As a management concept, business process management (BPM) is a new idea that has only been given attention in the 1990s. Thus, there is no set of definitive ideas defining BPM yet. However, looking at the literatures addressing BPM, as well as the BPM practices of various organisations, some principles and practices can be drawn. In his book, “Business Process Management Systems,” author James F. Chang defines the following principles for BPM:
Principles & Practices
a. Business processes are assets – this means that the overall activities associated with delivering products or services to customers are assets. These sets of activities include all the key players and key tasks necessary in product/service delivery, not just the functions of individuals.
b. Process management and continuous improvement – this suggests that in order for an organisation’s core processes to be continuously relevant and effective, they must be improved continuously. This also implies that existing business processes must be measured, monitored, controlled, and analysed in order to deliver value to customers.
c. Implementation of information technology (IT) – adoption of IT solutions in the management of business processes is suggested in order to establish a building block, simulate processes, and create effective control over people, data, and enterprise applications.
One of the biggest issues involving business process management (BPM) revolves around its implementation. Due to lack of clear understanding what this management approach means, many business decision makers are having a second thought in implementing it. With this attitude, how can you take the first step in BPM adaptation? How can [...]
At some point in the business operation, there might come a time when you need to increase your sales force. Doing so will result in positive things for your company, as you will be able to cover more territory and thus carry out more transactions of products and services. Here then are some tips you [...]
