Business process A business process or business method is a collection of related, structured activities or tasks that produce a specific service

or product (serve a particular goal) for a particular customer or customers. It often can be visualized with a flowchart as a sequence of activities. Overview There are three types of business processes: 1. Management processes, the processes that govern the operation of a system. Typical management processes include "Corporate Governance" and "Strategic Management". 2. Operational processes, processes that constitute the core business and create the primary value stream. Typical operational processes are Purchasing, Manufacturing, Advertising and Marketing, and Sales. 3. Supporting processes, which support the core processes. Examples include Accounting, Recruitment, Call center, Technical support. A business process begins with a mission objective and ends with achievement of the business objective. Process-oriented organizations break down the barriers of structural departments and try to avoid functional silos. A business process can be decomposed into several sub-processes, which have their own attributes, but also contribute to achieving the goal of the super-process. The analysis of business processes typically includes the mapping of processes and sub-processes down to activity level. Business Processes are designed to add value for the customer and should not include unnecessary activities. The outcome of a well designed business process is increased effectiveness (value for the customer) and increased efficiency (less costs for the company). Business Processes can be modeled through a large number of methods and techniques. For instance, the Business Process Modeling Notation is a Business Process Modeling technique that can be used for drawing business processes in a workflow. History Adam Smith One of the first people to describe processes was Adam Smith in his famous (1776) example of a pin factory. Inspired by an article in Diderot's Encyclopdie, Smith described the production of a pin in the following way: One man draws out the wire, another straights it, a third cuts it, a fourth points it, a fifth grinds it at the top for receiving the head: to make the head requires two or three distinct operations: to put it on is a particular business, to whiten the pins is another ... and the important business of making a pin is, in this manner, divided into about eighteen distinct operations, which in some manufactories are all performed by distinct hands, though in others the same man will sometime perform two or three of them. Smith also first recognized how the output could be increased through the use of labor division. Previously, in a society where production was dominated by handcrafted goods, one man would perform all the activities required during the production process, while Smith described how the work was divided into a set of simple tasks, which would be performed by specialized workers. The result of labor division in Smiths example resulted in productivity increasing by 24,000 percent (sic), i.e. that the same number of workers made 240 times as many pins as they had been producing before the introduction of labor division. It is worth noting that Smith did not advocate labor division at any price and per se. The appropriate level of task division was defined through experimental design of the production process. In contrast to Smith's view which was limited to the same functional domain and comprised activities that are in direct sequence in the manufacturing process, today's process concept includes cross-functionality as an important characteristic. Following his ideas the

division of labor was adopted widely, while the integration of tasks into functional, or crossfunctional, process was not considered as an alternative option until much later. Other definitions In the early 1990s, US corporations, and subsequently companies all over the world, started to adopt the concept of reengineering in an attempt to re-achieve the competitiveness that they had lost during the previous decade. A key characteristic of Business Process Reengineering (BPR) is the focus on business processes. Davenport (1993)[1] defines a (business) process as a structured, measured set of activities designed to produce a specific output for a particular customer or market. It implies a strong emphasis on how work is done within an organization, in contrast to a product focuss emphasis on what. A process is thus a specific ordering of work activities across time and space, with a beginning and an end, and clearly defined inputs and outputs: a structure for action. ... Taking a process approach implies adopting the customers point of view. Processes are the structure by which an organization does what is necessary to produce value for its customers. This definition contains certain characteristics a process must possess. These characteristics are achieved by a focus on the business logic of the process (how work is done), instead of taking a product perspective (what is done). Following Davenport's definition of a process we can conclude that a process must have clearly defined boundaries, input and output, that it consists of smaller parts, activities, which are ordered in time and space, that there must be a receiver of the process outcome- a customer - and that the transformation taking place within the process must add customer value. Hammer & Champys (1993)[2] definition can be considered as a subset of Davenports. They define a process as a collection of activities that takes one or more kinds of input and creates an output that is of value to the customer. As we can note, Hammer & Champy have a more transformation oriented perception, and put less emphasis on the structural component process boundaries and the order of activities in time and space. Rummler & Brache (1995)[3] use a definition that clearly encompasses a focus on the organizations external customers, when stating that a business process is a series of steps designed to produce a product or service. Most processes (...) are cross-functional, spanning the white space between the boxes on the organization chart. Some processes result in a product or service that is received by an organization's external customer. We call these primary processes. Other processes produce products that are invisible to the external customer but essential to the effective management of the business. We call these support processes. The above definition distinguishes two types of processes, primary and support processes, depending on whether a process is directly involved in the creation of customer value, or concerned with the organizations internal activities. In this sense, Rummler and Brache's definition follows Porter's value chain model, which also builds on a division of primary and secondary activities. According to Rummler and Brache, a typical characteristic of a successful process-based organization is the absence of secondary activities in the primary value flow that is created in the customer oriented primary processes. The characteristic of processes as spanning the white space on the organization chart indicates that processes are embedded in some form of organizational structure. Also, a process can be cross-functional, i.e. it ranges over several business functions. Finally, let us consider the process definition of Johansson et al. (1993) [4]. They define a process as a set of linked activities that take an input and transform it to create an output. Ideally, the transformation that occurs in the process should add value to the input and create an output that is more useful and effective to the recipient either upstream or downstream.

