Business Process Management always plays a key role in establishing an organized working culture and strategized business actions irrespective of the size and scope of any organization. It eases the business operations and enhances the growth of financial planning with ensured results. Also, provides clear cut transparency of all the working modules inside and outside the organization.
A completes guidance of business understanding, documenting, structuring, modeling, managing, and monitoring is laid down by the business process management which simultaneously increases the value of financial assets.
Besides all the boons, BPM also comes with a set of challenges to overcome in order to endure the complete fruits of the model implementations. Everything needs to be assessed and understood properly before taking a key decision. One thing, which is commonly missing in practicing the BPM model is the failure to correlate and collaborate all the actions under one roof, in short, the lack of governance is the main challenge here.
In this regard, we would like to portray the top challenges faced by present-day organizations while implementing BPM. The commonly faced challenges are classified mainly into three different levels…Strategic Level, Technical Level, and Operational Level.

#1. Challenges faced at the strategic level

  • No process defined

BPM model has its own roadmap designed, which is misunderstood by most the organizations during the initial level itself and there is no proper guidance with professional experience in enhancing the new user to understand the functionality and scope of BPM models. There should be a well-defined approach drafted predominately so that new users can adhere to it without committing major mistakes.

  • Different opinions or mindsets

People or the resources with different mindsets cast their own opinions which deviates the actual flow of BPM, which results in confusion regarding which functionality to implement first and what should be the priority order to follow next. Preconceived expectations and understanding also lead to the absence of a unique mindset in practicing the BPM models.

  • Lack of control or governance

There is no proper or centralized control or guidance in designing the new functionalities or planning new activities using BPM technologies or workflows. Every single module has its own author and owner, which results in a lack of central monitoring.

  • Missing customer satisfaction

The end-users or the customers using the BPM models always complain about the scope and scalability of BPM projects. Everything needs to be customized and optimized before implementing the right model your organization wants to fit in.

#2. Challenges faced at the technical level

  • The communication gap between strategic and technical levels

There is a dire need for a standard channel between the strategic and technical levels of the BPM model to establish proper communication to know about the progress of each functionality. The lack of proper integration between these two levels can also result in bad positioning of BPM investment.

  • Lack of common or standard practice

This is the major cause of the limited benefits of the Business process management model, which is restricting the future enhancements and progressions of the model. This results in unwanted pain points and unnecessary re-work of the existing models which is no way helpful to the business heads.

  • Complex process identification

Due to the absence of proper communication model between different modules, there are high chances to ignore the complex process identification as soon as they are triggered or demands attention. This directly lunches in threat welcoming or process failure.

  • Failure of life cycle management

Vendors have their own methodologies to implement in BPM, based on their past experiences or project related R& D work. But, there comes a time, when there is no proper guidance to the newly implemented lifecycle management techniques to understand their scalability factors.

#3. Challenges faced at the operational level

  • Lack of integration and collaboration

At the high end of an operational level, we always speak of integration and collaboration as the key roles in accomplishing any task, which is a drawback in complex BPM models. We have to address this kind of high priority challenges at the earliest, in order to ensure the increase in overall product performance.

  • Implementing the right product functionality

As BPM has a very large complex of models and sub-models functioning altogether, it becomes hectic in identifying the right potential functionality for each and every activity performed. Hence care should be taken to carefully assign proper key roles to every module with a though research and analysis.


By addressing each and every challenge within the same level of implementation can yields better results and provide clear tile visibility of all the process flows by establishing a standard mode of communication and functioning by adhering to the below mentioned best practices without fail…
• Always balance the terms between efficiency and its worth
• Plan your timelines well in advance in completing a task
• Know your limits and challenges
• Establish a standard mode of communication
• Evaluate both inner and outer difficulties and fix them as soon as possible
• Measure the profess and manage the business values
Right actions always lead to the right decisions benefitting both the business leaders, stakeholders and the end-users with prosperity.