Business Process Management: Benefits And Challenges

Introduction to Business Process Management

Business process management is considered as a concept through which the commercial organisations can be benefitted out of its results. It is a management procedure which is mainly driven by the usage of several techniques to design, model, implement, execute, monitor and optimize the different wings of business (Van Der Aalst, 2013). The motive of business process management is to provide effective solutions for the corporate organisations to generate high productivity and profitability. An array of methods that serves the business purposes of an organisation can be termed as Business Process Management. However, the business process management approaches and tools used in the process management does not serve the purposes of the organisations due to their lack of understanding of the internal aspects of the company and inadequate market-oriented equipment.

Effect of Business Project Management (BPM) in the business organisation to foster with a wider range in the commercial market is huge considering its wider scope of services. The entire business process management is built on a lifespan that is generally classified in six parts. With the help of these life cycle phases, a business organisation can easily develop these skills to adapt to the present marketing conditions (Dumas et al., 2013). Although the entire process of the management focusses on improving the business conditions with respect to the company’s position in the market, it somehow misses to address the areas of improving the client and company relationship, which is very essential as well in the growth process of the organisation. This section talks about those benefits received by the organisation and further talks about the challenges BPM faces as it does not focus on the client-company relationship. 

In the present conditions, the BPM has gained a lot of popularity in the wide market of commercial exposure. The Business Process Management (BPM) is somewhat different from that of Business Process Reengineering (BPR). The BPR focusses on the core and fundamental modification of the entire organisation whereas the BPM on the other hand mainly focusses on the all the aspects of the organisation as a whole and a general manner. The BPM mainly focusses on the processes, which are needed to form the basic framework of an organisation. There are different aspects that are needed to be addressed before the implementation of BPM in an organisation. These aspects are as follows:

• The process strategy addresses the requirement to have a connection with the strategy level which further defines the long term goals of the enterprise to the process oriented operational level implementing the techniques to reach these goals. The strategy needs to be process oriented itself in order to achieve this. BPM plays a major role by providing an opportunity to combine the development of the process oriented strategy and its deployment into an architectural process (Trkman, 2013).
• To understand an enterprise as a complex system with a number of interdependent processes, a process architecture needs to be created. The processes that represent the organisational activities are mainly cross-functional in nature and are customer oriented.
• Process ownership plays a key role in defining the responsibilities and accountabilities for the processes. Every process holder is liable for the poor performance of the processes and acts as a medium of reference for the implementation of other processes in the process architecture (Vom Brocke, 2014).
• Optimization of the processes requires measurement of the processes to have a fair judgement about the running process performance. The measurement technique should always follow a dynamic module since the performance is comprised of the quality perception of the customers and the multiple financial goal performances.
• The process improvement develops the process measurement by utilising a well-formatted, consolidated approach to improve the process performance in reference to the betterment of achieving the goals pinned by the process strategy.

The above mentioned aspects are the represents BPM as a holistic process management that intends to serve all the purposes of the organisation (Becker, 2013). 

Benefits of Business Process Management

A successful implementation of the BPM also requires a combination of the dedicated methods along with analytical tools (Rosemann & vom Brocke, 2015).

The value creation process with the customers that are not focussed by the Business Process Management is addressed by the designated method of Business Process Blueprinting (BP²). The BP² aims at improving the efficiency and effectiveness of the organisation. Although BP² aims at meeting the customer-company relationship, there are certain limitations for which the BP² cannot be applied at the present conditions but is expected to be of a great help in the upcoming days (Schulte et. al., 2015). The BP² is presently operating at the initial stages of development for which it is not able to serve the purposes. The future BP² is expected to support all the processes of customer valuation designs and opting for the most beneficial ones for the implementation process. These are:

• Properly formatting the main process to figure out the customer interaction points along with the necessary sub process from the customer’s perspectives (Chang 2016).
• Presenting the possibilities to tune the amount of interaction by shifting specific activities and sub process above or below the line of visibility to increase or decrease integration respectively.
• Performing a cost benefit analysis where the expenditures and the financial statuses of the sub processes are clearly indicated as the main part of the future BP²for concise process management.
• Providing ample flexibility to address a wide range of varieties in the process of practical topics and questions of research using dedicated tools and incorporating the results of such analytical conclusions into improvised process design and hence generating a BP²oriented process improvement cycle (Gersch, Hewing & Schöler, 2011). 

BP² is an alternative tool for improving the approaches of the BPM. BP² also helps in building a better understanding of the BPM. The BP² helps in figuring out the missing bridge between the quality of perception and the cross-functional process architecture. It also helps in highlighting the role of process architecture in motivating the employees of the organisation to adopt a customer oriented approach (Gersch, Hewing & Schöler, 2011). The BP² is a method that focusses on the integration of the customer oriented approach into the modelling approach. During the time of designing and implementation of the processes with help of BP², it is vital to consider the point of view of the customer for it is an essential component that regulates the design and implementation process (Hewing, 2013). Thus, it is evident that BP² plays a key role in adding value to the Business Process Management and is expected to become one major component that will make the entire process management outstanding among all other systems currently present in the commercial market. 

Conclusion

Analysing all the sections of the above report, this can be concluded that Business Process Management plays a major part in the world of commerce for serving the purposes of the organisations. The BPM is an effective approach that enhances the performance of the business organisations by running all the processes for fostering in the world of commercial applications. There are several benefits of implementing a BPM service in the organisation. However, there are certain challenges that BPM faces during the time of its implementation in the organisation. 

These challenges are somehow sorted out by conjugating a method in the system known by BP². The introduction of this innovative method allows the entire process of management to provide the organisation with the complete solutions. 

References

Becker, J., Kugeler, M., & Rosemann, M. (Eds.). (2013). Process management: a guide for the design of business processes. Springer Science & Business Media.

Chang, J. F. (2016). Business process management systems: strategy and implementation. Auerbach Publications.

Dumas, M., La Rosa, M., Mendling, J., & Reijers, H. A. (2013). Fundamentals of business process management (Vol. 1, p. 2). Heidelberg: Springer.

Gersch, M., Hewing, M., & Schöler, B. (2011). Business process blueprinting–an enhanced view on process performance. Business Process Management Journal, 17(5), 732-747.

Hewing, M. (2013). Business Process Blueprinting: A Method for Customer-Oriented Business Process Modeling. Springer Science & Business Media.

Rosemann, M., & vom Brocke, J. (2015). The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer, Berlin, Heidelberg.

Schulte, S., Janiesch, C., Venugopal, S., Weber, I., & Hoenisch, P. (2015). Elastic Business Process Management: State of the art and open challenges for BPM in the cloud. Future Generation Computer Systems, 46, 36-50.

Trkman, P. (2013). Increasing process orientation with business process management: Critical practices’. International journal of information management, 33(1), 48-60.

Van Der Aalst, W. M. (2013). Business process management: a comprehensive survey. ISRN Software Engineering, 2013.

Vom Brocke, J., Schmiedel, T., Recker, J., Trkman, P., Mertens, W., & Viaene, S. (2014). Ten principles of good business process management. Business process management journal, 20(4), 530-548.

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