If success is not formally defined with collaborative agreement on how it will be measured, evaluation of the project’s outcome will be based on subjective perception. That is extremely dangerous because you will have a hard time pleasing the business user as his/her view of success may evolve and be very different at the end of a project than it was at the beginning.
Do not continue a project if the business area managers will not engage with the BPM team at a level deemed to be necessary for success. This must be spelled out in the project assumptions and failure to engage with the BPM team is a cause for a project to be put on “hold status” that does not penalize the project team or project schedule. The business area managers will be the ultimate decision makers on project success or failure and they must be engaged at appropriate times and at appropriate levels.
When scope changes in the middle of a project, it is vital to re-estimate the impact on the timeline and project costs. If your project has interdependencies with other projects it is important to meet with your business sponsor to reset expectations and obtain agreement as to the impact the changes will have on the original project.
When attempting to move from small process improvements to larger initiatives that have a significant impact and are transformational in nature, you must demonstrate that your team not only can deliver BPM capabilities but also has the ability to manage large and complex initiatives while mitigating risk to the ongoing operation. Leaders often become anxious when large scale change is to be done to their operations; they need reassurances that you have their back and can deliver on expectations.
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