Getting Started with Business Process Management

The set of ideas, tools and techniques that deal with business processes, known in short as Business Process Management (BPM), has been around for a couple of decades. Although forward-looking business and IT professionals recognize the importance of BPM, it does not get the media attention it deserves.

Large-scale ERP and client / server implementations absorb the attention of IT departments and distract the innovators. The underestimation of the importance of integration in end-to-end business processes, coupled with proprietary application architectures, continues to make it difficult to realize the promise of BPM.

Over the past two years, there has been a growing recognition of the role played by the integration, enterprise service-oriented architecture, and mature platform for managing processes in the creation of agile business processes that confer competitive advantages.

Companies are realizing that the functional excellence and commercialization of the product are not sufficient to ensure customer focus and innovation. Visionary leaders consider the set of integrated features that will occupy the entire lifecycle of business processes as the key to accelerated evolution towards process maturity.
Two major obstacles to the adoption and implementation of BPM is the lack of understanding of business process management software, and not knowing how to get started. Understanding and application need not be sequential tasks. It 's important to get started with BPM, after the adoption and implementation continually improve understanding.

More important, companies that make a start you will realize that the cost of BPM and the risk is several orders of magnitude lower than traditional IT development. There are entry points for BPM, ways of ramping up process initiatives, organizational and cultural challenges that BPM practitioners face, and the critical success factors for BPM.

In order to support both process improvement and operational management, it is essential that the various capabilities of BPM form a set of cohesion instruments for modeling, analysis, design workflow, user-interface design, governance and metadata. A BPM platform that has a strong infrastructure of processes of integration moves from design to automation with minimal code and manages the run-time infrastructure. This facilitates the rapid implementation of process improvement projects.

Business processes are born with the client, across various functional departments of the company, and the flow to the customer. On this trip, processes rely on both systems and people to manage business transactions. To the extent that these processes are successful in their goal of delivering value to the customer, are primarily focused on customer value chains. BPM is so concerned with process improvement and operational excellence. It plays a role in various phases of the lifecycle of the project (such as requirements gathering, modeling, analysis, design, improvement, development and distribution), and during their post-project processes (such as control, monitoring, maintenance and management of business processes).

A true BPM platform manages not only the business components as engineering modeling and analysis, but also the components of software engineering, such as integration, connectivity to existing IT infrastructure via adapters, and enterprise-class management middleware. Human-centric workflows that integrate with the system-based processes must support the role played by people in business processes.

BPM platform that has a strong infrastructure of processes of integration moves from design to automation with minimal code and manages the run-time infrastructure. This facilitates the rapid implementation of process improvement projects .......