Six key considerations when implementing Business Process Management Software

Documentation is unlikely to fully capture details surrounding aspects such as culture, leadership, and governance, nor is it likely to capture deviations from the norm or complex nuances.

4. Integration Complexity: An often-overlooked consideration is whether the process is dependent on upstream workflows and external systems. A reliance on upstream work will add a high degree of implementation complexity, especially if the upstream process is also going to be implemented into the BPMS in a later phase. In this case, the system may need to be redesigned to accommodate the upstream workflow. Spending time on a comprehensive upfront analysis against potential integrations and dependencies can save significant effort during implementation.

5. Process Duration: If a process has a cycle time of months or years, or has an indefinite duration, it is likely not an ideal candidate for implementation. Such lengthy cycle times make it more difficult to prove ROI in an immediate timeframe, as value cannot be fully proven until the downstream process steps have been executed through the system many times. Regulatory processes with shorter timeframes (e.g. days or weeks versus months or years) and specific timeline constraints, such as regulatory document submission, are far more ideal for implementation.

6. Process Volume: Implementation business value is difficult to prove with processes that have only a handful of iterations. Even if those iterations are complex, more data is required. A steady, reliable volume should therefore be a key characteristic of the selected process.

If the six criteria listed above are not considered, companies could experience several challenges with implementing a BPMS. First, the implementation effort could drastically increase in scope—and therefore cost— as analyses reveal the full technical and operational complexity of the process. Furthermore, selecting the wrong process may not sufficiently prove the business value of a BPMS to key stakeholders, thus creating a skeptical attitude towards subsequent projects.

Thus, when a business embarks on a BPM journey and identifies a set of processes to automate as part of a BPM program, each option must be vetted with an objective eye. The six considerations above will help you better plan and structure your BPMS program. Once the right processes have been selected and implementation begins, organizations will begin to realize the tangible benefits of BPMS, including reduced overhead costs and enforced data and process consistency.