Forrester

Why Read This Report

Large, cross-functional business process management (BPM) programs cannot function without well-designed governance, undertaken with substantial involvement from business stakeholders and process owners. The BPM governance process defines the roles, responsibilities, and formal relationships required for a BPM program to succeed. Senior business process executives — also known as change agents — responsible for BPM improvement and transformation programs pay close attention to three fundamentals: 1) a clearly communicated strategy for what the organization needs to accomplish with its BPM projects and program; 2) an appropriately positioned and mandated business architecture function, along with who should own it; and 3) and a self-regulated performance management system with business metrics that encourage the participation of business stakeholders in the governance process.