ABSTRACT
The difficulty with any structured approach to business projects, whether a BPM activity or not, is that organizations often adopt a “one approach fits all” philosophy.
Many people suggest that a BPM activity should start by first obtaining the full and complete support of the CEO, and unquestionably this is the ideal method. In reality, though, most CEOs either do not know about the BPM activity or will not be interested because it is considered to be “just another project.” If they are aware of the activity and it is one of the first BPM activities within the organization, they might want proof of the benefits that BPM can bring.
