When most organizations start down the BPM road, it is often done with grand and lofty expectations.  BPM projects, especially the initial endeavors, often are expected to be completed very quickly, with limited IT involvement, and deliver significant ROI in a short period of time.  Vendors historically haven't done themselves many favors and have fueled their customer's perceptions that the LOBs can implement, change, and integrate their processes without having to significantly, if at all, involve IT resources.