This definition also emphasizes the constitution of links between activities and the transformation that takes place within the process. Johansson et al. also include the upstream part of the value chain as a possible recipient of the process output. Summarizing the four definitions above, we can compile the following list of characteristics for a business process. 1. Definability : It must have clearly defined boundaries, input and output. 2. Order : It must consist of activities that are ordered according to their position in time and space. 3. Customer : There must be a recipient of the process' outcome, a customer. 4. Value-adding : The transformation taking place within the process must add value to the recipient, either upstream or downstream. 5. Embeddedness : A process can not exist in itself, it must be embedded in an organizational structure. 6. Cross-functionality : A process regularly can, but not necessarily must, span several functions. Frequently, a process owner, i.e. a person being responsible for the performance and continuous improvement of the process, is also considered as a prerequisite... Importance of the Process Chain Business processes comprise a set of sequential sub-processes or tasks, with alternative paths depending on certain conditions as applicable, performed to achieve a given objective or produce given outputs. Each process has one or more needed inputs. The inputs and outputs may be received from, or sent to other business processes, other organizational units, or internal or external stakeholders. Business processes are designed to be operated by one or more business functional units, and emphasize the importance of the process chain rather than the individual units. In general, the various tasks of a business process can be performed in one of two ways 1) manually and 2) by means of business data processing systems such as ERP systems. Typically, some process tasks will be manual, while some will be computer-based, and these tasks may be sequenced in many ways. In other words, the data and information that are being handled through the process may pass through manual or computer tasks in any given order. The Four Major Process Improvement Areas The point to note here is that, irrespective of the class of the task - whether manual or computerised - it is important that each task - and hence the process as a whole is designed and periodically reviewed, improved, or substituted by another task, with a view to continuous improvement in four major areas: 1. Effectiveness 2. Efficiency 3. Internal control 4. Compliance to various statutes and policies These areas are explained by highlighting typical deficiencies in each of them, as under: Effectiveness The overall effectiveness of a process is the extent to which the outputs expected from the process are being obtained at all, and is therefore a first measure of the basic adequacy of the process and its capability to fulfill the logical and reasonable expectations of process uses and operators. For example, consider the material procurement process. One of its important tasks is the subprocess for supplier follow-up to ensure timely deliveries of materials. Such a task is

