During almost 20 years on the management teams of different business performance management (BPM) software vendors, I saw hundreds of implementation projects. My colleagues and I were always surprised and disappointed on occasions when a large, important customer project would go astray. The problem was rarely one that could be blamed on lack of ability. We had put the best project managers on the job, and the customers assigned their best teams as well. Yet some of these projects did not achieve the anticipated results. For some reason, BPM projects were not behaving like the typical IT implementations we had all seen before.

Searching for a cure, we discovered that a necessary role was not being filled in these projects. The most appropriate label for this role is engagement management.

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