Define business processes and controls

Life cycle of business processes

Business process management happens in one cycle. This cycle consists of phases that are related:

Process identification:

At this stage, the business problem is raised and the processes related to the problem are identified and the boundaries of the process and their relationship to each other are identified. The output of process identification is a new or updated process architecture that outlines the processes in the organization and their relationship to each other. In some cases, process identification is done in parallel with the determination of performance indicators. In this book, we will link the identification of performance indicators with the process analysis process. The adopted performance index is often used for process analysis.

Process discovery (also called as-is process modeling:

The current state of each of the related processes is documented and usually takes the form of one or more as-is process models. BPMN is the most complete process modeling standard in the world and almost all good organizations in the world model their processes with BPMN standard. Also, most good BPMS in the world have chosen the BPMN standard as their process modeling tool.

Process analysis:

At this stage, issues related to the status quo process are identified and documented and measured at any time using a performance indicator. The output of this step is a structured set of problems. These issues are usually prioritized in terms of their impact, and sometimes in terms of the effort required to address them.

Process redesign:

The purpose of this step is to identify changes in the process to help solve problems identified in previous phases and help the organization achieve its performance goals. For this purpose, multiple change options are analyzed and compared using select ed performance indicators. This means that process redesign and analysis are closely related: if new options for proposed changes have already been analyzed using process analysis techniques. Finally, the most promising change options that are combined lead to process redesign. Usually the output of this step is the to-be process model, which is used as a basis for the next phase.

Process implementation:

At this point, the changes needed to move from the as-is process to the to-be process must be prepared and implemented. Process implementation considers two aspects: managing organizational change and process mechanization. Organizational change management refers to the set of activities needed to change the way process managers work. Process mechanization, on the other hand, refers to the development and deployment of information technology systems (or advanced versions of exist ing IT systems) that support to-be processes. The best tool for implementing business processes is to use BPMS software. There are many BPMS software in the world, and this diversity causes businesses to make mistakes in choosing the right tool. In order to choose the right BPMS software, there are a number of criteria and indicators that you can study the evaluation indicators of BPMS software in the school of process management.

Process monitoring and control:

When the redesigned process is running, related data is collected and analyzed according to performance indicators and performance goals to determine performance. Bottlenecks, repeated errors or deviations from the desired behavior are identified and corrective actions are taken. New problems may arise in the same process or in other processes that require cycle repetition.

Benefits of managing business processes

Business process management provides other capabilities in addition to workflow automation. These capabilities allow organizations to control more processes. Here are some benefits of using BPM:

• Process Documentation and Definition: Standards such as BPMN allow process documentation.
• Process exec ution Automation: With BPM, all rules and business areas of the organization will be automated.
• Identify opportunities and improve processes: BPM also provides metrics to measure process costs and   exec ution time, in which case optimization will be based on actual result s.
• Eliminate unnecessary activities: In BPM, with the help of process modeling, organizations can have the opportunity to eliminate unnecessary tasks.
• Performance control of running processes: BPM with monitoring tools makes it possible to monitor the status of processes. As a result, this control stabilizes and adapts processes to achieve greater quality and optimizes them for greater efficiency. Have.
• Customer-partner collaboration in business processes: BPM enables customer-partner collaboration from outside the organization; and for processes outside the organization. It will be very practical.
• Reducing required resources: Business processes require a lot of people and resources to run. BPM can reduce the number of resources required for a process
• Increase coordination: BPM improves coordination between different parts of a company geographically.
• Increase process exec ution speed: BPM improves business speed by reducing process exec ution time and the possibility of running them in parallel.
• Increase customer satisfaction: By reducing exec ution time and ensuring their accuracy, it makes customers meet their needs faster and easier.
• Organizational agility: BPM allows organizations to easily make changes to processes if conditions change. In this way, it helps maintain the organization's position in a competitive market.

Business process management standards

Business process management standards are introduced for process development, but they all have specific limit ations. The latest version used is BPMN 2.0. This standard supports the design and features of the programming language that was lost in previous standards. When a business analyst designs a business process, it is difficult for developers to add some technical details to it, but BPMN 2.0 makes it easy for them. Understandable for people who are not familiar with the signs in the past has led to its high user-friendliness, so that in organizational architecture software and process modeling with the development and updating of these signs and concepts have been expanded and generalized, the most complete of which in software Visualparadgim can be viewed and used.

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