considerably less effective if it does not provide accurate and timely purchase order status reports for use of the purchase department staff responsible for follow-up. Efficiency Supposing it has been observed that the average time taken to prepare and send out a purchase order after receipt of a properly prepared indent from the end-user is unacceptably high, leading to delayed customer deliveries and consequent customer complaints. The process of converting the end-users indent to a purchase order is effective because a purchase order is being somehow generated, but its efficiency is very low since it takes an inordinate amount of time and costs considerably more in terms of the cost to the company of the salaries of staff members involved. Internal Control In a scenario where quantities of major raw materials are regularly ordered and consumed, rates are fixed with selected, reliable, approved vendors for an extended period commonly a year. Moreover, let us say that the rate contract does not contain a price escalation clause. This safeguards the organisation from unanticipated price escalation during the period. The rate contract data are stored in the ERP systems database. Whenever materials are to be ordered (with or without a delivery schedule), purchase orders are generated mentioning the rate finalised in the rate contract. An internal control exists to keep the purchase rate constant throughout the year. Suppose, however, it is found that the rate on a purchase order based on a current rate contract is changed to a different value, and the purchase order then sent out to the supplier. This is a serious lapse in internal control, since a change to a higher rate exposes the company to a higher financial liability. Moreover, the editability of the rate in such a purchase order completely nullifies the internal controls provided by having a rate contract in the first place and including a no-escalation clause in it. There would be a further breach of internal control if it were found that such a PO amendment is actually authorised before sending the purchase order to the supplier. Statutory and Policy Compliance There are certain situations where payments made to consultants or service contractors must be statutorily made after deducting tax at source (T.D.S.), and such T.D.S. amounts must be deposited in government treasury accounts with banks on or before a specified date in the month following the month in which the payments are made. In such cases, if a business process does not provide for deduction of T.D.S. and/or fails to ensure deposition into government accounts by the specified date, then this is a statutory compliance issue that makes the concerned executives liable to civil / criminal legal action. Policies, Processes and Procedures The above improvement areas are equally applicable to policies, processes and detailed procedures (sub-processes/tasks). There is a cascading effect of improvements made at a higher level on those made at a lower level. For instance, if a recommendation to replace a given policy with a better one is made with proper justification and accepted in principle by business process owners, then corresponding changes in the consequent processes and procedures will follow naturally in order to enable implementation of the policy changes. Manual / Administrative vs. Computer System-Based Internal Controls Internal controls can be built into manual / administrative process steps and / or computer system procedures. It is advisable to build in as many system controls as possible, since these controls, being automatic, will always be exercised since they are built into the design of the business system

software. For instance, an error message preventing an entry of a received raw material quantity exceeding the purchase order quantity by greater than the permissible tolerance percentage will always be displayed and will prevent the system user from entering such a quantity. However, for various reasons such as practicality, the need to be flexible (whatever that may signify), lack of business domain knowledge and experience, difficulties in designing/writing software, cost of software development/modification, the incapability of a computerised system to provide controls, etc., all internal controls otherwise considered to be necessary are often not built into business systems and software. In such a scenario, the manual, administrative process controls outside the computer system should be clearly documented, enforced and regularly exercised. For instance, while entering data to create a new record in a material system databases item master table, the only internal control that the system can provide over the item description field is not to allow the user to leave the description blank in other words, configure item description as a mandatory field. The system obviously cannot alert the user that the description is wrongly spelt, inappropriate, nonsensical, etc. In the absence of such a system-based internal control, the item creation process must include a suitable administrative control through the detailed checking, by a responsible officer, of all fields entered for the new item, by comparing a print-out taken from the system with the item data entry sheet, and ensuring that any corrections in the item description (and other similar fields where no system control is possible) are promptly carried out. Last but not least, the introduction of effective manual, administrative controls usually requires an overriding periodic check by a higher authority to ensure that such controls are exercised in the first place. Information Reports as an Essential Base for Executing Business Processes Business processes must include up-to-date and accurate Information reports to ensure effective action. An example of this is the availability of purchase order status reports for supplier delivery follow-up as described in the section on effectiveness above. There are numerous examples of this in every possible business process. Another example from production is the process of analysis of line rejections occurring on the shop floor. This process should include systematic periodical analysis of rejections by reason, and present the results in a suitable information report that pinpoints the major reasons, and trends in these reasons, for management to take corrective actions to control rejections and keep them within acceptable limits. Such a process of analysis and summarisation of line rejection events is clearly superior to a process which merely inquires into each individual rejection as it occurs. Business process owners and operatives should realise that process improvement often occurs with introduction of appropriate transaction, operational, highlight, exception or M.I.S. reports, provided these are consciously used for day-to-day or periodical decision-making. With this understanding would hopefully come the willingness to invest time and other resources in business process improvement by introduction of useful and relevant reporting systems. Supporting theories and concepts Frederick Winslow Taylor developed the concept of scientific management. The concept contains aspects on the division of labor being relevant to the theory and practice around business processes. The business process related aspects of Taylor's scientific management concept are discussed in the article on Business Process Reengineering. Span of control The span of control is the number of sub-ordinates a supervisor manages within a structural organization. Introducing a business process concept has a considerable impact on the structural elements of the organization and thus also on the span of control.

