When we think about business process management software, we often focus on business process management from an administrator or manager’s perspective. Much emphasis is placed on the benefits BPM software offers to an organization as a whole; specifically, the efficiency tools it offers to managers and the impact of BPM on an organization’s bottom line.
Yes, those benefits are of primary importance. But in order for a BPM initiative to be successful, it is essential to consider business process software from the end users’ perspective. In my previous blog, I observed that “beyond its benefits to the organization as a whole, BPM software creates opportunities to make life easier for both the “end user” (in this case, the HR department) and the “client” (in this case, the employee).”
End users are the people who will actually use the BPM software to do their jobs on a daily basis. End users include employees, supervisors, administrators, clients, partners, or any person who interacts directly with the BPM software. When a new BPM software is introduced to an organization, the end users are absolutely key to making sure that management’s vision is carried out. Change can be difficult and scary, and management must work to ensure that the end users view the BPM system as a solution rather than a hassle. When end users perceive BPM software as a helpful tool that actually makes their jobs easier, they are prepared to reap the benefits of the BPM software and support the company’s BPM goals and vision.
Returning to the expense report process example, the benefits to employees / end users participating in human resources processes are significant, and processing the expense report is much easier with BPM software. Everything the employees need to do their jobs quickly and efficiently is right at their fingertips. They are free from entering redundant data, looking up information, or sending notifications. However, if these benefits are not explicitly communicated to employees by management, the benefits risk being lost in the shuffle.
Whether its a new BPM software or any other top-down initiative, when employees feel that management has taken their needs into account the end results tend to be much more favorable. Considering the ways that the end users will interact with the BPM system, communicating the direct benefits to end users, and ensuring that the end user perspective is central to the organization’s larger IT goals, goes a very long way towards maximizing the success of a BPM software implementation.
