Guiding principles are statements for the BPM transformation that guide the execution of the projects, irrespective of which processes are currently being  designed, developed, or deployed. They help process owners and process  teams make decisions regarding moving forward with their solution design and  delivery of the project

We found the following examples of guiding principles to be a good starting point  for any BPM project/program:

• BPM leadership, teams, skills, governance, and projects should be centralized to drive consistency of communication, education, and project execution in the first part of your BPM journey.
• BPM projects should be focused on delivering a greater customer experience  and business value, not adding more steps or tools that increase process complexity.
• Process ownership is the key to BPM efforts. Strong process ownership is a requirement for overall success.
• The BPM projects strive to reduce the overall level of process and IT complexity (for example, integration is accomplished with SOA services instead of point-to-point integration whenever possible.)
• The BPM Center of Excellence (CoE) should be the team that acts on BPM  projects and interlocks with the development (hopefully, service-oriented  architecture) teams and infrastructure teams in IT to realize business value  for the process owner and sponsoring executive.
• Business architecture, services architecture, and other guiding and regulating  teams should provide governing guidance to the BPM CoE.
• The BPM CoE should develop guidance for when process owners and BPM solution teams need to engage control organizations (for example,  compliance and risk) and other control-oriented organizations when  redesigning processes, rules, or roles as part of a BPM solution.

It is expected that guiding principles are added or deleted from the list during an organization’s BPM journey, as a reflection of the organization’s culture maturing on its BPM journey.