Introduction to Business Process Management (BPM)


From its origins in workflow systems to its current applications in improving business efficiency, this document unveils the intricacies of Business Process Management (BPM). Discover how to select, implement, and avoid common pitfalls in BPM for modern IT environments.


Business Process Management (BPM) has become a catch-all term that encompasses various meanings, including business process management, monitoring, and modeling. It is interrelated with other acronyms such as SOA, BAM, BRMS, and BPA, leading to confusion. To understand BPM's contemporary significance, we must look back at its origins and evolution from disruptive methodologies like business process re-engineering (BPR) to more gentle continuous improvement methods.

Origin

BPM has roots in workflow systems and integration tools. Imaging systems in the 1980s sparked the necessity for workflow software, eventually leading to a market of standalone software products handling various documents and data. Alongside this, application integration tools developed, allowing data to move across applications and align with business processes.

Problem

While BPM offers distinct advantages, such as efficiency and cost savings, the selection of a suitable BPM suite from various vendors poses challenges. The major issues include:

  1. Misconception About BPM: Confusion with BPR and fear of it being about layoffs or cost reduction.
  2. Complex Selection Process: Various vendors selling BPM from different backgrounds, each creating their version.
  3. Human Error: The human-centric problems in the process, rather than system errors.
  4. Avoidance of Pitfalls: Potential risks and common mistakes during implementation and planning.

Solution

Understanding BPM's Value

Recognizing that BPM is about improving productivity, rolling out new processes or products, and integrating existing systems helps organizations benefit from this approach. Implementing BPM has led to companies handling much higher work volumes (60% or more) with the same staff.

Selecting a BPM Suite

When choosing a BPM suite, it's essential to follow common-sense guidelines:

  • Select a vendor with experience in the field.
  • Focus on the people involved in the process.
  • Avoid unnecessary complexity in architectural discussions.
  • Plan for future needs.

Implementation

A strategic approach to implementation involves:

  • Ensuring mandate and funding for the project.
  • Forming a cross-functional team for technology selection.
  • Following principles of BPM planning, like being iterative, user testing, requirement gathering, and involving end users.
  • Including end users in the design process, focusing on user interfaces, and making process improvement a business initiative.

Avoiding Mistakes

Learning from previous mistakes, such as:

  • Avoiding over-analysis without automation.
  • Not considering processes in a system-centric way.
  • Remembering that BPM is not about re-engineering.

BPM, though surrounded by various definitions and acronyms, provides a proven framework for improving business efficiency and adapting to evolving requirements. Understanding its essence, choosing the right suite, and implementing it with a clear, people-focused strategy will lead to success. The best Return on Investment (ROI) comes from processes that heavily involve people and have complex paper trails, making BPM a valuable tool for modern businesses that aim to be agile and efficient.




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