Business Process Management
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Excerpts from ABPMP BPM CBOK
BPM and BPI – Differences
BPM - Management Discipline and Technologies
Measurement and process performance
BPM and Organizational Commitment
BPM Planning, strategy and Analysis
Design and modeling of business processes
Types of processes in an organization
Process implementation
The BPM lifecycle
BPM – Key Concepts
Processes versus function (work end-to-end)
BPM News
Why do BPM projects fail?
Don’t Stop Believing In BPM
Change Management – a Must-Have for BPM
Are you a BPM Startup?
In Search Of Bpm Excellence:

1. Business process management (BPM) is a disciplined approach to identify, design, implement, document, measure, monitor, control and improve business processes, automated or otherwise in order to achieve consistent results with strategic goals of the organization.

2. BPM involves deliberate and collaborative definition, increasingly supported by technology, improvement, innovation and management of business processes end-to-end leading to business results, create value and enable the Organization to achieve its goals with greater agility

3. Enables the Organization to align its processes to their business strategy leading to the effective overall performance improvements through specific activities in a specific Department, along the organization or between organizations.

4. A process is a defined set of behaviors or activities carried out by humans or machines to achieve one or more targets.

5. There are three types of business processes: primary, management and support.
• Primary processes are cross-functional nature and make up the value chain.
• Support processes, such as human resources and it enables other processes.
• Management processes are used to measure, monitor and control business activities. Ensure that primary and support processes to achieve operational goals, financial, regulatory, and legal.

6. Key factors of BPM success include the following:
• Alignment of business strategy, definitions of value chain and business processes.
• Setting goals and business unit to meet the Organization's business strategy.
• Development of action plans and tactics to achieve business success with goals of the organization.
• Designation of executive sponsorship, responsibility, accountability and authority for processes to release processes in achieving goals.
• Clear Designation process property, as well as authority to engender changes.
• Establishment of metrics, measurement and monitoring processes.
• Institutionalization of practices, such as ongoing investigations of improvement, change management, change controls and proper leverage and BPMS products that lead to improvements and changes.
• Standardization and automation of business processes and related methodologies throughout the organization.

7. BPM is a professional discipline formed by eight sub-disciplines: modeling, analysis, design, performance management, processing, organization, Organizational and process management Technology

8. The four pillars of BPM are values, beliefs, leadership and culture.

9. The BPM life cycle includes planning and strategy, followed by Analysis, design and modeling, Implementation, monitoring and control, leading to Refinement.

10. Key factors that impact the BPM life cycle are: Organisation, process definition, responsibility, sponsorship, measurement, consciousness, alignment, information technology and BPM methodology.

11. A key element of BPM is the identification and definition of computerized financial and operational controls. Achieve a successful adherence to these controls requires design, testing, implementation, monitoring and control activities.

- Excerpt from ABPMP BPM CBOK Version 2.0

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