I found the best way is by living through them.

Sorry it isn't easier than that. That said, I do have an MBA (which may also prove useful to you). The best bit of advise I can say about this is to look at the process at hand. See what works well and what doesn't work so well. Then,
this is key, ask the people implementing the process what works well and not so well. You may be surprised to find they are very different things. Learn how they would improve the process, learn what the caveat's are, and listen to them. Where I work, they did all but the last, then said everything is good as far as they could tell. Then they spent something like $40 million for Accenture to come in and tell them the same things many employees were saying but fell upon deaf ears.
Lastly, when it comes time to impliment any changes, to get the best buy-in you want to think about the job from the lowest to the highest position. Start at the lowest position and use those employee's ideas where possible. They know best what is going on in their area. Also, keep them in the loop on your own process and how it is coming. One downfall I constantly see is a suggestion is taken and it goes into a black hole. People want closure - if you ask for their thoughts, let them know if it was accepted, implemented, replaced, whatever. Give feedback to the line worker on where the project is - if you want to utilize their ideas and they know this but they also know it won't get implimented until the project kicks off 3 years from now, at least they know why it is taking so long to impliment. This isn't platitudes, this is (un)common courtesy and it makes acceptance MUCH easier.
BPM and more importantly Process Improvement is a huge job that is nearly impossible to accomplish single-handedly. It takes total buy-in from the top and a LOT of time and effort for each process (of which most companies, even small ones, have 100's if not 1000's). Moreover, if done correctly, it is a process itself - a continuous process if you will, not a project that has a definite start and end time. The "project" is to get the buy-in and to kick it off. Once that is done, the project is done, but the process MUST be continued to be useful.