Business Process Management (BPM) Task
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A Business Process Management (BPM) Task is an operations management task focused on business processes.
- Context:
- It can make use of a Business Process Model.
- It can be performed by a Business Process Manager.
- It can be supported by a Business Process Management System.
- Example(s):
- …
- Counter-Example(s):
- See: Process Optimization, Continuous Improvement Process, Total Quality Management, Process Management Practitioner.
References
2022
- (Wikipedia, 2022) ⇒ https://en.wikipedia.org/wiki/Business_process_management Retrieved:2022-10-23.
- Business process management (BPM) is the discipline in which people use various methods to discover, model, analyze, measure, improve, optimize, and automate business processes. Jeston, John; Nelis, Johan (21 January 2014). Business Process Management. Routledge. ISBN 9781136172984.</ref> Any combination of methods used to manage a company's business processes is BPM. Processes can be structured and repeatable or unstructured and variable. Though not required, enabling technologies are often used with BPM. It can be differentiated from program management in that program management is concerned with managing a group of inter-dependent projects. From another viewpoint, process management includes program management. In project management, process management is the use of a repeatable process to improve the outcome of the project. Key distinctions between process management and project management are repeatability and predictability. If the structure and sequence of work is unique, then it is a project. In business process management, a sequence of work can vary from instance to instance: there are gateways, conditions; business rules etc. The key is predictability: no matter how many forks in the road, we know all of them in advance, and we understand the conditions for the process to take one route or another. If this condition is met, we are dealing with a process. As an approach, BPM sees processes as important assets of an organization that must be understood, managed, and developed to announce and deliver value-added products and services to clients or customers. This approach closely resembles other total quality management or continual improvement process methodologies. ISO 9000 promotes the process approach to managing an organization.
BPM proponents also claim that this approach can be supported, or enabled, through technology. [2] As such, many BPM articles and scholars frequently discuss BPM from one of two viewpoints: people and/or technology....promotes the adoption of a process approach when developing, implementing and
improving the effectiveness of a quality management system, to enhance customer satisfaction by meeting customer requirements. [1]
BPM streamlines business processing by automating workflows; while RPA automates tasks by recording a set of repetitive activities implemented by human. Organizations maximize their business automation leveraging both technologies to achieve better results.
- Business process management (BPM) is the discipline in which people use various methods to discover, model, analyze, measure, improve, optimize, and automate business processes. Jeston, John; Nelis, Johan (21 January 2014). Business Process Management. Routledge. ISBN 9781136172984.</ref> Any combination of methods used to manage a company's business processes is BPM. Processes can be structured and repeatable or unstructured and variable. Though not required, enabling technologies are often used with BPM. It can be differentiated from program management in that program management is concerned with managing a group of inter-dependent projects. From another viewpoint, process management includes program management. In project management, process management is the use of a repeatable process to improve the outcome of the project. Key distinctions between process management and project management are repeatability and predictability. If the structure and sequence of work is unique, then it is a project. In business process management, a sequence of work can vary from instance to instance: there are gateways, conditions; business rules etc. The key is predictability: no matter how many forks in the road, we know all of them in advance, and we understand the conditions for the process to take one route or another. If this condition is met, we are dealing with a process. As an approach, BPM sees processes as important assets of an organization that must be understood, managed, and developed to announce and deliver value-added products and services to clients or customers. This approach closely resembles other total quality management or continual improvement process methodologies. ISO 9000 promotes the process approach to managing an organization.
2016
- (van der Aalst et al., 2016) ⇒ Wil M. P. van der Aalst, Marcello La Rosa, and Flávia Maria Santoro. (2016). “Business Process Management.” Business & Information Systems Engineering. https://doi.org/10.1007/s12599-015-0409-x
- QUOTE: Over the last decade business process management (BPM) has become a mature discipline, with a well-established set of principles, methods and tools that combine knowledge from information technology, management sciences and industrial engineering with the purpose of improving business processes (van der Aalst 2004, 2013; Weske 2007; Dumas et al. 2013). The successful international BPM conference series (http://bpm-conference.org) shows that there is a stable scientific core and substantial progress in specific BPM areas. Examples of BPM areas where remarkable progress has been made include:
- The syntactic verification of complex business process models before implementing them via IT, to avoid potentially costly mistakes at run time.
- The systematic identification of typical process behaviors based on scientific insights provided by the Workflow Patterns initiative.1
- The automatic creation of configurable process models from a collection of process model variants, used to guiding analysts when selecting the right configuration.
- The automatic execution of business process models based on rigorously defined semantics, and through a variety of BPM systems.
- The adaptation of processes on-the-fly and the evaluation of the impact of their changes, in order to react to (unexpected) exceptions.
- The automatic discovery of process models from raw event data produced by common information systems found in organizations.
- QUOTE: Over the last decade business process management (BPM) has become a mature discipline, with a well-established set of principles, methods and tools that combine knowledge from information technology, management sciences and industrial engineering with the purpose of improving business processes (van der Aalst 2004, 2013; Weske 2007; Dumas et al. 2013). The successful international BPM conference series (http://bpm-conference.org) shows that there is a stable scientific core and substantial progress in specific BPM areas. Examples of BPM areas where remarkable progress has been made include:
2015
- (Wikipedia, 2015) ⇒ http://en.wikipedia.org/wiki/business_process_management Retrieved:2015-6-21.
- Business process management (BPM) is a field in operations management that focuses on improving corporate performance by managing and optimising a company's business processes. It can therefore be described as a “process optimization process". ...
2007
- (Papazoglou & van den Heuvel, 2007) ⇒ Michael P. Papazoglou, and Willem-Jan van den Heuvel. (2007). “Business Process Development Life Cycle Methodology.” In: Communications of the ACM Journal, 50(10). doi:10.1145/1290958.1290966