BPM Solution and its Components

Discuss about the Scope And Evolution Of Business Process Management.

Business process management is the area of operation management, focusing on the development. This is to improve corporate performance through optimizing and managing business process of companies. The method, in which BPM solution gets supported, implemented and architected, is amplified through various outcomes. It is achieved through all of its components as appropriately done. In an ideal condition, business process technologies are fused in such a way that it delivers functionality and high flexibility accommodating business growth and modifications in operations (Van Der Aalst, La Rosa and Santoro 2016). Thus the outcome provides rise on visibility to business operations, an array of metrics top measure development, a gain of productivity through automation, more smartly defined responsibilities of staffs and enhanced customer engagement.

The reason for the practical application of Business Process Technology is to wield the expertise and insights of business. Firstly, this intends to understand the current demands of the clients completely. This also includes understanding the current operations, challenges and future state desired. It is helpful to compare the necessities of other clients and call on various extensive experiences to design the optimal solution (Harmon 2015). Secondly, the central aspect to master business process technology is the key. Besides, it can be applied efficiently to achieve the present scenario. Moreover, many researchers have seen the business process technology as the ways to reach the ending. It also deals with recognizing and capitalizing the key roles to craft ideal solutions for business process management . Apart from this business process technology has been applicable for flattering process definition. The processes require being for simple, modular and changeable. This also includes simplification of user interface. Complexity is needed to be removed (Pflaum et al. 2017). Users here require listing all the tracks for performing the task on daily basis and list the various follow up activities. Business requires using mobile and other alternatives massively. It also involves the collaboration tools allowing users for following up those processes. Lastly, the business process technology is effective regarding flexibility and change. The changes have been coming very fast. It must be reminded that organizational processes and lives have been very much dynamic. Here, process implementation must be allowing managing those changes (Ham and Golparvar-Fard 2015). This must be a very easy-to-make step. Business must be able to re-assign the people, cancel or modify tasks and change the overall process.

Practical Application of Business Process Technology

The “As-Is” is a smart technique to transform various visions into results for populating and developing diagrams. It demonstrates the current state of the capabilities, culture and process of the agencies. The as-is picture works out in the areas where improvements are required and the starting point for change. Under a process improvement project, the analysis team involves modelling and examining various aspects of their present As-Is value chain within the study (Chang 2016). This business process comprises of every sections within a typical business process model. This includes, list of exceptions and steps, list of roles and descriptions and so on.

The reason for using this analysis is to develop a visual diagram of the value chain for the business. This also includes various related metrics and texts. It is also helpful in determining possible areas of development like reduction in time or cost. This has not been always needed to document the present state. However, this can be highly helpful to provide the project team with the foundation from which to create new enhancements or create developments in business processes. Some of the reasons why to implement the AS-Is process is highlighted below. Firstly, as the improvements are identified, the team designs a modified model of a value chain. This also includes improvements to the model. Then a gap analysis is conducted on the way to transition to the latest value chain. As an AS-IS technique is developed by the analysis team, various process improvements are identified. These processes are meant to support credible business case justifying the As-Is implementation (Fossland and Krogstie 2015). Examples of the techniques used by As-Is model are BPMN or “Business Process Model and Notation”, “United Modeling Language or UML” and simple flowcharting. To document business processes, various techniques can be used. They are direct observation, personal interviews, structured questionnaires and uplifting meetings. Secondly, there are challenges with the present state like orders of not getting processed ro the customers getting frustrated to the level of service of the organization. Thirdly, the businesses need to streamline or automate the present processes. However, this current stake is never understood well or got documented. Fourthly, it must be understood that bringing the stakeholders together, or assessing the present scenario his not helpful much. The clarity originates from effective business process documentation. At many times it resolves confusions and fulfills gaps causing challenges.

