It allows the business to define improved business processes and test them prior to implementation. It visually identifies problems with processes. It allows business and technology to better understand implications of how work is performed.

Aligning Processes with Business Strategy,īecoming skilled and experienced in all nine practice areas as part of a strategic investment in the BPM discipline will accelerate its adoption throughout the enterprise and sustain its use over many years.

BPM is a discipline Six Sigma and Lean are continuous improvement methodologies.Īpplying the BPM discipline strategically requires the practice of the following nine areas in a cohesive program: By contrast, a methodology is a specific approach consisting of principles or rules from which specific procedures are derived to understand different situations or solve different problems within the scope of a particular discipline. In this case BPM produces 'process-thinking'. A discipline is a form of training that produces a pattern of behavior. The institute distinguishes BPM as a discipline as opposed to a methodology. As process thinkers, they consider the potential impact of their actions and decisions upstream and downstream and ultimately on the company's ability to deliver what it promises its customers.īPM is a deliberative discipline used to manage process improvement, and includes the use of process discovery, mapping and modeling, metrics, key performance indicators (KPI), collaboration, decision-making and process monitoring.

Instead, they see their roles in the context of a greater, more important goal - satisfying and creating loyal customers. As the entire organization begins to measure performance in terms of critical, customer-driven requirements, employees no longer think of themselves as functional managers responsible for functional outputs. An effective process is able to deliver products or services according to specifications. An efficient process is one in which the resources consumed in the process are at the minimum possible levels. Processes that are inefficient or ineffective in delivering what customers require are clearly identified and targeted for improvement.

By understanding the key business processes your company uses to meet these customer needs, the gap between customer expectations and your ability to perform begins to emerge. It is grounded in the premise that you must take a process view of your company in order to understand what products and services your customer values most. defines Business Process Management as the definition, improvement and management of a firm's end-to-end enterprise business processes in order to achieve three outcomes crucial to a performance-based, customer-driven firm: 1) clarity on strategic direction, 2) alignment of the firm's resources, and 3) increased discipline in daily operations.īPM is an enterprise-wide, structured approach to providing the products and services that your customer's value most.

Business processes manager