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Craig Schiff

I am very excited about this opportunity to share my perspectives and experience in my BeyeNETWORK Blog. For those of you who may not have read my articles and newsletters over the past few years, I hope you will appreciate a vendor-independent perspective on all things related to Business Performance Management (BPM). I focus on key topics organizations should consider throughout their BPM project lifecycle, from early stage requirements definition and justification, key measure development, vendor selection and finally, successful deployment and rollout. Of course, market trends and vendor updates will also be part of the mix. Please stop by on a regular basis to see what's new, and to make this interactive, please share your opinions. If you have a specific question, contact me directly at cschiff@bpmpartners.com.

About the author >

Craig, President and CEO of BPM Partners, is a pioneer in business performance management (BPM). Craig helped create and define the field as it evolved from business intelligence and analytic applications into BPM. He has worked with BPM and related technologies for more than 20 years, first as a founding member at IMRS/Hyperion Software (now Hyperion Solutions) and later cofounded OutlookSoft where he was President and CEO.

Craig is a frequent author on BPM topics and monthly columnist for the BeyeNETWORK. He has led several jointly produced webcasts with Business Finance Magazine including "Beyond the Hype: The Truth about BPM Vendors," the three-part vendor review entitled "BPM Xpo" and "BPM 101: Navigating the Treacherous Waters of Business Performance Management." He is a recipient of the prestigious Ernst & Young Entrepreneur of the Year award. BPM Partners is a vendor-independent professional services firm focused exclusively on BPM, providing expertise that helps companies successfully evaluate and deploy BPM systems. Craig can be reached at cschiff@bpmpartners.com.

Editor's Note: More articles and resources are available in Craig's BeyeNETWORK Expert Channel. Be sure to visit today!

I just don't get it. There is a fairly consistent theme in our talks with BPM prospects: the business users driving the project (usually in Finance) are in a battle with IT. Corporate America, 2005, and IT and Finance are fighting. Over what? A lengthy list: who's in charge, what's really needed, and most importantly - what solution to purchase. I must be missing something. When I was in IT it was pretty clear to me that my job was to meet the needs of the end user. Now I have Finance organizations in major companies telling me their IT group won't let them get what they really want.

The most common issue seems to be that IT wants to move into BPM by acquiring modules from their ERP provider. This is logical of course - IT is already trained on the underlying technology, the new modules will theoretically be well integrated, unified database, etc. However, the business users are more focused on ease of use, depth of BPM functionality, and reduced dependence on IT. The best-of-breed BPM application vendors usually top their list of desired solutions. So what typically happens? In many organizations it is a stalemate and nothing happens, they miss out on the many benefits of BPM. In others, IT does what it thinks is best, the system is never fully embraced by the end users, and it ends up being under utilized. In still other cases companies such as ours are brought in as an independent third-party to referee. I don't mind making money and we often succeed in getting everyone on the same page, but this is a problem that shouldn't exist in the first place. Comments welcome.


Posted August 25, 2005 7:39 AM
Permalink | 2 Comments |

2 Comments

Hi Craig

It's not all that much of a surprise.

Unless one spends time figuring out and agreeing about where one wants to go (=CPM strategy), a fight over how to get there (=platforms) is inevitable.

The problem is that there are very few companies in which top management understands the criticality of a conversation about where one wants to go (figuring why that doesn't happen is the real challenge!)

In this vaccuum, the initiative falls on the shoulders of the functional heads and they have different perspectives (e.g. integration vs ease of use). The situation then goes rapidly downhill as the polarisation gets worse.

Regards, Ravi

Don't name IT COPERATION between france and USA as BATTLE. You might disturb the relations between two great nations.

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