Business Project Management

This article discusses the success factors and pitfalls of Business Project Management (BPM) and provides four main steps to build a business case for BPM. It emphasizes the importance of using BPM as a discipline and basing activities on data and facts. The article also highlights the need to balance building BPM capabilities with a degree of realism.

Running head: BUSINESS PROJECT MANAGEMENT
Business Project Management
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1BUSINESS PROJECT MANAGEMENT
1. The success factors of BPM (Business Project Management) are many. The very first
is the fact that it is business strategy for delivering the business performance
improvement along with sustainability. Most of the successful BPM companies have
used the BPM in order to improve their business performance in the recreation of one
or more than one strategic objectives. Secondly, it is mechanism to make sure that
there is traceability of the business performance (Syed et al., 2018). It is the best way
of linking the strategic intent with an integrated program of the multidimensional
change. Thirdly, it is also a mechanism that assures the alignment of all the necessary
capabilities and actions of the organisation.
However, the five pitfalls of BPM to avoid are that of being caught as unprepared to
demonstrate the value delivered. Secondly, deploying a BPMS (Business Process
Management Suite) would solve nothing until and unless the companies applies the
BPM as a discipline. Thirdly, the activities of BPM should be based on the data and
facts, instead of on the reactions to those who shout the loudest (Indihar Stemberger et
al., 2018). Fourthly, it very important for a BPM team to build its capabilities but it
must also be taken into consideration that this effort is necessary to be balanced along
with a degree of realism.
2. There are four main steps of building a business case for BPM (Business Project
Management) and they are:
- Planning of the project
At this stage, the project are to be planned and analyse whether there is any barrier
to successfully conduct the project or not
- Gathering the processes that would be included in the project

2BUSINESS PROJECT MANAGEMENT
At this stage, one needs to be focused on the processes which could produce quick
outcomes so that there would be no risk of losing the potential sponsors on any
kind of early failure (Bider & Perjons, 2015).
- Establishing the benchmarks of how those processes are currently functioning
At this stage, one should outline benchmarks for determining what to achieve
- Establishing metrics for the success
One of the most important points of this stage is that the goal must be measurable
in the BPM business case.
- Making use of the data gathered from step two and three and determining how the
new processes would be running
In this stage, one must synthesise the information that are collected from the last
steps for creating an overall map.

3BUSINESS PROJECT MANAGEMENT
Reference:
Bider, I., & Perjons, E. (2015). Design science in action: developing a modeling technique for
eliciting requirements on business process management (BPM) tools. Software &
Systems Modeling, 14(3), 1159-1188.
Indihar Štemberger, M., Buh, B., Milanović Glavan, L., & Mendling, J. (2018). Propositions
on the interaction of organizational culture with other factors in the context of BPM
adoption. Business Process Management Journal, 24(2), 425-445.
Syed, R., Bandara, W., French, E., & Stewart, G. (2018). Getting it right! Critical Success
Factors of BPM in the Public Sector: A Systematic Literature Review. Australasian
Journal of Information Systems, 22.