Ed.: In a previous post about staffing your BPM rollout, Rainer discussed the difference between “point project” and a ‘transformational initiative”; and the need to staff either approach effectively.

Remember that a transformational BPM project unites all parts of the business and IT in a shared commitment to change or improve the way a company operates. And that a point project is a specific BPM initiative with a defined end point and ROI associated. In a point project, you may or may not involve all parts of IT and business. The point project is less disruptive, but also very contained in the benefits that it provides.

But regardless of the approach, you have to be careful to avoid personalities that can sink your BPM cruise before it even leaves the harbor. Personalities like the Bench Player, the Corner Case Master, The Overwhelmed IT Manager or the Overwhelmed Business Manager. (All discussed in my last post.)

Below are techniques that I’ve found useful in building a strong BPM team.

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In my BPM career, I’ve encountered a broad cross section of approaches when it comes to staffing an initial BPM implementation. I have found that some approaches function better than others, and that there are some clear mistakes to avoid.

One of the key points to recognize is that not all BPM projects are created equal. It is critical that you recognize whether or not your BPM project is a ‘point project’ or a ‘transformational initiative.’ If you start with a project approach and the first BPM projects are successful, it is highly likely that you will have a transformational initiative on your hands. Good news.

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