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:
Types of processes in an organization

There are three different types of business processes:
• Primary processes (also called essential processes)
• support processes
• Management processes

Primary processes
Primary processes are end-to-end, cross-functional and deliver value to customers. Primary processes are often called critical processes, as they represent the essential activities that an organization performs to accomplish its mission. These processes make up the value chain where each step adds value to the previous step as measured by its contribution in the creation or delivery of a product or service, ultimately generating value to customers.

Michael Porter (1985) described as value chains composed of activities "primary" and "support activities". The value chain business describes the way to contemplate the chain of activities (processes) that provide value to the customer. Each of these activities has its own performance objectives linked to their core business process. Primary processes can move across functional organizations, departments, or even between organizations and provide a complete view end-to-end value creation. Primary activities are those involved with the physical creation of a product or service, marketing and transfer to the purchaser, and after-sales support, referred to as aggregation of value.

Support processes These processes are designed to provide support for primary processes, often by the management resources and or infrastructure required by primary processes. The key differentiator between primary and support processes, is that support processes do not generate direct value to customers, while the primary processes Yes. Common examples of support processes include information technology management, management of infrastructure or capacity, and human resource management. Each of these support processes can involve a life cycle of resources and are often associated with functional areas.

However, support processes can and usually cross functional boundaries. For example, the process of managing ability, does not deliver direct value to the customer, but supports the Organization's ability to deliver products and services. Capacity management typically involves a number of cross-functional activities, purchase planning, engineering design, construction and the process of putting the production capacity. Each of these activities could include cross-functional teams with representatives from finance, purchasing, engineering, production manufactured, IT and other functional organizations.

The fact that support processes do not directly generate value to customers does not mean that they are not important to the organization. The support processes can be strategic and fundamental to the Organization to the extent that increase their ability to effectively accomplish the primary processes.

Management processes Management processes are used to measure, monitor and control business activities. Such procedures shall ensure that a primary process, or support, meet operational goals, financial, regulatory, and legal. Management processes not directly add value to customers, but are required to ensure that the Organization to operate effectively and efficiently.

- Excerpt from ABPMP BPM CBOK Version 2.0

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