Business Process Management (BPM) includes three equally important pieces:

  • Management doctrine — A top-down vision and strategy emphasizing process innovation and optimization through greater visibility into and control over policies and procedures.
  • Methodology — A set of company practices or disciplines defining and supporting an organizational change to improve operational efficiency, effectiveness, and innovation. 

As a result, applying BPM isn’t simple. Intertwining philosophy, philosophy, and toolsets to attain organizational change necessitate cooperation, rigor, accuracy, and creativity. It is the reason the ability and abilities of team members become incredibly important to the success of any BPM job.

It also requires accepting that company processes vary widely with proper BPM Implementation Methodology . Some procedures are mended, organized, or well defined. Others are ad-hoc, nondeterministic, or totally dynamic. As a result, one management approach or toolset may not work to meet all process management objectives. Enabling process optimization and automation requires the right balance between tools and disciplines (the science of BPM) and usability (the artwork of BPM).

Traditional BPM (aka Structured BPM)

Conventional BPM focuses on explicit, repeatable (mature) processes with the objective of standardization, automation, and responsibility. Implementing a BPM-based methodology has proven to deliver cost reductions, productivity enhancements, and compliance (penalty avoidance).

Characteristics of conventional, structured processes include:

Dynamic BPM targets tasks, projects, events and cases. Unlike well defined processes, these procedures change frequently based on who and what are involved. Users are encouraged to participate based on their exclusive roles or subject matter experience. Connecting to anybody at anytime is necessary to get information and create innovative results (vs. expected results in the traditional BPM area). The value of such BPM automation is quantified in success or failure.

Characteristics of dynamic, case-based processes include:

  • Nondeterministic (begin and finish points known, but steps in between dynamically created)
  • Often managed by free communication such as mails, online/offline meetings, free format files, job management tools such as excel
  • Undocumented or preserved by inherent procedure knowledge preserved in Knowledge Worker
  • Measured in success or failure of such event (the way to achieve a result)

As organizations’ working environments swing between traditional command-and-control workflows to dynamically shifting working relationships, process rigidity should give way to innovation and collaboration. Management philosophies and areas need to consider the Knowledge Worker as a major player in process automation. BPM tools must support the dynamic addition of Knowledge Workers as procedures require increasing cooperation and flexibility for completion.

BPM Evolves to Enable All Kinds of Process Innovation

Over the course of the past couple of years, we have seen significant advancements in BPM capacities to encourage all types of organizational workflows may change working conditions.

Market drivers and corresponding BPM performance include:

  • Dynamic vs Structured Process Execution — Every process is collaborative. However structured or well known the requirements, at some activity there will be a need to collaborate to locate answers or get blessings. The market realized this when in 2003 it pushed BPM vendors to encourage ad-hoc routing. Initially, ad-hoc routing was accomplished via a serial approach. By 2008 a few BPM suites encouraged parallel and dynamic (i.e., nondeterministic or unstructured) routing scenarios. In 2013, BPM Suites can support entirely dynamic tasks much like email. Moving into the future, organizations will use BPM Suites for dynamically collaborating with other people while inside formal business applications. They are going to have the choice of producing and initiating processes or projects dynamically. Everything connected with BPM modeling, design, and execution will be performed online by a business analyst or the user.
  • Business Analytics — Process-driven software can create enormous amounts of information. As data becomes richer, organizations utilize it for reporting and analysis. Integration between BPM and BI tools, however, can be cost-prohibitive as matching consumer groups, hierarchies and security levels require considerable resources. As a result, organizations have relied heavily on expensive report designers that can’t turn around reports quickly enough for constantly changing business user requirements. Now, BPM Suites have incorporated robust reporting any search motors. Organizations can now use BPM software itself to create reports, ad-hoc reports, and potent executive dashboards.
  • Web 2.0 — As BPM got started in 1999, the prevailing products only offered basic workflow. As products mature, they combined process mapping together with forms development and business rules management. Collectively these”Suites” assisted associations to replicate document-centric workflows into a digital medium. Fast forward to 2013, the market now wishes to replicate the desktop encounter into a Web environment. Replacing client-server software and making core applications location and apparatus independent, have fueled the adoption of Rich Internet Applications (RIA) and cellular solutions at the business level. Web-based applications, consequently, by nature require three important capabilities: the exact same click-and-drag functionality as common form development applications, robust SOA features allowing rapid integration with many different external and internal software, and embedded workflow. Today BPM Suites provide this functionality helping organizations to construct web-based, process-driven, exceptionally robust solutions to replace legacy systems or create brand new software for users.
  • Social Computing — Desktop, notebook, mobile, and tablet computers empower people to collaborate at any moment. Because of this, professionals expect their business software to support on-the-run, self-help capacities. Procedure involvement cannot be limited by space and time. Initiation, reporting and response must also be instantaneously available. Now, BPM Suites can offer such features and functionality. They need applications that are fit-to-purpose but can quickly adapt to evolving process situations. Now, BPM Suites affirms these scenarios with flexibility, agility, and precision. 

As you approach BPM, think about which best practices — philosophy, doctrine, tool sets — you should embrace, learn and refine. Utilize BPM specialists to create standards and centers of excellence. Use the full capabilities of your BPM Suites to make dynamic solutions with abundant data sets to enable complete organization optimization and change.

Olivia Wilson is a digital nomad and founder of Todays Past. She travels the world while freelancing & blogging. She has over 5 years of experience in the field with multiple awards. She enjoys pie, as should all right-thinking people.

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