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The B in BPM stands for Business Profitability Risk management Portfolio management Customer satisfaction
The P in BPM stands for Process The activities of the enterprise organized to produce desired outputs An inherently hierarchical construct – from high level “functional” activities to
low level tasks The means by which strategy and policy are translated into action
The M in BPM stands for Management A responsibility of managers A practice involving goal-setting, assessment, planning, monitoring,
"BPM is a management discipline that treats business processes as assets to be valued, designed and exploited in their own right. It is a structured approach employing methods, policies, metrics, management practices and software tools to manage and continuously optimize an organization's activities and processes. It aims to improve agility and operational performance.”
Supply Chain of any organization handling physical goods Interface-rich environment – contracts, supply, production, logistics, forecasting, transactions Break-through examples from Wal-Mart, Apple, Dell Big leverage in high inventory/high capital businesses
Frequent, high-impact processes that involve many resources On-boarding and off-boarding employees and contractors Managing resolution of IT tickets Managing employee performance evaluation and salary treatment Procurement
High value processes The content, flow, and linkage between strategic planning, tactical planning, and operational
planning Portfolio management, seismic analysis (for an oil exploration company) Equipment reliability assurance (for an equipment manufacturer) Whatever the processes are which should exemplify your organization’s core competence
High risk and/or compliance processes Standard operating procedures and behavioral reinforcement in high-risk environments Processes involving high potential liability in the event of non-compliance or major incident Businesses with high compliance assurance costs
It is not unusual for an organization to start its process management journey by undertaking process documentation, process improvement, and/or process automation projects. These efforts can yield significant tactical benefits by improving a specific activity or set of activities in an organization.
As the value of improving processes becomes more apparent, some organizations develop a systematic way to address the entire set of processes so the value from process efforts can be maximized. This is the beginning of serious Business Process Management.
Global Process Innovation can help you progress from wherever you are on the maturity curve.