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Business Process Management (BPM) systems are now focusing on the core path technology that organizations pursue to gain business benefits through technological advantage. These benefits vary in terms of cost reduction, increased efficiency, and even replacing systems with older technology architectures for rehosting/storage.

The process involves requirements from multiple units and a dynamic unit that is always evolving between business and IT. Therefore, companies rely on process consulting from high-priority BPM initiatives to be used by the organization.

The project cycle in the professional services sector, where responsibilities include analysis, design, control, and project execution, is typically heavy. The heavy lift to empower BPM initiatives leaves behind valuable experience and specialized process consulting. As long as these conditions exist, the various components of successful implementation for process consulting, without organizational interference, are left behind. When BPM implementation is successful and the system is operational and maintained, a large gap is created, and this gap jeopardizes the initial BPM success in other business domains and systems.

In many cases, companies accept change management and cause additional business processes without experience in process consulting (likely relying on a specific product to train team members). This often leads to disappointment (due to dependence on the evolution of internal processes, staff skills, the complexity of existing business systems, and the evolution and performance of project management). Therefore, most organizations no longer rely on some external process consultants to reach a higher level of success.

A Center of Excellence in Business Process Management needs to focus on a unified approach to BPM. Defining the complex relationships among the various components of the system on an evolving basis, while ensuring the quality of online BPM initiatives, helps monitor the process and competition among people regarding resources and time.

"The Center of Excellence for Business Process Management is not a one-size-fits-all model."

"but rather a complete set of best practices and processes that are relevant to the organization."

For example, reviewing the infrastructure architecture: a planned meeting in a situation where the business has an opportunity to increase capacity or request an impact assessment on the systems, is guided periodically during major technology initiatives in an organization. This may be and feasible, but its performance may be slow or (until the architecture group revisits it) change and its speed and nature may differ compared to the BPM systems.

In a typical Center of Excellence for BPM process, a representative from the architecture group can serve as a filter or buffer depending on the varying scale of BPM initiatives. These conditions significantly reduce bureaucratic formalities and accelerate the information systems and business cycle.

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« Centre of Excellence BPMS                                         Centre of Excellence framework of BPMS»