Business Process Managers
Managers perform many different roles with respect to business process work.
The key BPW management responsibilities include identifying when BPW is required, identifying and articulating the problems that suggest changes to business processes are needed, knowing what competences are needed to do the work, managing any projects, and dealing with implementation.
Many managers view BPW on a project basis; some improvement is required, a project is put in place to do the work, when the work is finished, the project is completed. A key theme of this site is to move from seeing BPW as one or more projects, but to move more towards seeing BPW as an ongoing process where BPW lies at the heart of continuous improvement.
There was not enough space in the Business Process Analysis book to discuss BPW project management, but that will be developed on this site, and added to the next version of the book.
Some writers about BPR advocate not spending much time doing analysis, and just redesign all processes from scratch. If you find an organization that has done that, please let us know. Analysis is a critical part of BPW, and why would any organization want to throw away all their current processes, particularly when many of them will be built on hard-earned experience.
The ultimate dilemma for a business process manager is to understand how to do things in such a way as to have an organization that is very difficult to replicate because it is built on special core competencies that are especially effective.