ABSTRACT
With business process management (BPM) projects the scope is not always clear at the start, at least compared with a conventional project. With BPM initiatives we need to have a clear understanding of an agreement about the business drivers or triggers, followed closely by clarity of the desired business outcomes. Bottom-up is the most common way to start, and is usually linked to lower levels of process maturity, to executive backing, it is often driven by BPM-passionate people within the organization. The approach is often characterized by an organization with senior executives who understand the benefits that a process focus will bring to the organization, and therefore BPM maturity is much higher to start with. Foundations are essential, but there is a balance between doing too much and doing just enough to start to gain the business benefits and BPM momentum in the organization. Top-down is the approach that is required for a successful enterprise-wide BPM transformation.
