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BPM: A tool for companies

Processes Blog

The business as the objective

The world in which companies operate, requires for them to be prepared and mindful to changes in their environment. Many external factors (technological, economic, cultural, legal and political) impact their operation. There are some factors that are more or less controlled by the company itself such as products, prices, publicity and marketing channels. But there is clearly uncontrollable factors such as demand, consumer behavior, competition, laws, fashion, etc. Business survival depends largely on company's adaptation to these factors.

C'est ici qu’apparaît clairement l'importance du contrôle et du suivi, non seulement en tant que fonctions administratives pour évaluer et faire en sorte que les opérations réellement effectuées correspondent à ce qui a été prévu, mais également de façon à évaluer cette adaptation de l’entreprise à cet environnement changeant. The control and monitoring value is made clear here, not only as administrative functions to assess and ensure that the transactions actually correspond to what was expected, but also in order to evaluate this adaptation of the company to its changing environment.

According to Michael Porter, a Harvard Business School professor, "The process is a key element of competitive advantage ... The essence of the strategy is to make the process differently than our competitors."

Business Process Management

In this context of process improvement, appeared the BPM (Business Process Management) discipline, designed to attempt to better manage the company's business processes. This discipline is composed of several layers.

* BPG (Business Process Governance) aimed to define and redefine the expected strategy, including the adaptation of company's goods and services to its environment. One component of the BPG is the simulation: what would happen if? (change in demand, in new products, the beginning of export, etc.)

* BPE (Business Process Execution)  which corresponds to the processes implementation, in line with the strategy, and with the generation of a model for this strategy.

The business layer is concerned with the providing of a process model, independent of technology and possibly automated. And technology layer is concerned with making this model technically executable.
In this later layer, one find the BPMS (Business Process Management Suite), with its components allowing:

• modeling: typically through the standard BPMN (Business Process Model & Notation). More information in this article

• the establishment of HMI (Human Machine Interface).

• model instances execution: typically through BPEL (Business Process Execution Language).

• definition and implementation of business rules through a BRMS (Business Rules Management System) and today by using the standard DMN (Decision Model & Notation).

At that business architecture, one must generally add the invocation and orchestration of application services through an ESB (Enterprise Service Bus), through SOA (Service Oriented Architecture) now increasingly through API (Application Programming Interface). More information in this article

Finally, we can add to this business - BPM - and technology - SOA and API - architectures, a process analysis environment with 2 components: the BAM (Business Activity Monitoring) providing dashboards monitoring processes, essential for decisionmakers and the PMC (Process Mining and Controlling) allowing to compare the behavior of real processes with their respective model.

We can summarize these components in the diagram below

Bruno van Dam - CTO BPMCYT