending on the expected benefit, the implementation can take the form of a reengineering, a big bang or even a gradual continuous implementation.

The process orientation implied in the BPM approach and the associated steering tools require a change in thinking and working practices in many organizations. The resulting change processes can often be anchored more harmoniously in the organization in a continuous but consistent implementation.

In the strategy, it is old to get a consistent picture of what BPM targets. This is the only way to ensure the right organizational integration, control, level of detail and, if necessary, tool support.

In order to support the goal for the entire company with BPM, a consistent picture is required as well as a consistent control of the setup in the individual organizational units. Both methods, control parameters and tools must be coordinated with each other and with the objective. Furthermore, they are to be built up uniformly in core elements. The governance to be established for this must address these aspects and must be well-organized in organizational terms.

A successful BPM implementation is geared to the technical requirements and the goals. These are optimally supported by the IT. IT can and should act as an initiating driver.


Like all activities in a business enterprise, a BPM initiative must prove that it benefits the company. In the case of a concrete software-supported process implementation, the return of investment (ROI) can still be determined relatively easily via additional control mechanisms (risk minimization), replacement of paper-based processes or shorter throughput times.

With a BPM as a discipline initiative, it is much harder to quantify the benefits in terms of reliable numbers. In many cases, the costs incurred at the beginning of an initiative are not fully calculable. Savings potentials are often found in the processes, but can only be determined in monetary terms with great difficulty in advance.

It has proven itself to prove small successes. Approaches of the BPM are to be applied in improvement or restructuring projects. This allows project managers to demonstrate the benefits of a process-oriented approach. On the basis of the concrete example, reliable figures can also be derived.

This can be a basis to get more resources for a BPM from the management.

In the fewest cases, management will decide to launch a BPM Greenfield Approach initiative, which will be an evolutionary approach, with pilot projects demonstrating success.

For an estimate of a first cost / benefit estimate, the following questions can help:

> Process-related use:

> Cost / quality assessment in the considered process?

> Transparency in the process as the basis for greater dynamics for improvement in the process?

> Organizational benefits:

> additional process-related structures can be combined

(Compliance, risk management, internal control system (IKS), ISO certification)?

> Motivation of employees through process responsibilities and decision-making scope for improvements?

> Project related benefits:

> Are organizational / system projects planned that can be based on BPM documents (IsT analysis, test documents, etc.)?

BPM as a discipline always represents a change in the organization. In this case, the transition from a functionally managed company to a process-oriented company will always lead to an increase in initial administrative expenses (including for change management). this has to be considered from the beginning. otherwise, BPM initiatives will inevitably fail.

If a BPM is successfully established in an enterprise, mechanisms must be defined that ensure the lasting benefit of a BPM. Otherwise, there is the danger that BPM will develop into an end in itself and will lead to tasks for the organization that are no longer value-adding.

Here, BPM competes with other forms of organization and is not allowed to rest at once.

Finally, it should be noted that BPM can not meet all the expectations an organization can make of it. therefore, a focus has to be defined right from the start. The BPM initiative should then be geared to this. otherwise the initiative threatens to fail.

Sometimes it sounds as if BPM advocates recommend describing or automating every activity in a company using formal business process models. but even the most zealous advocates do not agree that BPM should be introduced on such a scale. Rather, BPM targets the processes that are most important to value creation, those processes that, once optimized, deliver tremendous benefits and, most urgently, change and evolve quickly to remain competitive.