How many Performance Frameworks are enough?

Establishing an approach for implementing a Business Process Management Project is dependent on the level of Sponsorship. We all want it to be driven by the board and the successful delivery the responsibility of the CEO and his Executive Team. Unfortunately in nearly all cases this does not happen. It is very hard for any level of management to envisage the complexity of the network of integrated processes developed within an organisation to achieve the Value Proposition. It is important to realise the business processes are developed and structured to support the overall vision and goals of the organisation and the outcomes of the processes determine the success or failure of the business model.

When developing a Business Process Strategy one Framework will not do. There will be a number of nested development frameworks required to describe the complexity of a living business and the level of decomposed detail.

At each level of the decomposition model a framework is used to develop and link the decomposed activity. In addition there are continuous change cycles in place to monitor and analyse the outcomes and handle the speed of change required.

The most important ingredient for a successful Business Process project is that the total organisation is on board and supports it enthusiastically. One department doing well and another failing to meet its objectives can put the whole business at at risk.