It initiative has to undergo a lifecycle before

Topic: ArtDesign
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Last updated: May 19, 2019

It is indispensable tohave insights into what a business process actually means before comprehending thedefinition of business process management (BPM) (Lusk, Paley, & Spanyi, 2005). Mostimportantly, rather than looking at BPM as an approach to improve the efficiencyand effectiveness of individual business activities, BPM should be regarded asmanagers’ attitude in handling or managing a collection of corporate businessprocesses whose outcome is of value to the concerned corporation and itscustomers (Harmon, 2007). These businessprocesses refer to sequences of events, activities and decisions that crossfunctional boundaries with the notion that they are dynamic and have a clearsequencing of time (Gulledge & Sommer, 2002). As opposed to aimingat particular products or services to be delivered to customers, BPM ? or a processviewing of business ? highlights the ways to improve business activities beingperformed (Liang & Cohen, 1994). According to Dumas, Rosa, Mendling, & Reijers (2013), “the wayprocesses are designed and performed affects both the quality of service thatcustomers perceive and the efficiency with which services are delivered”.

Inother words, BPM is ultimately aimed at improving business processes, by meansof which customers satisfaction and fulfillment is maximized (Conger, 2010; Hammer, 1990; Rummler & Brache,1991).A new BPM initiativehas to undergo a lifecycle before a business process is successfully improved (Dumas et al., 2013; vom Brocke & Mendling, 2017;Weske, 2012), encompassing the following sixmajor phases: (1) “process identification”addressing a business problem and designing a new or updated processarchitecture that provides an overall view of business processes and theirrelationships; (2) “process discovery”shifting the focus from multi-process to one specific process and producing itsdetailed description and current state; (3) “process analysis” during which analytical tools and performancemeasures determine process issues/weaknesses and their impact; (4) “process redesign” addressing theidentified issues through a reworked design for the process that is to beimplemented; (5) “process implementation”characteristically covering information system implementation and measures tofacilitate organizational change; and (6) “processmonitoring and controlling” continually collecting and analyzing executiondata for their compliance with performance measures and objectives.

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Every goodprocess will eventually become a bad process, unless continuously adapted andimproved to keep up with the rapidly changing customer needs, technology andcompetition (Hammer, 1990, 2007). Thus, the BPMlifecycle is illustrated as a circular and continuing sequence of phases, inwhich the output from the phase of “process monitoring and controlling” feedsback into the phase of “process discovery”, “process analysis” and so forth (Dumas et al., 2013; vom Brocke & Mendling, 2017).A new BPM initiativehas to undergo a lifecycle before a business process is successfully improved (Dumas et al., 2013; vom Brocke & Mendling, 2017;Weske, 2012), encompassing the following sixmajor phases: (1) “process identification”addressing a business problem and designing a new or updated processarchitecture that provides an overall view of business processes and theirrelationships; (2) “process discovery”shifting the focus from multi-process to one specific process and producing itsdetailed description and current state; (3) “process analysis” during which analytical tools and performancemeasures determine process issues/weaknesses and their impact; (4) “process redesign” addressing theidentified issues through a reworked design for the process that is to beimplemented; (5) “process implementation”characteristically covering information system implementation and measures tofacilitate organizational change; and (6) “processmonitoring and controlling” continually collecting and analyzing executiondata for their compliance with performance measures and objectives. Every goodprocess will eventually become a bad process, unless continuously adapted andimproved to keep up with the rapidly changing customer needs, technology andcompetition (Hammer, 1990, 2007).

Thus, the BPMlifecycle is illustrated as a circular and continuing sequence of phases, inwhich the output from the phase of “process monitoring and controlling” feedsback into the phase of “process discovery”, “process analysis” and so forth (Dumas et al., 2013; vom Brocke & Mendling, 2017).

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