Process management is comprised of end-to-end documentation, improvement (from radical to continuous), and management of organizational processes. Decisions are data-driven and based on customer satisfaction metrics, quality, timeliness, and cost. The responsibility of monitoring process performance and facilitating process changes belongs to a process advisor or manager. Administering processes is dramatically enabled by business process management technology.
Process management is comprised of end-to-end documentation, improvement (from radical to continuous), and management of organizational processes. Decisions are data-driven and based on customer satisfaction metrics, quality, timeliness, and cost. The responsibility of monitoring process performance and facilitating process changes belongs to a process advisor or manager. Administering processes is dramatically enabled by business process management technology. Finally a process structure and governance is created to “cement” the move to process based management.
Successful process redesign efforts in one area will precipitate change in other parts of the organizational system. In some cases, these changes are required for a particular process improvement to be implemented. Sometimes, process improvement and redesign might propel an organization into full-scale change, such as moving toward a matrix or, process based management organization.To completely align around process, your organization must consider the following areas.
Changes in job descriptions should enhance multi-skilled and cross-functional capabilities (i.e., generalists versus. specialists). Also, the structure must accommodate the compensation for skill and knowledge.
Changes in traditional career paths should include more horizontal career moves rather than corporate ladder climbing.
The budget’s form and function should change. Activity-based costing will help overcome problems with managerial accounting so that true profitability by product, customer, or market can be calculated.
Policy statements should be created and distributed that read, “No changes in the process can be made without the prior review and approval of the process owner.”
As you can see, becoming a process based organization is not an easy task. In addition, the transformation occurs on many dimensions, of which technology is only one component. While there are multiple advantages to modern BPM software, the IT department, business analysts, and others involved in BPM initiatives need to see the organization as a whole. When all organizational dimensions are identified, managed, and supported, then chances your organizational transformation will succeed are greatly enhanced.
Business Analyst Training Courses and Reading Recommendations
What is BPM Anyway? Business Process Management Explained
Becoming A Process-Focused Organization
Your BPM Implementation is Bound to Fail
Building a Process Catalog: The Journey Begins
Ten Tips for Effective Process Modeling
Which BPM Modeling Notation Should We Use?
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