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Best Practices: Centers Of Excellence For BPM

COEs Help Bridge Organizational Silos

March 26, 2008

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Why Read This Report

Businesses across all industries are looking to business process management (BPM) to help gain new efficiencies, create a more consistent customer experience, and provide better data insights. Yet many firms have multiple implementations of the same type of BPM tools, or their siloed departments don't leverage work done in other divisions when improving processes. Forrester spoke with a variety of large firms adopting an emerging trend: developing centers of excellence (COEs) for BPM. We uncovered best practices in five areas: 1) executive sponsorship; 2) process methodology and governance; 3) staffing skill sets; 4) vendor alignment; and 5) key performance indicators (KPIs).

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Table of Contents

  • BPM Initiatives Are Inconsistent Across Large Organizations
  • Centers Of Excellence Help Bridge Organizational Silos
  • Best Practice No. 1: Appoint An Influential Process Czar
  • Best Practice No. 2: Establish A Methodology, Independent Of BPM Technology
  • Best Practice No. 3: Co-Locate Technical, Project, And Business Expertise
  • Best Practice No. 4: Align With BPM Vendors And Consultants
  • Best Practice No. 5: Establish KPIs That Tie To Strategic Objectives
  • BPM Centers Of Excellence Next Practices
  • Identifying Your Challenges
  • Case Study
  • Supplemental Material
  • Related Research Documents

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