Large organizations that are not organized as markets need to be organized in smaller units departments - which can be defined according to different principles. Information management concepts Information Management and the organization design strategies being related to it, are a theoretical cornerstone of the business process concept.

Business process management Business process management (BPM) is a management approach focused on aligning all aspects of an organization with the wants and needs of clients. It is a holistic management approach[1] that promotes business effectiveness and efficiency while striving for innovation, flexibility, and integration with technology. Business process management attempts to improve processes continuously. It could therefore be described as a "process optimization process." It is argued that BPM enables organizations to be more efficient, more effective and more capable of change than a functionally focused, traditional hierarchical management approach. An empirical study by Kohlbacher (2009) reveals that BPM helps organizations to gain higher customer satisfaction, product quality, delivery speed and time-to-market speed [2]. Overview A business process comprises a "series or network of value-added activities, performed by their relevant roles or collaborators, to purposefully achieve the common business goal." [3] These processes are critical to any organization: they may generate revenue and often represent a significant proportion of costs. As a managerial approach, BPM considers processes to be strategic assets of an organization that must be understood, managed, and improved to deliver value added products and services to clients. This foundation is very similar to other Total Quality Management or Continuous Improvement Process methodologies or approaches. BPM goes a step further by stating that this approach can be supported, or enabled, through technology to ensure the viability of the managerial approach in times of stress and change. In fact, BPM is an approach to integrate a "change capability" to an organization - both human and technological. As such, many BPM articles and pundits often discuss BPM from one of two viewpoints: people and/or technology. Roughly speaking, the idea of (business) process is as traditional as concepts of tasks, department, production, outputs.[citation needed] The current management and improvement approach, with formal definitions and technical modeling, has been around since the early 1990s (see business process modeling). Note that in the IT community, the term 'business process' is often used as synonymous of management of middleware processes; or integrating application software tasks. This viewpoint may be overly restrictive - a limitation to keep in mind when reading software engineering papers that refer to "business processes" or to "business process modeling". Although the initial focus of BPM was on the automation of business processes with the use of information technology, it has since been extended[by whom?] to integrate human-driven processes in which human interaction takes place in series or parallel with the use of technology. For example (in workflow systems), when individual steps in the business process require human intuition or judgment to be performed, these steps are assigned to appropriate members within the organization. More advanced forms such as human interaction management are in the complex interaction between human workers in performing a workgroup task. In this case, many people and systems interact in structured, ad-hoc, and sometimes completely dynamic ways to complete one to many transactions. BPM can be used to understand organizations through expanded views that would not otherwise be available to organize and present. These views include the relationships of processes to each other which, when included in a process model, provide for advanced reporting and analysis that would not otherwise be available. BPM is regarded by some [who?] as the backbone of enterprise content management. Because BPM allows organizations to abstract business process from technology infrastructure, it goes far beyond automating business processes (software) or solving business problems (suite). BPM enables business to respond to changing consumer, market, and regulatory demands faster than competitors[citation needed] - creating competitive advantage. As of 2010 technology has allowed the coupling of BPM to other methodologies, such as Six Sigma. BPM tools allow users to:

Define - baseline the process or the process improvement Model - simulate the change to the process. Analyze - compare the various simulations to determine an optimal improvement Improve - select and implement the improvement Control - deploy this implementation and by use of User defined dashboards monitor the improvement in real time and feed the performance information back into the simulation model in preparation for the next improvement iteration.

