Scribd
Upload
209 views

BPM Cbok

BPM professionals are responsible for activities like process modeling, analysis, design, change and transformation, implementation, monitoring and control, and performance improvement. BPM is a management discipline that integrates organizational strategy and goals with customer needs by focusing on end-to-end processes. It comprises strategies, culture, structures, roles, policies, methodologies, and tools to analyze, design, implement, control, and continuously improve processes and establish process governance. While most organizations focus on structured process improvements, bigger opportunities exist in knowledge work. BPM is increasingly about fostering effective work habits, not just standardizing processes. BPM adoption will strengthen competitive advantage through improved alignment, resilience, and efficiency.

Uploaded by

Daniel Wong
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
209 views

BPM Cbok

BPM professionals are responsible for activities like process modeling, analysis, design, change and transformation, implementation, monitoring and control, and performance improvement. BPM is a management discipline that integrates organizational strategy and goals with customer needs by focusing on end-to-end processes. It comprises strategies, culture, structures, roles, policies, methodologies, and tools to analyze, design, implement, control, and continuously improve processes and establish process governance. While most organizations focus on structured process improvements, bigger opportunities exist in knowledge work. BPM is increasingly about fostering effective work habits, not just standardizing processes. BPM adoption will strengthen competitive advantage through improved alignment, resilience, and efficiency.

Uploaded by

Daniel Wong
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 3

BPM CBOK

Defining a Business Process Management Professional

 BPM is both a management discipline and a ser of technologies that support


managing by process.
 There seem to be two major approaches: those that are more project-oriented
versus those that view BPM as a continuous process improvement and
transformation effort.
 BPM professionals, “they generally are responsible for the same sets of
activities:
o Process Modeling
o Process Analysis
o Process Design
o Process Change and Transformation
o Process Implementation
o Process Monitoring and Control
o Process Performance Improvement

Business Process Management (BPM) is a management discipline that integrates the


strategy and goals of an organization with the expectations and need of customers by
focusing on end-to-end processes. BPM comprises strategies, goals, culture,
organizational structures, roles, policies, methodologies, and IT tools to (a) analyze,
design, implement, control, and continuously improve end-to-end processes, and (b) to
establish process governance.

Chapter 2: Business Process Management

 Most organizations continues to focus on small improvements to structured


processes, when the bigger opportunity for process differentiation is in
knowledge-intensive work. Work performed by knowledge workers is largely
unstructured: it is non-routine and not performed in a predictable, sequential
fashion.
 BPM is increasingly about fostering effective work habits, not just standardizing
processes to increase efficiencies
 BPM is a journey, not a destination. The adoption of BPM will strengthen
competitive advantage in well-positioned companies. BPM-centric companies will
enjoy increased alignment between operations and strategy, greater operational
resilience, less-intrusive compliance and of course, increased efficiencies.

What is BPM?
 BPM is a management discipline
o BPM is a Management Discipline which assumes that organizational
objectives can best be achieved through focused management of the
organization’s business processes.
o BPM is a Body of Knowledge consisting of principles and best practices to
guide an organization in the development of these elements.
o The Body of Knowledge can be applied to any organization for the
purpose of directing business resources toward strategic objectives
o Effective management of business processes requires participation from
the entire organization, from executive management through operational
staff and across all functions and roles. Successfully implemented, BPM
becomes engrained in the culture and defines the way business is
conducted.
 BPM is a core internal capability
o To “have the ability to” effectively manage business processes (to have a
BPM capability), an organization must possess the processes, people,
and technologies to do so.
o Specific roles
 Process Architects responsible for business process definition and
design
 Process Analysts responsible for build, deployment, monitoring and
optimization of business processes.
 Process Owners responsible for the end-to-end execution of
business processes against defined performance expectations and
ultimately the delivery of value to customer.
 Technologies are a support.
 BPM addresses the delivery of value to customer
o A business process is a set of activities that transform one or more inputs
into a specific output (product or service) of value to a customer; and so it
follows that organizational objectives can achieved though focused
management of business processes.
 Organizations exist to deliver value to customers in terms of
products or services.
 All organizational objectives should therefore trace to delivery of
value to customer.
 Business processes are the vehicles by which products and
services are created and delivered to customer
 BPM establishes the means by which business processes are
managed.
 Therefore, BPM is a means for achieving organizational objectives.
o Business processes deliver value to customer in the form of products and
services. BPM is about optimizing the means by which this value is
delivered. Organizations successful in business process management
instill and foster a culture of customer focus at the enterprise level, the
functional level, and down through the role level.
 BPM addresses end-to-end work and the orchestration of activities across
business functions
o A business function can be thought of as a “center of excellence” -a
grouping of people and tools specialized in a specific profession,
discipline, or area of expertise.
o The end-to-end management of Business Processes and the controlled
orchestration of activities across multiple Business Functions is the
essence of BPM and what differentiates it from traditional Functional
Management.
 Functional Management ensures execution of the myriad functional
disciplines required to produce the organization’s products and
services.
 BPM ensures work is coordinated across these myriad functions in
order to deliver products and services in the most effective and
efficient manner possible.
 BPM addresses What, Where, When, Why and How work is done, and Who is
responsible for performing it.
 The means by which business processes are defined and represented should be
Fit for Purpose and Fir for Use.

You might also like