BPM-EAI

BPM as a surround strategy has always been the sweet point for BPMS tool positioning, focusing on utilizing BPMS tool to automate the processes which are not core of an ERP offering or to integrate surrounding application with ERP at a process level. Out here the primary focus is the "architecture and Tool", partially the "method" aspect of BPM and partially the "Governance" aspect. For instance a CPG client automated their workflow around data setup for Item setup using a BPMS toolset.

BPM as a support strategy is an interesting emerging area, where organizations are looking at BPM as a strategy to manage end to end processes where ERP is seen as a central strategy to standardize processes. The whole concept of BPM as a support strategy for ERP revolves around the following high level problem statement faced by organization post any transformation program involving ERP rollout

• Critical process knowledge is not sustained and diluted
• Users do not adhere to processes standardization and use workarounds breaking the standardization brought forward by the transformation program 
• Standardization put in place by transformation program are being diluted during regional rollout (e.g. localization after go-live)
• Post transformation program rollout and beyond hypercare there is no clear go-to person for process issues i.e. no owner at a process level
• Business Process Change governance is not operational
• Process KPI reporting and improvement is typically missing

To address these following aspects of BPM becomes the primary focus

• "Method" for managing process change, managing process KPI reporting and improvement implementation
• "Architecture & Tool" for providing the visibility of Process and Process KPI to support standardization and continuous improvement. This will also covers the process automation aspects also
• "Governance" for managing both process governance and financial governance for managing change
• And lastly "People" enablement aspects which would enable training of Business users on the process standardization and cross functional know how

For instance a larger agro client used BPM as a strategy to manage the cross country process standardization implemented by the transaformation program. The whole concept behind the effort was how to continue to maintain the process standardization after rolling out the processes for different geography

BPM as an overarching Strategy is a strategy which extends BPM as a support strategy by linking the business value based approach for process change management. Typically BPM as an overarching strategy means organization needs to focus at value alignment at end to end business process level and identify ERP implementation as one of the means to realize the value.

BPM as an overarching strategy is an idealistic state, which organization should strive achieve. However BPM as a support strategy for ERP is the best form that organization should definitiely look at to derive maximum benefit from ERP implementation and at the same time use BPM for aligning IT view with business