This brings with it the benefit of being able to simulate changes to business processes based on real-life data (not assumed knowledge). Also, the coupling of BPM to industry methodologies allows users to continually streamline and optimize the process to ensure that it is tuned to its market need.[4] BPM life-cycle Business process management activities can be grouped into five categories: design, modeling, execution, monitoring, and optimization. Design Process Design encompasses both the identification of existing processes and the design of "to-be" processes. Areas of focus include representation of the process flow, the actors within it, alerts & notifications, escalations, Standard Operating Procedures, Service Level Agreements, and task hand-over mechanisms. Good design reduces the number of problems over the lifetime of the process. Whether or not existing processes are considered, the aim of this step is to ensure that a correct and efficient theoretical design is prepared. The proposed improvement could be in human-to-human, human-to-system, and system-tosystem workflows, and might target regulatory, market, or competitive challenges faced by the businesses. Modeling Modeling takes the theoretical design and introduces combinations of variables (e.g., changes in rent or materials costs, which determine how the process might operate under different circumstances). It also involves running "what-if analysis" on the processes: "What if I have 75% of resources to do the same task?" "What if I want to do the same job for 80% of the current cost?" . Execution One of the ways to automate processes is to develop or purchase an application that executes the required steps of the process; however, in practice, these applications rarely execute all the steps of the process accurately or completely. Another approach is to use a combination of software and human intervention; however this approach is more complex, making the documentation process difficult. As a response to these problems, software has been developed that enables the full business process (as developed in the process design activity) to be defined in a computer language which can be directly executed by the computer. The system will either use services in connected applications to perform business operations (e.g. calculating a repayment plan for a loan) or, when a step is too complex to automate, will ask for human input. Compared to either of the previous approaches, directly executing a process definition can be more straightforward and therefore easier to improve. However, automating a process definition requires flexible and comprehensive infrastructure, which typically rules out implementing these systems in a legacy IT environment. Business rules have been used by systems to provide definitions for governing behaviour, and a business rule engine can be used to drive process execution and resolution.

Monitoring Monitoring encompasses the tracking of individual processes, so that information on their state can be easily seen, and statistics on the performance of one or more processes can be provided. An example of the tracking is being able to determine the state of a customer order (e.g. ordered arrived, awaiting delivery, invoice paid) so that problems in its operation can be identified and corrected. In addition, this information can be used to work with customers and suppliers to improve their connected processes. Examples of the statistics are the generation of measures on how quickly a customer order is processed or how many orders were processed in the last month. These measures tend to fit into three categories: cycle time, defect rate and productivity. The degree of monitoring depends on what information the business wants to evaluate and analyze and how business wants it to be monitored, in real-time, near real-time or ad-hoc. Here, business activity monitoring (BAM) extends and expands the monitoring tools in generally provided by BPMS. Process mining is a collection of methods and tools related to process monitoring. The aim of process mining is to analyze event logs extracted through process monitoring and to compare them with an a priori process model. Process mining allows process analysts to detect discrepancies between the actual process execution and the a priori model as well as to analyze bottlenecks. Optimization Process optimization includes retrieving process performance information from modeling or monitoring phase; identifying the potential or actual bottlenecks and the potential opportunities for cost savings or other improvements; and then, applying those enhancements in the design of the process. Overall, this creates greater business value [5]. Practice

Example of Business Process Management (BPM) Service Pattern: This pattern shows how business process management (BPM) tools can be used to implement business processes through the orchestration of activities between people and systems.[6] Whilst the steps can be viewed as a cycle, economic or time constraints are likely to limit the process to only a few iterations. This is often the case when an organization uses the approach for short to medium term objectives rather than trying to transform the organizational culture. True iterations are only possible through the collaborative efforts of process participants. In a majority of organizations, complexity will require enabling technology (see below) to support the process participants in these daily process management challenges.

