IBPM

Business Process Management

People understand that processes are activities performed by a particular department. This is wrong; processes are not confined to the walls that divide the rooms of a company, rather they permeate through various departments. We call this the ‘end-to-end’ That is, an end-to-end process considers the mainstreaming of different areas and different positions of managers of an organizational structure.

The larger the cross-cutting, the more likely a case is end-to-end. This range allows the concept of end-to-end process to be characterized by any process that has the direct or indirect impact on the organization, be it actual or potential, frequent or seasonal to any interested party.

Companies design their processes through interviews with the heads of each department, who disclose all activities under their responsibility and their subordinates. After drawing all streams, it is necessary to unify the flow of each department. With the unified flow, now we can talk about processes because until then, the designed flows were just mere activities of departments.

Process management: who is responsible for each process

Now that we know the organization’s processes, what do we do with them? To be able to have process management it is necessary to define who is responsible for each of them, also known as the process owner. The Manager is responsible for process improvement, has the accountability to ensure the effectiveness of the process and values the need to protect processes. In general, process owners manage how the work will be done, but not necessarily the people who carry out the work.

A project mapping process aims to ‘Topple’ the Organizations Management, allowing it to be process-oriented (horizontal), and not vertical. It’s very common to find that companies are increasingly mapping their processes and then not knowing what to do with them. In fact, these companies fall into a management category still functioning with their background processes.

To change the management of a company to functional horizontal is not a simple task nor quick. To do this ‘toppling’ we need, in addition to the process owners, to define key performance indicators (KPIs) to monitor the performance of each process.

Usually, about 40% of the information necessary for monitoring KPI’s are not in the company, having it would enable an organization to create new controls, customize systems and even create new processes.

Another essential point for real Business Process Management is the adoption of work procedures based on the activities represented in the Company’s processes, standardizing the ‘How To, helping people assimilate to new complex tasks quickly and effectively.

At this point, I believe we have moved to Procedural Management with a functional background. To achieve management with horizontal processes, we must assign appropriate responsibilities to process owners and create committee processes.

Features

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Business Process Automation
Business process automation (BPA) is a key component of an iBPMS. BPA helps organizations to automate repetitive tasks or processes where manual effort can be eliminated and offers a wide range of benefits. Organizations experience a significant boost in productivity and cost reduction. Business processes become more transparent. Stakeholders can identify errors and performance issues in real-time, allowing them to take preventative and corrective action. Most importantly, BPA serves as a stepping-stone to larger scale digital transformation. While the pandemic has accelerated the rate of digital transformation, many organizations lack digital initiatives. According to a McKinsey report, some 45% of paid activities can be automated using existing technology resulting in savings of $2 trillion in annual wages.subprocess management.
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Predictive Analytics
One of the biggest advantages of an iBPMS is stakeholders’ ability to make more informed decisions about business processes. With traditional business process management solutions, data on a given process is manually gathered, integrated, and evaluated. Not only is this costly and time-consuming, but errors in collection and analysis can lead to misinformed decisions. With an intelligent business process management suite, data is automatically gathered and can be analyzed in real-time. Features like business activity monitoring (BAM) give organizations the ability to set Service Level Agreement (SLA) alerts that notify users without having to wait for reports
Enhanced Collaboration
Digital transformation is about more than modernization. It is about working differently. An iBPM solution offers an integrated set of tools that facilitates collaboration throughout a process. For example, enhanced support features for human collaboration like social media integration, mobile-enabled tasks, real-time chat, and real-time decision management. With an intelligent business process management suite, organizations can streamline traditionally inefficient communication channels like those used for manual approval processes. In addition to saving time and money, these collaboration features encourage wider adoption across organizational departments. Moreover, with the use of cloud-based technologies, the software is available to more people in more places.
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API Integration
PModern organizations rely on a variety of powerful applications and third-party platforms to deliver their products and services. Disparate systems lead to data silos and inefficiencies. iBPM offers API-driven architecture allowing organizations to integrate their solutions. With API integration, data is automatically passed from one system to another, helping to solve swivel chair integration issues. Moreover, stakeholders can view data from different systems in one place, allowing them to draw meaningful conclusions and make informed decisions.