The process denotes the series of various actions and steps to achieve a specific end of a project. Any business process or their sub-process is described by multiple characteristics. The first one is the scope that represents the starting point and the ending point for various series of steps. The next phase is the steps where the tasks are done by operators (Cho, Ham and Golpavar-Fard 2015). Then there is the sequence that determines the order in which those steps are done. The last one is the customer where the next process, requesters and end-users of the results are determined. The process implementation, on the other hand, is a systematic approach to make the workflow of the companies more efficient, effective and capable of adapting to the changing environment. The business characteristics are not a new phenomenon. The components have been commonplace in a business helping the overall economy.

Implementing the AS-Is Process

Business characteristics are an integral part of every company. Firstly, there is no doubt that there are always characteristics of any organization and whether they can be articulated or not (Hammer 2015). Secondly, on the other hand, process implementation aims to minimize human error and miscommunication and concentrate on stakeholders on various requirements of their roles. Process implementation is the subset of infrastructure management. Thirdly, the descriptive methodology of process implementation is highly helpful. With the help of this, the tam defines various requirements foe the solution. It is generally based on the optimized processes of business. Here, the benefit of this method is that the business receives exactly what is wanted by them. Thus it helps in optimizing product lifecycle. However, the downside must also be considered. This is typically the cost. As one phase alone might seem proper while the cost gets multiplied and ads up fast. With the descriptive approach business should be prepare to spend a notable amount of time period on the roadmap spanning the complete product life-cycle. However, this must be less that the implementation of ERP. It has not been bad necessarily as long as business proves that project methodologies rings more money at every step. Further, it provides more value to business than the costs (vom Brocke, Zelt and Schmiedel 2016). Lastly, the prescriptive methodology can also be implemented. With the help of this method, one can lean completely to the vendors and implement partners for bringing the leading practicing approaches for particular industries. It must be noted that it has not been the similar thing like the out-of-box case. This should be grounded on various leading practices like one expects. Further, with this approach, the project team provides the primary setup information that has been unique to the business like users and list of sites (Möller and Parvinen 2015). However, there are no issues in data structures, business process or functionality. As done well the approach is very fast to implement and costs the fraction of that price.

References:

Cho, Y.K., Ham, Y. and Golpavar-Fard, M., 2015. 3D as-is building energy modeling and diagnostics: A review of the state-of-the-art. Advanced Engineering Informatics, 29(2), pp.184-195.

Hammer, M., 2015. What is business process management?. In Handbook on Business Process Management 1 (pp. 3-16). Springer, Berlin, Heidelberg.

Harmon, P., 2015. The scope and evolution of business process management. In Handbook on business process management 1 (pp. 37-80). Springer, Berlin, Heidelberg.

Möller, K. and Parvinen, P., 2015. An impact-oriented implementation approach in business marketing research: Introduction to the Special Issue on “Implementing Strategies and Theories of B2B Marketing and Sales Management”. Industrial Marketing Management, 45, pp.3-11.

vom Brocke, J., Zelt, S. and Schmiedel, T., 2016. On the role of context in business process management. International Journal of Information Management, 36(3), pp.486-495.

Chang, J.F., 2016. Business process management systems: strategy and implementation. CRC Press.

Fossland, S. and Krogstie, J., 2015, November. Modeling As-is, Ought-to-be and To-be-Experiences from a Case study in the Health Sector. In PoEM (Short Papers) (pp. 11-20).

Ham, Y. and Golparvar-Fard, M., 2015. Mapping actual thermal properties to building elements in gbXML-based BIM for reliable building energy performance modeling. Automation in Construction, 49, pp.214-224.

Harmon, P., 2015. The scope and evolution of business process management. In Handbook on business process management 1 (pp. 37-80). Springer, Berlin, Heidelberg.

Pflaum, A., Bodendorf, F., Prockl, G. and Chen, H., 2017. Introduction to The Digital Supply Chain of the Future: Technologies, Applications and Business Models Minitrack.

Van Der Aalst, W.M., La Rosa, M. and Santoro, F.M., 2016. Business process management.

vom Brocke, J., Zelt, S. and Schmiedel, T., 2016. On the role of context in business process management. International Journal of Information Management, 36(3), pp.486-495.