To date, many organizations often start a BPM project or program with the objective to optimize an area that has been identified as an area for improvement. In financial sector, BPM is critical to make sure the system delivers a quality service while maintaining regulatory compliance.[7] Currently, the international standards for the task have only limited to the application for IT sectors and ISO/IEC 15944 covers the operational aspects of the business. However, some corporations with the culture of best practices do use standard operating procedures to regulate their operational process.[8] Other standards are currently being worked upon to assist in BPM implementation (BPMN, Enterprise Architecture, Business Motivation Model).

BPM technology Some define the BPM System or Suite (BPMS) as "the whole of BPM." Others will relate the important concept of information moving between enterprise software packages and immediately think of Service Oriented Architecture (SOA). Still others limit the definition to "modeling... to create the perfect process," (see Business modeling). These are partial answers and the technological offerings continue to evolve. The BPMS term may not survive. Today it encompasses the concept of supporting the managerial approach through enabling technology. The BPMS should enable all stakeholders to have a firm understanding of an organization and its performance. The BPMS should facilitate business process change throughout the life cycle stated above. This will assist in the automation of activities, collaboration, integration with other systems, integrating partners through the value chain, etc. For instance, the size and complexity of daily tasks often requires the use of technology to model efficiently. These models facilitate automation and solutions to business problems. These models can also become executable to assist in monitoring and controlling business processes. As such, some people view BPM as "the bridge between Information Technology (IT) and Business."[citation needed]. In fact, an argument can be made that this "holistic approach" bridges organizational and technological silos. There are four critical components of a BPM Suite: Process Engine a robust platform for modeling and executing process-based applications, including business rules Business Analytics enable managers to identify business issues, trends, and opportunities with reports and dashboards and react accordingly Content Management provides a system for storing and securing electronic documents, images, and other files Collaboration Tools remove intra- and interdepartmental communication barriers through discussion forums, dynamic workspaces, and message boards

BPM also addresses many of the critical IT issues underpinning these business drivers, including: Managing end-to-end, customer-facing processes Consolidating data and increasing visibility into and access to associated data and information Increasing the flexibility and functionality of current infrastructure and data Integrating with existing systems and leveraging emerging service oriented architecture (SOAs) Establishing a common language for business-IT alignment

Validation of BPMS is another technical issue that vendors and users need to be aware of, if regulatory compliance is mandatory. [9] The validation task could be performed either by an authenticated third party or by the users themselves. Either way, validation documentation will need to be generated. The validation document usually can either be published officially or retained by users.[10]

What is a Business Process?

The business process is a series of activities occurring within a company that lead to a specific end. Most often, the business process focuses on meeting the needs of the customer and delivering a good or service that will fulfill that need. In many cases, the business process is actually a collection of interrelated processes that function in a logical sequence to achieve the ultimate goal. Defining the exact steps of a business process will vary somewhat from one corporate structure to another. However, there are some elements or sub-processes that can be found in just about any business process. To some degree, these sub-processes will always occur in an order that lead to successful completion of the manufacturing process. The first step in a business process normally has to do with the acquisition of raw materials for the business operation. In order to maximize the benefit from raw materials, efforts are made to secure materials of the highest quality at the most cost efficient price. Doing so increases the chance of achieving a higher amount of profit for each unit produced and sold. Following the acquisition step, the business process will move on to the structure and efficiency of the production structure. Here, the organization of the plant facility in order to allow raw materials to be processed with the greatest degree of efficiency becomes paramount. This is coupled with attention to such factors as employee training, setting reasonable production goals, and establishing a workable maintenance program for the production machinery. The next step in the business process focuses on the sales and marketing effort. While it is established early on that the final product will be of value to consumers, it is often necessary to develop and implement creative strategies for making buyers aware of the product. As part of this effort, public relations, advertising efforts, and the establishment of a simple means of placing orders will often help to secure customers who are ready and willing to buy the produced products. Once the goods are produced and sold, the final step of the business process has to do with delivery to the client. This portion of the process includes such elements as processing orders in a timely manner, advising the client of the scheduled delivery date, and making sure that date is met. On the back end, the delivery process also has to do with obtaining feedback from the customer regarding their level of satisfaction with the product and the efficiency of the physical delivery. Depending on the nature of the industry involved, orders from clients may be secured before the actual process of production begins. However, many companies operate with a business process that allows for the production of goods in anticipation of sales to consumers.

