The subsequent segmentation--which is integral to the roadmap for value-driven BPM --can be used to evaluate how to "touch" a process. For instance: Which processes should be standardized or outsourced? Which processes should be optimized or automated? What should be centralized? And, most importantly, what is the high-level business case for the effort? The answers to these questions can set the foundation for successful IT projects.
After establishing priorities, value-driven BPM can deliver the methods, tools, and approaches, including the systematic use of process and other information models in a repository that may be applied to keep projects on track . BPM can also define the usage scenarios for process repositories as well as other methods and tools to maximize the value that can be derived from them.
BPM transformation capabilities such as change management or the establishment of process communities can help enable adoption of resulting process improvements, including new or upgraded applications. And, IT initiatives can benefit from taking this people-focused approach from BPM.
Accenture research and experience has found that "only about 15 to 20% of an organization's processes create deep and differentiated competitive advantage."  Value-driven BPM can help define IT projects which optimize and innovate the processes that are central to value creation, and standardize those processes that support routine activities that organizations are called upon to execute to continue operating.
Many organizations find it difficult to assemble all of the diverse, distributed, and easy-to-acquire technologies into a coherent form that is tailored to a business' specific needs. Value-driven BPM can help achieve this objective and provide a roadmap that includes IT-based and other interventions to help CIOs and business leaders understand the impact of their IT projects.
The value-driven BPM approach can also identify which BPM capabilities should be established to maintain and grow process improvements over time. For example, implementing a business process automation engine may not be sufficient; an appropriate governance organization may also be needed to respond to changing business requirements. Hence, BPM can make the results from IT projects, like process automation initiatives, sustainable.