Business Process Management and Systems: Key Components and Analysis

This report delves into the multifaceted realm of Business Process Management (BPM) and systems, encompassing a comprehensive analysis of its core components, advantages, and methodologies. The report begins by defining BPM as a process-centric approach that enhances overall business performance by focusing on three major components: people, process, and technology. It explores the BPM lifecycle, emphasizing the importance of stakeholder engagement, adaptability to change, and effective communication. The report then examines the effectiveness of BPM in streamlining processes, responding to market changes, and actively monitoring business activities. It also details the Business Activity Monitoring (BAM) process and its role in real-time performance checks, business re-configuration, and workflow management. Furthermore, the report contrasts As-Is and To-Be processes, highlighting the significance of process governance, data analytics, and various tools for managing business data. Finally, it discusses Business Process Improvement (BPI) methods, including Six Sigma and Kaizen, and concludes with an overview of the 8 wastes of LEAN. The report's insights are critical for understanding and implementing effective BPM strategies, making it a valuable resource for students studying project management.

BUSINESS PROCESS
MANAGEMENT AND SYSTEMS

Business process management and systems
 The business process management and systems comprise of various sets of
activities involving multiple individuals and components for delivering value
and benefits to the customers
 It is a process centric approach to enhance the overall business performance
 Few advantages include higher engagement of stakeholders, better
adaptability to change and facilitating communication process
 The three major components of BPM are People, process and technology
(Khodambashi, 2013)
 The BPM life cycle is based on the information gathered n the basis of survey
conducted on the technical and organisational environment

Effectiveness of BPM
 It enhances the ability of the organisation to respond to the changes in
market conditions
 The BPM allows for understanding the business processes in a better way and
respond to the changing business environment
 The responses provided to the customers are managed at a faster rate,
because of the flexibility of the process
 Streamlining of processes becomes much more easier and convenient
 Actively monitors the business activities and processes and improves its
effectiveness

Business Activity Monitoring
 The BAM process enables real time performance check and to
incorporate the BPM with the key performance indicators
 This can allow for business re-configuration and ensure
integration of processes, content and compliance
 The BAM process could help in managing the roles and
responsibilities clearly and also maintain good workflow by
encouraging collaborative working (Doumeingts & Browne, 2016)
 Enables betterment of process automation and better allocation
of resources

Individuals involved, drivers and
triggers of BPM
 BP thought leader, BP owner, BP analyst, BP engineer and IT are
the individuals involved in the PA team
 These individuals follow the principles of context awareness,
continuity, enablement, holism, institutionalisation, involvement,
joint understanding, purpose, simplicity and selection of right
technology
 Other than these individuals, there are other drivers too such s
the high performance culture, expenses associated with staffing
and control
 Enterprise resource planning, customer relationship management
or CRM are other drivers

As-Is vs. To-Be Processes
 The examining of flowchart and documenting the functional
performance are part of the as-is process driven by both
qualitative and quantitative measurement
 To to-be processes include enforcement of values and beliefs for
the future along with selection of upstream to facilitate change in
the future too
 The process performance is to be measured along with
optimisation of processes to reach the desired level of
performance and maturity

Process Governance
 The employees must follow work ethics by aligning with the
codes of conduct, policies and principles of the organisation
 The leader must manage the vision and strategy to enable
accountability and facilitate decision making process
 The process map must be visualised to understand the processes
managed
 Big Data analytics is essential as well for managing the key skills
and competences of the process (Darmani & Hanafizadeh, 2013)

Tools for managing business data
and analytical tools
 The spreadsheets are used as effective business data
management tools
 The databases are managed to ensure storage and retrieval of
data accurately
 SAP, Oracle, Salesforce are other analytical tools too
 The correlation and regression analysis tools are also considered
as useful for analysis of data and information

Business Process Improvement
 Focus on triple bottom lines including the profit, ethics and governance is
essential
 Business process re-engineering and process mapping allows for being
innovative and change focused
 The major methods or techniques include Six Sigma, Benchmarking. Etc.
 The major components of BPR are vision identification, planning for redesign,
detailed plan for implementation and developing performance measures for
evaluation
 Kaizen approach could be effective for continuous and incremental
improvements which allows for responding to change and bring more value
and benefits too

8 wastes of LEAN
 Defects resulting from lack of accurate data or information and
also from excessive production
 The longer waiting time and not utilising the right talents and
their skills
 Improper transportation activities and excessive use of
inventories could also create wastes
 The movement of individuals, which is not required and higher
processing rate, much above the expected level are also
considered as major wastes (Childe et al., 2013)

Bibliography
 Khodambashi, S. (2013). Business process re-engineering application
in healthcare in a relation to health information systems. Procedia
Technology, 9, 949-957.
 Doumeingts, G., & Browne, J. (Eds.). (2016). Modelling techniques for
business process re-engineering and benchmarking. Springer.
 Darmani, A., & Hanafizadeh, P. (2013). Business process portfolio
selection in re-engineering projects. Business process management
journal, 19(6), 892-916.
 Childe, S. J., Weaver, A. M., Maull, R. S., Smart, P. A., & Bennett, J.
(2013, June). Business process re-engineering. In Re-engineering the
Enterprise: Proceedings of the IFIP TC5/WG5. 7 Working Conference
on Re-engineering the Enterprise, Galway, Ireland, 1995 (p. 110).
Springer.

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