![]() Rosemann, Handbook on Business Process Management 2: Strategic Alignment, Governance, People and Culture, vol. Rosemann, Handbook on Business Process Management 1: Introduction, Methods, and Information Systems, vol. 1 (Springer, Berlin, 2010) Ramias, A framework for defining and designing the structure of work, in Handbook of Business Process Management, vol. 1, ed. Brache, Improving Performance: Managing the White Space on the Organizational Chart (Jossey-Bass, San Francisco, 1990) McCormack, The development of a measure of business process orientation and its relationship to organizational performance, April 1999. Marklund, Business Process Modeling, Simulation and Design (Prentice Hall, New York, 2004) Harmon, Business Process Change: A Guide for Business Managers and BPM and Six Sigma Professionals, 2nd edn. Hammer, Reengineering work: don’t automate, obliterate. Bruner, Business process management: survey and methodology. Short, The new industrial engineering: information technology and business process redesign. ![]() Conger, Six sigma and business process management, in Handbook of Business Process Management, vol. 1, ed. Business process management (BPM), as defined by Gartner (link resides outside ibm.com), employs methods to discover, model, analyze, measure, improve and optimize business strategy and processes. Rosemann, Process Management: a Guide for the Design of Business Processes (Springer, Berlin, 2011) This process is experimental and the keywords may be updated as the learning algorithm improves. ![]() These keywords were added by machine and not by the authors. This discussion leads us to the definition of a BPM lifecycle around which the book is structured. Finally, we discuss how a BPM initiative in an organization typically unfolds. In order to place BPM in a broader perspective, we then provide a historical overview of the BPM discipline. Next, we discuss the basic ingredients of a business process and we provide a definition of business process and BPM. We will start with a description of typical processes that are found in contemporary organizations. With the technology now available, successful businesses must find every opportunity to automate repetitive, time-consuming. According to Villanova University’s Essentials of Business Process Management course, BPM is a strategic, cross-functional methodology with six phases that equips BPM practitioners to plan and execute their projects. In this chapter, we introduce a few essential concepts behind BPM. Business process management (BPM) is much more than a record of the process employees are to follow. These “chains of events, activities and decisions” are called processes. Rather, it is about managing entire chains of events, activities and decisions that ultimately add value to the organization and its customers. Importantly, BPM is not about improving the way individual activities are performed. Improvement initiatives may be one-off, but also display a more continuous nature. Typical examples of improvement objectives include reducing costs, reducing execution times and reducing error rates. In this context, the term “improvement” may take different meanings depending on the objectives of the organization. Business Process Management (BPM) is the art and science of overseeing how work is performed in an organization to ensure consistent outcomes and to take advantage of improvement opportunities.
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