Business process management (BPM) summarizes a holistic approach to align an organization’s business processes. It has to be considered as a management discipline that provides governance for business processes to become more effective and efficient. Understanding BPM as a management disciple, it employs methods and conventions to optimize business processes continuously.
We do our best to drive your process improvement initiatives to excellence, from strategy right a way to implementation and monitoring. Business strategy must be healthy, elaborated and well described to provide a framework for core processes and allow the creation of processes aligned with the business goals.
Managing the input and output based on the business processes, we do not look at a single organizational level, but instead at the end-to-end processes from the supplier throughout the entire organization to the customer. It’s about managing the improvement and optimization potentials of your company’s core competencies by transforming the underlying business processes.
Michael Hammer (quote):
- “A bad process is better than no process!”
- “A good process is better than a bad process!”
- “Even a good process can be made better!”
The BPM governance defines a framework for services, architecture standards, policies, roles and their responsibilities to ensure continuous management and improvement of business processes. An elaborated governance framework creates the foundation for BPM initiatives. By extending the traditional boundaries of your organization, a more transparent and accurate decision making process will subsequently be established.
A centralized BPM governance center is often recommended because it acts as the focal point for all BPM initiatives and supports IT projects to follow BPM standards. A governance center enables the efficient implementation of routine tasks, such as ensuring that new members of the project team develop the necessary expertise or have proper access to all of relevant project data. Business process governance includes the establishment of internal BPM centers of excellence or competency centers to share process-improvement and spread awareness of BPM standards and priorities.
Once the BPM governance framework with the relevant roles and responsibilities (e.g. Head of Process Management, Process Coordinator, Process Owner, Process Analyst), the organizational implications, the relevant tools, methodological structures and standards are developed and defined, it’s time to begin the transition and move to implementation. After BPM governance is established and rolled out, it requires continuous control of acceptance, maturity and compliance.