While process management in relation to specific business requirements is open to interpretation, the crux of the matter is that it is important to see a link between customers' overall business objectives and processes.
This is according to business process management (BPM) experts Dawie Jacobs, SA MD of Collaborative Process Integration; Boris Sobocan, country manager, IDS Scheer; and Dr Helge Hess, director at IDS Scheer, who took part in the annual South African BPM Conference held recently in Johannesburg and Cape Town.
The experts concur that success in BPM application is achieved when objectives defined in the beginning of the process are realised at the end of the BPM initiative by way of evaluating business process performance management.
“We like to use a maturity model for process management. This means an organisation can find itself involved in five different phases, the first of which is described as an opportunistic approach where you just want to pick the low hanging fruits and there is a specific project or initiative that is connected with process management. So at the end of that maturity model, you have a clear picture of your organisation where your objectives are reflected with KPIs,” explains Dr Hess.
“You have established a measurement process and you are able to monitor your processes. It depends where you want to be - which, essentially, means phase five. The questions is 'what is a relevant phase for you?' Of course, we say the first phase is not sufficient as it is purely an opportunistic approach, so it will not help you to optimise your business in the long-term,” he adds.
Irrespective of what level of application or what approach is adopted as far as BPM in business is concerned, insight by specialists suggests a combination of BPM, business and IT is typical to the industry, explain the experts.
A key point raised at the conference is that this combination is fundamental to the alignment of IT investment with definition of objectives. Ultimately it leads to a more effective, streamlined connection between technology and business.
Going forward, the experts predict that while economic conditions will continue to prove to be a challenge to the further establishment of BPM in business, the outlook is positive due to the prevalence and adoption of leading technology and higher levels of innovation.
Jacobs believes one of the biggest challenges is the current economic environment from a cost perspective.
“Although the business user is seeing the short-term value, I think the real long-term value and return on investment is derived where companies adopt an integrated business process management approach, implement it and be able to measure their process performances,” Jacobs concludes.
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