Of the 5 Phases - which Phase would you be most interested to work on?Are you a Phase 1 person, more towards alignment to strategy and goals?A Phase 2 person - the architect of change; A Phase 3 person - one to develop the initiatives?A Phase 4 person - Implementing Changes or a Phase 5 person, Measure Success?

3.1.5.1 Phase 1.- Afignment to Strategy and Goals The BPM life cycle begins with developing a process-driven strategy and plan for the organization. This phase starts with an understanding of organizational strategies and goals that are designed to ensure a compelling value proposition for customers. The strategic plan provides structure and direction for continued customer-centric process management. It lays a foundation for a holistic BPM approach to ensure the alignment with organizational strategy and goals with the integration of strategy, people, processes, and systems across functional boundaries. This phase sets the strategy and direction for aligning process and process capability to the organization's strategy. It also identifies and aligns processes to customer objectives. Critical to this phase is determining the process in focus for change and finally to align those process metrics to the goals of the organization. Ancillary activities include 40 identifying appropriate BPM Center of Excellence {CoEj organizational roles and responsibilities, executive sponsorship, and expected resource commitments. 3.1.5.2 Phase 2: Architect Changes During phase 2, the work of process modeling, process analysis, process design, and Process Performance Measurement occurs. Phase 2 uses methodologies discussed in this BPM CBOK Guide to identify current major, crossfunctional organizational processes in the context of the desired goals and objectives. Practitioners use analysis to assimilate information from strategic plans, process models, performance measurements, changes in the environment, and other factors in order to fully understand the business process priorities to be implemented in the organization. All design activities focus on how the new roles W'lll deliver value to customers. 3.1.5.3 Phase 3: Develop Initiatives Phase 3 is where all of the plans are developed for implementation. The guide does not cover how to develop these initiatives, but does give a brief description of the following plans. a Process training plan Change management plan Project plan Technology change plan Benefits realization plan I I I I 3.1.5.4 Phase 4: Implement Changes During phase 4 the organization implements all of the plans from phase 3, coordinated and managed by the program sponsor and project manager. This phase requires a structured project implementation schedule for each task and activity by phase with dependencies, predecessors, and so on. The technology GoUve is part of this phase, along with technology and process stabilization. Since the BPM CBOK Guide is not prescriptive, it does not cover howto topics like implementation. 3.1.5.5 Phase 5.- Measare 3 access Phase 5 includes realization of benefits, which are measured against projected benefits from the original plan. It also implements the permanent Enterprise Process Management and governance model for the organization. It includes continuous measuring and monitoring of business processes and of technology. All business process, change management, benefits realization, and technology plans are stored in the process and document repositories. An ongoing continuous improvement plan is implemented with the Process Owner taking over once the overall initiative reaches project closure