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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!

Continuing to address frequent user questions that come up at conferences let's look at BPM vs. BPM, Business Performance Management vs. Business Process Management. These two initiatives do in fact have more than their acronyms in common. When executed properly each one can improve the bottom line. How they accomplish it though is very different. Process Management is focused on optimizing individual business processes at a fairly detailed level. Improving the flow of loan paperwork and the review and approval process in a bank would be an example of this. A more efficient process should reduce costs and also potentially allow for more revenue opportunities. Performance Management focuses on higher level strategic goals. Increasing the profit margin or revenue growth rate or market share might be part of an initiative of this type. In fact, improving the efficiency of various business processes (Process Management) might be necessary to accomplish some of the strategic profitability goals of the company (Performance Management). It would seem then that the two BPMs are in fact complementary initiatives. However, don't jump to the conclusion that you should work on them together as part of one overarching 'BPM' project. It's too much for anyone to bite off. Each project has it's own set of detailed and unique requirements. The vendors that provide these solutions are different for each BPM so you have two different vendor evaluation processes to go through. Sample Performance vendors: Hyperion, Cognos, OutlookSoft. Sample Process vendors: Metastorm, Appian, Savvion. Lastly, the skill sets and domain expertise required of the team members and/or consultants also differs based on which BPM you are focused on. Our suggestion is to do the two BPMs sequentially, focusing first on where you have the greatest pain.


Posted December 1, 2006 11:19 AM
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