ABSTRACT
The iceberg syndrome discussed in Chapter 1 showed that an organization’s perception of a BPM program is likely to be only what is above the water line at a project level, but the reality is that most of the implementation effort is below the water out of sight. BPM is not about projects; it is about the business opportunity that BPM can provide if a process view permeates every manager and person in the organization. Certainly, a project is often how a BPM effort will commence, but there must be a concerted effort to move a project from the traditional project status to blend into a business-as-usual environment.
