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BPM can create value from IT projects

Ben Farrell
February 27, 2013

There is considerable demand for innovation in many business settings. Changing economic conditions and continued uncertainty have led many organizations to seek new ways to operate more efficiently to enable growth. As a result, IT investments are a major part of corporate operations. Driving value from this spending can be difficult, however, making business process management a key secondary solution.

A recent CIO magazine report explained that value-added BPM solutions can enable companies to maximize the value of their IT investments by unifying various projects to benefit end-user operations.

Benefiting from BPM

Organizations that manage to complete, successful IT projects can use that innovation to vault themselves into a better position for sustainable revenue growth. The news source said that the major problem does not come from getting IT to work correctly, it stems from challenges in making business process goals work well in conjunction with new IT projects.

This is where creating value comes into play. IT investments rarely generate revenue on their own. Instead, organizations spend on better technology because those solutions will allow their workers to get the job done more effectively. As a result, there can be a major disconnect when a group of unrelated IT projects all force workers to change their operational patterns in ways that are not conducive to productivity. According to CIO magazine, value-added BPM provides the necessary connecting fabric that integrates IT functions and aligns them with processes so end users can achieve the gains made available by IT investments.

BPM is a valuable tool because it is, at its core, a management principle. The report explained that BPM principles help organizations identify the structural changes that need to be made to business processes in light of IT projects. As a result, companies can identify how they should adjust processes, if any operations can be automated or if IT changes dictate alterations to which processes are handled internally and which can be moved to a third party.

Taking advantage of BPM software

BPM as a management principle can enable major process improvements and help companies adjust to IT change. However, businesses are becoming so dependent on IT that they often have to build BPM into the back office in conjunction with operational efforts. BPM software provides the integration and process automation capabilities needed to make that happen. In response, companies can align every facet of their technological landscape to meet end-user needs.

Ben Farrell

Director of Corporate Communications