Holistic Business Process Management

Business process management is an important constituent of a lasting recipe for success in many successful and future-oriented companies. The different aspects of the business processes relevant for the companies are fully described, documented, and made transparent for all persons involved, so that they may adequately become a part of the process. In addition to a full documentation, the goal of business process management is an improvement or optimization of processes. This may occur under different objectives. In principle, there are numerous possible goals or several continuous activities of business process management:

1. Design: Business process management is set up for the first time and introduced. The processes of the companies in question are subjected to a design.

2. Engineering: Design processes are implemented and made available for execution. An efficient resource use in important, furthermore an adequate connection of process, object, and organization models.

3. Monitoring: Existing and preestablished business processes are subject to continuous monitoring to identify and remove bottlenecks in processes or resource allocation. The management of the business processes is improving constantly; this can be done continuously or at aspect time intervals. The goal is a continuous optimization of the current operations of existing processes.

4. Reengineering: An established process management is redesigned or optimized partly or completely because of changed organizational conditions.

Business process design means the design and development of a process before its implementation.

Business process engineering means the continuous further development and optimization of processes. Proven processes are retained and linked with improved or partially redesigned processes. The changes may not be drastic, they take place gradually. For one, the risk that a transformation always brings with it is reduced and the acceptance on the other hand is improved. A prerequisite for this evolutionary form of business process development is a permanent monitoring. Only then, weaknesses can be identified and the impact of the changes displayed and analyzed.

All this objectives require a precise definition of the business processes as well as a consistent documentation, which can be achieved by adequate modeling.

The original method introduced by Hammer and Champy in 1993 for Business process reengineering (BPR) relies on a radical redesign of the existing process landscape. For best results, all processes will be newly developed. Proven processes, however, remain unconsidered. Because of the serious changes, which a radical change generally causes, the model could not gain acceptance in “pure form” in operational practice. A redesign, on the other hand, of entire subareas of a company can and will be carried out.

Дата добавления: 2015-08-10