“Business Process Management (BPM) is essentially a type of enterprise management that focuses on defining, describing, describing in detail business processes, monitoring metrics, and then leveraging that extra knowledge into business processes Optimize company performance. “
However, this is not just a matter of pure “drawing art” but of methods and their supporting tools that support the realization of an organization’s vision and goals.The real art is to identify the fields in which process management is the economic one Success of the company can be sustainably supported.
The risks of a bad investment often lurk in detail and can be minimized by a structured approach. Thus, a targeted orientation and early clarification of key questions of a wrong development can be prevented:
> What should be achieved with BPM?
> What purpose is pursued?
> At what level are the models needed?
> Who needs to be involved?
Depending on the strategic objective, the approaches will differ. For example, the question of automating processes requires a different approach than the question of better aligning service processes. Regardless, long-term success depends on a well-thought-out overall concept.
Taking into account the business goals, the business success and the business model, both the organization and the processes set up in it must position themselves economically. The focus is always on the organization itself, the people who work in it, and the technology used.
BPM LIFE CYCLE
Organizations and their processes are aligned with the successful achievement of business goals. In doing so, the organizations operate in a field of tension that is shaped by the requirements of the legislature, the market, as well as employees and investors. Processes serve to implement these business goals in this area of tension. This results in requirements for the processes. These must be properly designed, modeled and implemented in the organization.
Due to changing external premises (market environment, regulatory environment) as well as internal framework conditions (technology, employees, etc.), a regular adjustment or adjustment of the processes is necessary. Recognizing this promptly requires continuous monitoring as well as analysis and optimization of the processes. BPM provides the tools to continually align and improve lifecycle processes with business goals to drive business success.
This results in a constant improvement in the form of the above cycle. There is no end in this form of presentation, since the transformation of humans and technologies must assume that only a temporary maximum can ever be achieved. the expiration (the final termination) of processes is not explicitly illustrated, but should nevertheless be considered as a possible scenario.
Due to its central importance, a unified understanding of the content and framework conditions of this cycle should first be established.
Business goals, business model, business success
The framework for a BPM results from the business objectives, the business model and the intended business success.
For a successful BPM, the goals of the BPM must be aligned with the goals of the company. The BPM and the processes themselves are aligned with the business model. The latter describes how the objectives are to be achieved, which is an essential aspect of BPM.
BPM should help to increase business success. Depending on the definition of business goals and business success, it is important to define the goals and metrics for a BPM.
Process governance and process responsibility
process governance is defined as the framework conditions defined by a company with which processes in BPM are processed. In governance, therefore, the rules for application in BPM are defined. These include u.a. the definition of methods and tools, the control instruments as well as the depth of detail of the presentation and the organizational structure in the BPM.
Process responsibility is used to define which organization is responsible for optimal process implementation geared to the company’s goals.
Design and modeling
the first phase in the BPM lifecycle deals with the modeling of processes. As a rule, there are a number of bottlenecks within each company’s operations. exactly at these points the BPM starts. It shows a new perspective by looking holistically at the process involved.
Solutions are conceived and key figures are defined that allow a review of sustainability. As mentioned earlier, it is crucial for BPM to always be able to demonstrate what the contribution to business success is.
On the basis of the key figures and the expected effects, those BPM activities are selected that are to be implemented.
> To Process Model
> Affected organization
> KPI / PPI defined
> Benefit / cost analysis documented and implementation decided
After modeling the relevant processes, the next step is to do the implementation. It is important to provide measurements from the beginning. This allows immediate control.
the introduction must be accompanied by the management. the employees must be informed and released for training. Furthermore, the new processes and process changes must be tested intensively in order to avoid negative effects in the operational environment.
> Process model published
> Realization released
> Process implemented
> Costs charged
1.2.5 Execution and monitoring
In operational business operations, it is important to ensure the quality and sustainability of the process. The performance indicators (KPi and PPi) set up for this purpose must be constantly evaluated and make it possible to react to changes in the process.
> Process in use
> Process is responsible
> Process is measured and controlled
Analysis and optimization
In the analysis phase, the processes are evaluated on the basis of defined key figures (KPi and PPi) and deviations are examined. It assesses the extent to which the implemented processes are adequately aligned with the objectives and where action is needed. If deviations occur repeatedly, it must be determined whether measures are needed to remedy these deviations. the monitoring of the processes is the basis for a continuous improvement process. It must always be ensured that the processes make the required contribution to achieving the company’s goals. From this, optimization potentials can be deduced, which are examined and designed in detail in the design and modeling phase.
> Is Process Model
> Process responsibility
> Process targets have measurement indicators
(KPi, Key Performance indicator and PPi, Process Performance indicator)
> continuous improvement process
A change in the existing process model can also result from external influencing factors such as changes in the law, changes in corporate goals or changes in customer demand patterns. Corporate takeovers or corporate splits can also be the starting points for new requirements. In addition to the process-inherent impulses from the monitoring and the analysis, each process is subject to additional impulses from the outside, which cause a change.
Organization / People / Technology
Processes depict the purpose of the organization, but are also highly dependent on the organization of the company. At the same time, the process and its quality depend both on the persons involved and the technologies used. The constant change in the organization, the employees or the technology used also requires further development of the processes and the BPM. For this reason, a permanent optimum is never reached. Continuous development will always ensure that there will be new optimization potential.