I agree that BPI, BI, and BPM have made it to the top of CIO Priorities.
Often as a response to significant heat from Business Decision Makers (BDM's) including directly from the Board of Directors (BoD) or other governing body such as the US Congress, in the case of Government Departments and Agencies, often via the General Accounting Office (GAO) or Congressional Budgeting Office (CBO) or the Office of Budget and Management (OMB), sometimes as a result of misconduct reviews and investigations, with recommendations, conducted internally by the Department or Agency Inspector General (IG or sometimes IA).
All that said, from the CIO's perspective, Performance Management work results, and the work results of the PMO, BPI, BI, and BPM efforts are often subject to significant overlaps, sometimes to the point of being identical work results (IE performance / productivity enhancement, fewer or no boondoggles, massively less waste and fraud and financial expenditure abuse, tangible results produced in a predictable, repeatable fashion with a known cost and scope).
And so, having worked for a number of CIO's on various improvement, transition, change management and PMO efforts, I shared my experience, and continue to feel that a BI comment is entirely relevant to a BPM discussion. In that BI almost always measures and reports, and fine tunes to realize continuous improvement as the ongoing results of BPM work.
That said, it seems to me that the dearth of white papers and case studies may be more due to market forces than to an academic lethargy.
Just a thought