PROCESS MANAGEMENT LIFECYCLE (PML)

Bringing a new business process to life, modifying or optimizing an existing business process, and continually innovating a business process all involve a similar set of phases and activities. The business process lifecycle visually depicts this ongoing circle of these activities. The lifecycle includes the following phases:

1. Analyze phase
Analyzing the current environment and any current processes that may be in place o Identifying needs and defining requirements Design phase o Evaluating potential solutions to meet the identified needs o Designing the business process o Modeling the business process Implement phase o Project preparation o Blueprinting o Realization o Final preparation o Go live and support Run and Monitor phase o Executing or deploying the business process o Monitoring the business process o

2.

3.

4.

Note that a separate optimize phase is unnecessary, since process optimization takes place throughout all of the phases. Business Process Management Basics - Life Cycle & Implementation Change is the only constant thing in this world, especially for businesses. This is because consumer demands are also constantly redefined. Success can only be achieved by keeping up with modernisation. Therefore, businesses should always reinvent themselves, so that customers will not get bored with whatever they have to offer. This is where effective business process management (BPM) comes in handy. BPM helps organisations stay ahead of the competition. It is the methodical and organised management approach that is designed to improve the quality of products and services to meet the customers changing wants and needs. It is also referred to as the ideas, techniques and tools used to manage business processes. Business process management tools consist of organising, leading, staffing, controlling, planning, and coordination. To simply put it, the basic definition of BPM is the process of designing, as well as maintaining a common environment where individuals that work together in groups efficiently accomplishing targeted aims.

Business process work flow In any company, workflow is a critical operational task that is carried out in various business processes. Business process workflow is the organising and plotting of tasks or documents, which are performed by a set of rules or procedures. It is a very critical function carried out in the business work procedure. The key factors performed in a workflow process are structural tasks, order of relativity, procedure synchronisation, tracking procedure, as well as tracking relevant information that supports the task. It is performed using three essential parts: software, management and automation. Workflow software contributes to the generation of flow of work processes in an organised manner. Workflow management controls and manages the whole workflow of the processes involved in the business. Some of the most important benefits of such process are high efficiency, improved service, better control, improved flexibility, and growth in the business. The use of data through a wide array of applications, algorithms, and services refers to scientific workflow. Meanwhile, the concentration on scheduling task executions and dependencies is the business workflow. One can find several various workflow solutions that can offer strong ROI (Return of Investment) through high productivity, efficient operations, organisational accountability, information accessibility, and process intelligence. These solutions help improve business processes that can lead to simplifying and streamlining of the business.

Business process management Investing in a quality management technique such as business process optimization can present a whole new world of efficiencies for the company and its employees. In most cases, this method requires end users to use codes as they mould and pinpoint workflow processes. However, some companies provide solutions that require only scripting and mapping without coding. This allows users to have more freedom and eliminating the need for IT in the process. Nearly all company departments can benefit from this approach. The HR department can use this to automate everything from leave requests to job requisitions. The finance department can automate approvals in regard to invoices, sales, quotations, capital expenditure, etc. Thus, business process optimisation helps clients achieve measurable results by modifying techniques surrounding their trial development life cycle. This website was constructed and established for users and researchers looking for adequate information about BPM. Allow us to enlighten you in this area through our written articles and presented data.