1/ goal: "what form of business value does my process promise to my customer?"
2/ strategy: "how do I deliver that business value through my process?"
3/ execution: "what business architecture should I employ to consistently deliver 1/ and 2/?"
Something like bogdan:
- What problems do we wanna solve for our customers?
- What process results do we need for that?
- What are the needed characteristics of the process to deliver that process result?
And that 3rd question will have a lot of sub question like;
- What is the worflow of the process and how do we manage it (strict, goal driven, etc)
- What kind of people are needed
- What information is needed (on execution, cases, process and interprocess level) more about that here
- What kind of supporting tools are needed
- What are external factiors (law, compliance) we have to be aware of
In short; BPM fundamentals. At least there is some fun in that ;-)
As the previous answers already covered “BPM as a discipline” related questions, I will list some questions about BPM-suite tool (also an integral part of BPM :).
- Do you possess a vendor-independent understanding of the BPM discipline, tools, practices and architecture?
- Do you understand how BPM helps to achieve organisational goals?
- Do you have an objective evaluation of the nature of your organisation’s business processes?
- Can you share the selection context?
- Do you have an explicit justification of the required BPM-suite characteristics?
- What is your selection funnel?
- Do you have some practical examples that can be implemented as proofs of concepts?
- Did you already plan the operationalisation of the selected BPM-suite?
Questions relating to the possible adoption of BPM?
Questions relating to the implementation of BPM?
Questions relating to ongoing use of BPM?
Questions relating to the effectiveness / impact of BPM?
It's important to remember that business processes are a part of a larger business strategy and that as part of this strategy we need to see how they fit in with the bigger picture. BPM is part of well, a process, too. So we need to see how integrate our business processes into the larger business strategy and how we derive insights from the processes we manage and implement them to facilitate business growth.
So I guess the question is how do specific processes affect business growth?
The CEO: Is this really going to deliver what I need to improve the over all performance of the business and support any operational changes that are needed?
The CFO: OK I get it but what is the cost and is the business really going to own its processes and not be locked into the complexity and cost of IT?
The Compliance Officer: Are you really telling me that I can rely on any compliance requirement being monitored real time with any report any time that I need to satisfy external regulators?
The Auditor: So you are going to be able to show me exactly how information is created in a model that you say is the actual application unlike the 70s where it was a flowchart where we just thought it reflected what was happening?
The “user”: Yea sure…. you expect me to believe that I can actually have a say in how I work and interact with “IT” systems?
As reassurance is given to all they look at each other and say "Why would you do it any other way"?