A BPMS provides powerful capabilities for managing business processes.
It can support process execution, coordinate activities, automate workflows, apply business rules and provide visibility into process performance.
All of these capabilities significantly improve the way processes are managed.
But there is another question to consider.
A BPMS helps an organization manage a process effectively. But it cannot, by itself, determine whether that process has been designed and implemented in the right way.
Business rules may be correctly automated while producing undesirable operational consequences.
Responsibilities may be clearly assigned while creating too many handoffs between teams.
Some exceptions may be efficiently handled by the system while others remain unaddressed.
In each case, the BPMS may be working perfectly while the business process still has room for improvement.
This is where BPM expertise plays a different role.
Its purpose is to question how the process actually works: its activities, decisions, responsibilities, exceptions and interactions — and whether they collectively support the business objective in the most appropriate way.
The distinction matters.
BPMS expertise enables effective use of the platform. BPM expertise focuses on whether the process supported by that platform works in the right way.
The two are not alternatives.
They are complementary capabilities for successfully managing business processes.
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