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Guide to CBOK (3.Benefits of BPM (3.1 Enterprise (Clear ownership and…
Guide to CBOK
3.Benefits of BPM
3.1 Enterprise
Clear ownership and responsabilities for
continuous improvement
Agile response to measured performance
Monitoring improves compliance
Documenting operations and Sustaining the
knowledge
Access to useful information
Visibility, understanding, and change
readiness improves agility
Performance measurement
benefits cost and quality
Assessing costs of processes
facilitates cost control and reduction
Documenting operations and sustaining
the knowledge
3.3 Customers
Positively impact to customer satisfaction
Keeping control on commitments to the customer
Mobilizing staff on stakeholders’ expectations
3.2 Management
Making sure that all the activities realized along a process add value
Optimizing performance all along the process
Improved planning and projections
Overcoming the obstacles of departmental borders
Facilitating internal and external benchmarking of operations
Organizing alerts levels in case of incident and analyzing the impacts
3.4 Actors
Better understanding of ‘the whole picture’
Clarifying the requirements of a workplace
Defining precisely the appropriate set of tools for actors
Security and awareness for actors
BPM CBOK
Identify and provide an overview of the
Knowledge Areas that are recognized as good practice
CBOK® Organization
Enterprise perspective
Enterprise Process Management
Process organization
Process perspective
Process modeling
Process analysis
Process design
Process implementation
Process perfomance management
Process performacen transformation
BPM technologies
2.BPM
Management discipline that integrates the strategy and goals of an organization with the expectations and needs of customers by focusing on end‐to‐end processes.
Comprises strategies, goals, culture, organizational structures, roles, policies methodologies, and IT tools to (a) analyze, design, implement, control, and continuously improve end‐to‐end processes, and (b) to establish process governance.
BPM Overview
Business Process Improvement (BPI)
Singular initiative or project to improve a particular process in order to improve the aligment and performance with the organizational strategy and customers expectations
Selection, analysis, design and implementation
Applied methods:
Lifecycle BPM methodology, Six Sigma, Lean management, TQM, Business reingineering, Perfomance improvement, Activiy based costing
Enterprise Process Management (EPM)
Application of BPM principles, methods and processes to an enterprise
Assure the aligment of the portfolio and architectures of end to end processes with the organization strategy. Provides a governance model for the management and evaluation of BPM initiatives
Degree of progress can be assessed as Process Management Maturity Level
Business Process Continous Refinement
Make specific processes more efficient and effective by responsive feedback control system