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BPM Requires a Mix of Transformational, Operational and Technical Competencies
Gartner's ITScore data shows that, among the six BPM dimensions measured, organizations were
the least mature in process competencies. Just over half of respondents reported that few staff
were comfortable with using graphical process models to understand how their business works.
Also, few offered training inareas such as modeling, analysis, discovery and methodology (72%
responded "not at all" or "minimally").1 Regarding the amount of staff skilled in communicating
process-related issues, most replied only "few" (49%) or "some" (35%).1 Without the ability to
articulate and communicate process-related issues, most BPM efforts will fail. Moreover, for most
people involved in BPM, this involvement willbe only part of their job, and the need to juggle
multiple roles increases the need for people with mature skill sets.2
BPM requires three critical competencies (see Note 1):
■ Transformational competence supports BPM execution.
■ Operational competence identifies what has to change and how.
■ Technical competence enables this change to be achieved.



Five Operational Skills HelpIdentify Problems and Improve Performance
These are the core BPM skills required to determine "as is" and "to be" states and implement
process change.
Skill No. 6 — Business Process Discovery
Description: The ability to identify formal and informal business processes in an organization, or
across multiple ones (part of determining the as-is state). This usually involves considerable staffing,
butautomated business process discovery (ABPD) tools can help accelerate the process.9
Responsibility: Identify the "pain points" in your organization, and focus on processes contributing
to those points. Interview stakeholders on how the work in each process is really done, and capture
useful undocumented information. Document discovered processes to guide process best
practices, or use discoveryresults to identify areas for improvement.
Sources: Business analysts, enterprise architects, subject matter experts (SMEs), BU managers,
stakeholders/end users and internal auditors.
Skill No. 7 — Business Process Modeling, Analysis and Design
Description: The ability to visually depict and examine process models, based on information
gathered from business process discovery. These modelsprovide visibility into processes (a key
tenet of BPM) and enable a process change's impact to be modeled and analyzed before
implementing it.
Responsibility: Use process modeling and analysis to better understand how a process works and
where pain points lie. This enables redesign and impact analysis to be conducted before new
process designs are implemented.
Sources: Business analysts,enterprise architects, SMEs and internal auditors.
Skill No. 8 — Business Process Governance and Managing Process Policies
Description: The ability to outline who is accountable and responsible for process change, to
establish guidelines for what constitutes valuable process change, and to choose incentives and
drive management processes that guide stakeholder behavior and enforce policyexecution.
Responsibility: Build and modify the process governance model as BPM competencies mature and
stakeholder reach widens.
Page 6 of 12 Gartner, Inc. | G00229100
This research note is restricted to the personal use of francisco.quiroga@cuamoc.com
This research note is restricted to the personal use of francisco.quiroga@cuamoc.com
Sources: Finance directors, VPs/directors of strategic planning,BU managers and internal auditors.
Skill No. 9 — Process Performance Management
Description: The ability to oversee process input and output. This should be strongly linked to
business performance management (see Note 2), and can be supplemented with predictive
analytics to seek patterns in such data.
Responsibility: Use performance management information to identify where processes are...