Perhaps, one of the worst and most deeply rooted practices in BPM is doing it without established methodology . On most primitive level, BPM often begins as a set of diagrams drawn in a standard office package. When there accumulates significant amount of diagrams and process descriptions, the magic word BPM comes in mind and a company begins thinking on the best BPM tool to choose for its process management. But any most advanced tool, however rich in options it is, will never bring ready methodology, which de facto exists in an organization. As a result, a company in most cases sacrifices its already existing, although not well formalized, methodology for the sake of external, foreign and artificial methodologies offered by various tools. Ironically, with nearly every BPM tool lion's share of effort goes to tedious and often futile attempts of embedding existing business practices into ready modeling framework. Instead, implementation should pursue exactly opposite goal of easil...
Business Process Management and Enterprise Architecture Insights