Consulting projects sometimes encounter problems that are difficult to explain.
Requirements keep changing. Teams agree on the solution but not on how work should actually flow. An apparently minor exception creates problems elsewhere. A delay appears in one place while its real cause lies somewhere else.
Sometimes, these are project issues.
But sometimes, they are process problems.
This is where consulting firms may benefit from developing what we could call a “BPM Reflex.”
When a problem persists or does not fit within the project's usual frame of analysis, ask one additional question:
Could this actually be a process problem?
A process perspective may reveal a problematic handoff, an overlooked exception, an unintended consequence of a business rule, or a cause located several activities before the point where the problem becomes visible.
Having a BPM Reflex does not mean applying BPM to every problem or turning every consultant into a BPM specialist.
It means adding the process perspective to the other perspectives a consulting firm already uses to solve client problems.
Not every project problem is a process problem.
But process problems can appear in almost any kind of project.
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