%0 Report %1 ibm2013creating %A IBM, %D 2013 %E Dyer, Lisa %E Forget, Andrew %E Osmani, Fahad %E Zahn, Jonas %K BPM COE Center Excellence IBM of %T Creating a BPM Center of Excellence (COE) %X Your first BPM projects, though radically different in the tooling and the methodology for those directly involved in the project, will be chartered, funded, measured, and managed just like any other IT project. But for an enterprise to accelerate the radical value that a BPM project has proven, the enterprise must transform. Change must occur above and around projects. Funding, staffing, governance, infrastructure, and virtually every aspect of how BPM solutions are implemented must change before the enterprise can mature to meet those strategic goals that accelerate the value of BPM beyond a handful of projects. This is the BPM transformation. Unlike the challenges of the first few BPM Projects, this transformation represents an unprecedented challenge to those enterprises that are mid-chase in the pursuit of BPM excellence. This IBM® Redpaper™ seeks to eliminate the uncertainty organizations face in this next generation of BPM--maturing beyond the success of BPM projects. The goals and concepts of dozens of mature BPM organizations have been consolidated here and categorized to provide you with clear mandates, with hope that this clarity will provide purpose, and that this purpose will drive excellence. The intended audience for this IBM Redpaper includes Executive Sponsors, Team Leaders, Lead Architects, Infrastructure Owners and generally, anyone interested in transforming the enterprise around BPM principles.

@techreport{ibm2013creating, abstract = {Your first BPM projects, though radically different in the tooling and the methodology for those directly involved in the project, will be chartered, funded, measured, and managed just like any other IT project. But for an enterprise to accelerate the radical value that a BPM project has proven, the enterprise must transform. Change must occur above and around projects. Funding, staffing, governance, infrastructure, and virtually every aspect of how BPM solutions are implemented must change before the enterprise can mature to meet those strategic goals that accelerate the value of BPM beyond a handful of projects. This is the BPM transformation. Unlike the challenges of the first few BPM Projects, this transformation represents an unprecedented challenge to those enterprises that are mid-chase in the pursuit of BPM excellence. This IBM® Redpaper™ seeks to eliminate the uncertainty organizations face in this next generation of BPM--maturing beyond the success of BPM projects. The goals and concepts of dozens of mature BPM organizations have been consolidated here and categorized to provide you with clear mandates, with hope that this clarity will provide purpose, and that this purpose will drive excellence. The intended audience for this IBM Redpaper includes Executive Sponsors, Team Leaders, Lead Architects, Infrastructure Owners and generally, anyone interested in transforming the enterprise around BPM principles.}, added-at = {2013-02-17T12:17:48.000+0100}, author = {IBM}, biburl = {https://www.bibsonomy.org/bibtex/29708735b9d5c0ee52d2c304d53ca9a39/joao_csf}, editor = {Dyer, Lisa and Forget, Andrew and Osmani, Fahad and Zahn, Jonas}, institution = {IBM}, interhash = {c033eb92ad4a4b01fa2f9ae339800ab3}, intrahash = {9708735b9d5c0ee52d2c304d53ca9a39}, keywords = {BPM COE Center Excellence IBM of}, timestamp = {2013-02-17T12:17:48.000+0100}, title = {Creating a BPM Center of Excellence (COE)}, type = {Draft Document for Review}, year = 2013 }