How should a work team be formed for a BPM project? It is a question that arises every time an initiative of this type is undertaken.

BPM projects directly intervene in the company’s processes, therefore, you must be aware of the impact they generate. This should be kept in mind at the strategic level of the company seeking to be focused on what has been sought by top management, but at no time should we dispense with the technical knowledge we have at the operational level, they know the minutia of the operation, and they are responsible for showing the barriers that need to be overcome.

Generally, there will be an ambitious vision on the part of the top management and a resistance to the change in the operative level because this one must surpass the limitations of the present model in its day to day and they difficulty think that these obstacles have a definitive solution while top management from its systemic vision and its focus on generating value, only fantasises to reach that ideal that would allow it to widen the gap between costs and revenues.

It is true that on many occasions the vision of a manager may seem far from reality, seen from the minutia that consumes at the operational level. The manager plays their role by showing the risks of continuing the current situation, identifying which are the factors that generate resistance to change, presenting the benefits of what is expected and showing why the new suggestions should not be feared. In this way, they will encourage their team to work towards the goal set, but its accompaniment must be permanent because the bumps in the road will be common and it is at these moments that the leader must keep in mind what is the end goal.

Hence, when forming a work team for a BPM project, the following profiles must be available:

Operational level representative: It must be one or several people with a broad knowledge of the process. Their role in the project is to provide the details that can only be identified from their knowledge.

His/Her own contribution is fundamental because if you allow a project to run without your support, it is certain that you will have inconveniences later down the line.

Process leaders to intervene: A process is the result of the interaction of several areas seeking a purpose, each one of them, must have its leader present at the work table, as they are responsible for ensuring that they meet their interests. Each leader has his or her own vision of the process and only they one can fully represent their needs.

At this level, compliance with laws that frame the process or policies that govern it must be pursued. Their participation is fundamental because without them we can make processes with gaps that will eventually create specific cases of resistance to change.

IT Representative: Must be someone with full knowledge of the IT infrastructure that supports the process seeking to resolve any concerns that arise at the level of integrations or possible process automations that require other systems other than BPMS.

Senior management representative: They guarantee the alignment of the project with the strategy. Their continued presence at the workbench is not required, but their support for the project must be an unconditional and detailed follow-up to prevent the team from drifting towards false goals.

Project Management Representative: You must ensure that the project is in harmony with all the initiatives that the company is currently undertaking. By having a global vision of the development of the company, it can focus on the table work in certain situations where a systemic view of the company is required. In addition, it can also be that support to the project that guarantees an adequate development of the schedule proposed, managing everything that the project requires to ensure development as planned.