Many of participants consider that end-to-end (E2E) process optimisations are "Big Bang projects" which are more often "wasteful and expensive" and BPM should be deployed tactically. I disagree.
As an enterprise is a system of processes ( http://improving-bpm-systems.blogspot.no/2014/03/enterprise-as-system-of-processes.html ) then BPM (a trio of a discipline, architecture/practices and BPMS COTS products) is, by definition, strategic.
The essential beauty of BPM is that (unlike many other enterprise-wise software initiatives) BPM can improve the enterprise incrementally with the pace of the business and in accordance with the business priorities.
- It is not mandatory to model all business processes up-front.
- Doing E2E process does not imply one huge project – just proper governance of several mini-projects.
- It is possible to start small with mini-projects and build them up together.
- The next E2E “place” to improve can be determined by the business dynamically.
- Each incremental improvement may combine business improvements and technological improvements.
To add other coordination techniques to current BPMS, it is necessary to go to enterprise architecture (or enterprise application architecture) level. This make E2E process optimisation project difficult for “classic” BPM specialists.
Right way of doing E2E business process optimisation implies:
- doing the overall architecture ( consider a platform for execution of your business );
- knowing how to build a platform incrementally ( http://improving-bpm-systems.blogspot.fr/search/label/PEAS ), and
- carring out several mini-projects ( give them to “classic” BPMers ) under strong governance.