Leadership and Communication in Implementation of BPM Projects

Introduction

According to Jeston and Nelis (2008), BPM (Business Process Management) refers to the alignment of a range of business practices with the intent of realizing organizational and consumer needs whilst integrating innovation and efficiency. Accordingly, Wasana, Ahmad and Mohammad (2009) assert that BPM projects intend to improve on business productivity and reduce on production costs without compromising on the quality of goods and services. Therefore, BPM is considered integral towards actualizing business success. There are various factors that affect the implementation of BPM projects. Wasana et al. (2009) have singled out factors such as leadership and communication as key determinants in the success of BPM projects. This paper seeks to illustrate the importance of good leadership and communication in the process of implementing a BPM project.

Importance of Good Leadership

Leadership is an individual’s influence on others in the quest of attaining common goals. It is a skill that is vital in project management. Good leadership is vital in BPM implementation as it ensures coherent program management (Wasana et al. 2009). BPM projects bring about changes in the functioning and delivery of organizations products and services. With good leadership, the transformation vision is established on the onset. This allows for propagation of the project in a holistic approach that maximizes on the organization’s capability thus ensuring the success of the BPM project. Good leadership also ensures that the project vision is understood and emulated at all levels of the organization. This translates to teamwork and efficiency thus yielding success in the implementation process (Ahadi, 2004).

Mansar and Reijers (2007) argue that good leadership in the implementation of BPM projects illustrates the commitment of the management team in actualizing the set goals of the BPM project. By illustrating commitment, the management team plays an active role that trickles down at all the organizational levels. This also improves on the consultation level and sharing of responsibilities. According to Jeston and Nelis (2008), when implementing BPM projects, the management team needs to manage and allocate resources efficiently in order to reduce on production costs. Wasana et al. (2009) report that good leaders are efficient in resource allocation, this is because, they come up with well structured budgets that accommodate all the BPM needs. Good leadership calls for managers who are keen to here out their employee’s inputs and feedback. This is paramount because it allows for structural changes during the implementation process thus improving on the control measures that emerge during the implementation phase. Such changes improve on the success rate of the BPM project (Ahadi, 2004).

According to Jeston and Nelis (2008), stability of an organization during the implementation of a BPM project is integral. Good leadership translates to a stable management team that is able to spearhead the visionary aspects of the BPM project. This is because, good leaders are aware of the BPM concepts that need to be achieved and therefore they can easily control the factors associated with project failure or project success. In addition, good leadership aligns the BPM project goals with the strategic goals of the organization. This ensures that the project allows the organization to achieve efficiency and a competitive edge.

Importance of Communication,

Wasana et al. (2009) define communication as the passage of information between different individuals at different organizational levels. Therefore inclusive and precise communication is important during the implementation of BPM projects. Establishment of communication channels provides avenues for information sharing. Therefore, during the implementation and monitoring phases of BPM projects, it is imperative to establish communication channels in order to ensure the free flow of relevant information to both the management team and the employees. Such channels should be two sided for purposes of ensuring constructive consultancy (Ravesteyn & Batenburg, 2010).

Jeston and Nelis (2008), assert that communication with all stakeholders in the BPM project is key. This is because it curbs discrepancies. Some of the stakeholders to be consulted include the management team, employees, consumers, associates, suppliers among others. This allows for clear negotiation processes that ensure that all the stakeholders’ needs are fully or partially met without compromising on the control measures of the project. By sharing information, the BPM project is guaranteed transparency and accountability (Mansar & Reijers, 2007).

In addition, adequate communication during implementation of BPM projects brings about clarity of the intended goals and the procedures to be conducted. This helps to clear any project ambiguities that might hinder or tamper with the implementation phase. This also illustrates a clear picture of what is expected of all the stakeholders and the expected results of the project. Communication ensures teamwork which results to effective mobilization of all the stakeholders and adequate deliberations before, during and after the implementation phase (Ravesteyn & Batenburg, 2010).

Conclusion

The main aim of BPM projects is to improve on the efficiency and productivity of an organization through innovation. Some of the factors that affect the implementation phase of BPM projects include leadership and communication. Good leadership is vital since it ensures coherent implementation of the project through establishment of a vision that is emulated at all levels of the organization. Good leadership improves on the efficiency of the implementation process and it also builds on teamwork. Further, good leadership improves on project commitment, resource allocation, employee feedback, stability and linking of BPM projects with the organizational goals. On the other hand, communication is important in the implementation phase because it provides avenues for information sharing and constructive consultancy. Communication among all the stakeholders curds discrepancies and clears any ambiguities thus improving on transparency and accountability of the project. This results to teamwork and adequate mobilization during the implementation phase.