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For CIOs

Three Fundamentals Of BPM Governance

October 20, 2011

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  • By Alexander Peters, Ph.D.
  • with Connie Moore,
  • Derek Miers,
  • Andrew Magarie

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.

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