A week ago today, I was in a tutorial by Roger Burlton of the Process Renewal Group on Enterprise Business Architecture: Strategy, Process and Capabilty Alignment while at the BPMG conference in London. He made a great analogy regarding performance measures: knowing the final score doesn’t tell you if it was a good game. (Although after once watching the Blue Jays lose 22-2, I posit that you could have told that it was a crappy game by the score alone.) Roger was one of many people at the conference who spoke about BPM in the context of measuring business goals. To quote Terry Schurter, who I heard speak the following day at his session BPMS – Selection by Business Value, “goals that can’t be measured aren’t goals”.
All this shows that BPM is finally creeping out of departments and into the mainstream of the enterprise. I read a post about a CEO’s view of BPM as discussed at a recent CEO roundtable today on the Milestone Group’s Thoughts On The Tech Industry blog that really nailed it:
BPM, or Business Process Management is the fasting growing segment in the BI / Data Management market sector. Growing out of departmental process management initiatives, the key driver now is to integrate across the enterprise, and to provide scorecards, reports, and other “C Level” deliverables with more confidence, so that predictive modeling and optimization initiatives are really based on the most complete and highest quality set of data available in the enterprise.
The CEOs consider BPM as a feed for enterprise BI/performance management, which is completely accurate — after all, why else would you be doing BPM if not to improve performance, and why would you be doing anything to improve performance if you weren’t also including it in your enterprise performance measures?