Business Process Management (BPM) is a term that refers to the management of business processes. BPM has two distinct aspects: BPM as a management discipline and BPM as a software engineering discipline. BPM companies have been attempting to separate those two different features for a long time. That route resulted in more perplexity than anything else. Every strategic senior manager is responsible for BPM as a management discipline. It is to guarantee that the organization’s essential business operations run smoothly. This entails comprehending the organization’s values and how they are delivered. This entails examining, recording, and improving how people and systems interact. Working with models and diagrams is beneficial as part of that task. BPMN diagrams depict the stages that must be completed in order to achieve a certain objective. It’s worth noting that these models are intended for a one-on-one conversation. They can be underspecified, which implies they can include useful high-level information without obtrusive specifics. Abstract business processes are a term for such underspecified process models.
BPM consists of multiple steps. Some BPM experts list five steps (designing, modeling, executing, monitoring, optimization), while other experts list six or more steps and/or use different names for these steps (i.e., analyze, model, implement, monitor, manage, automate).
Despite the variances in the number and names of the steps, the components of the BPM lifecycle generally include:
- Design the business process as it should ideally exist and analyze the process as it currently exists and what is needed to improve it;
- Model, or consider, how the business process operates in different scenarios;
- Implement, or execute, improvement solutions, including standardization and process automation;
- Monitor improvements; and
- Continue to optimize the business process.