Articles on Business Process Management

Business Process Management

The study of processes has today become a separate science which we call Business Process Management (BPM).

People Driven Organizations

A people driven organization is dependant on specific people for inputs. When organizations were first formed they were largely people driven.

What is a Process ?

A business process or business method is a collection of related, structured activities or tasks that produce a specific service or product (serve a particular goal) for a particular customer or customers.

Process Driven Organizations

Process driven organizations are the exact opposite of a people driven organization. It relies on the principles of Corporate Law which states that any organization is a separate entity which has come into existence

From People Driven to Process Driven

Many Organization aims at process oriented organizations as a process driven organization has certain advantages over a people driven organization.

Components of a Process

The main components of any process are - Events, Tasks, Decisions, Inputs and Outputs. Lets understand these components in detail.

Fredrick Taylor View on Process

Fredrick Taylor was one of the earliest thinkers in the field of business process management. Lets discuss the salient features of his theory known as - Theory of Scientific Management.

Japanese View on BPM

In 1970s we saw the emergence of Japanese corporations. Lets discuss the Japanese viewpoint on Business Process Management.

Hammer & Champy’s View on Process

The Business Process Re-engineering philosophy propounded by Hammer and Champy advocated a fundamental rethinking and redesign in the business process. It was ideally meant for organizations that for some reason had stayed behind in the continuous improvement race.

Different Levels of a Process

An organization can be viewed as a collection of processes. According to the Viable System Model there are - 5 levels of processes namely S1, S2, S3, S4 and S5.

Operational / Transactional Processes

Operational Processes are one of the most important and most frequently used processes in any organization. They define the primary activities of a company.

Control based Processes

Control based Processes try to achieve the state of affairs wherein an organization adapts to its environment and continues its normal operational activities.

Strategic Processes

Strategic Processes are the top level processes of an organization. These include tasks that need a high level of intellectual capability and will have wide spread effects in the structure and functioning of the organization.

Aligning all Processes

Once we know about the different types of processes that an organization has, it is essential that we understand how these processes fit together to create a masterpiece.

DMADV Methodology

The focus of DMADV methodology is to quantify the customers needs in terms of specifications before trying to improve them. Lets understand the DMADV methodology and the rules to implement it in detail.

SIPOC Methodology

SIPOC methodology views each process as a different organization in itself. A SIPOC methodology is in-effect a high level process map. It defines the working relationships between the various stakeholders.

RACI Matrix

A RACI matrix is a very important tool that can help in the implementation and correct functioning of a process. Lets understand the RACI Matrix and the rules for using the matrix in detail.

Documenting a Process

Documenting a process helps the organization to gain long term primary and secondary benefits which have been listed in the article.

Business Process Re-Engineering

Hammer and Champys concept of Business Process Re-Engineering depends on harnessing technology to optimize processes as its main driver. Lets understand why technology is imperative for BPR.

Tacit Knowledge and Skills

Tacit knowledge refers to the knowledge gained by an individual through education and experience that they are not explicitly aware of. The way tacit knowledge functions and the way IT functions make it inherently incompatible.

Continuous Improvement & BPR

The concept of Continuous Improvement was developed by the Japanese after World War-2. The concept relies on successive small improvements to bring about a big change over a period of time.

Balanced Scorecards

Kaplan and Norton introduced the concept of balanced scorecard in 1992. They outlined a framework wherein performance will be measured on multiple dimensions.

Key Performance Indicator (KPI)

A KPI is a great tool to measure and control the performance of any given process. It tells the management the precise state of operations at any given point of time.

BPM Notations - Gateways and Events

Gateways and events are used to denote all the possible paths and events that can be taken by a process during its execution. Lets understand the various types of notations used for gateways and events in Business Process Management.

The Problem with IT as a Solution

Information Technology (IT) is considered to be the bedrock of next generation of business, but there are lot of problems with it which needs to be resolved. Lets discuss the various problems with IT as the solution.

Urge to Solve Problems with Technology

While technology is certainly a force for good, there are practical limitations on what technology can achieve and actualize. This article discusses some of the pitfalls of using technology to solve all problems facing humanity.

Complexity Created by Technology Needs to be Managed

Technology creates complexity and unless we are in a position to understand complexity and deal with uncertainty, we are likely to end up being slaves to complexity lurching from one crisis to another. The topic of this article is pertinent to the above sentence because there is a gnawing feeling in many quarters that technology has created more problems than solutions.

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Authorship/Referencing - About the Author(s)

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