Our framework

By understanding the importance and achievements of managing business processes in practice, the desire and consequently the demand for guidance, guidelines, and a roadmap to guide organizations in this direction to have an integrated and unified set increases. The concept of business process management methodology is explicitly presented to address this issue.

Although this framework reviewed and evaluated through interaction with a large group of managers and consultants with experience working in this field, it is based on the experience we have encountered from a large number of business process management projects over the past 12 years, from 2007 to the present.

In this page, we offered 6 phases that apply to each organization and company:

1. Process Framing and Identification

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2. Measuring the current situation

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3. Analysis

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4. Implementation

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5. Monitoring and strive

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step 1

Process Framing and Identification

Enterprise engineering focuses on designing processes to enhance the structure and efficiency of business organizations. It employs modeling techniques, particularly business process modeling, to ensure the quality and consistency of enterprise strategies.

In the initial phase, the scope of work is precisely defined. Processes are identified through interviews, and priorities are established through process architecture design. This involves determining the process list, hierarchy, and relationships, often utilizing models like APQC-PCF.

Subsequently, processes are drawn based on priority, with input from experts and study of relevant documents. The BPMN standard is typically employed for process visualization (AS IS extraction and modeling). Throughout, it’s essential to continually refine the process architecture and make necessary adjustments as required.

Measuring the current situation

Despite its popularity, business process management lacks proper theoretical grounding, resulting in challenges in identifying critical success factors for both generic and case-specific BPM programs.

To address this, a team must be assembled to measure selected processes’ performance through the identification of key performance indicators (KPIs).

Additionally, stakeholders and their requirements, along with tools like SIPOC, aid in the process description, identifying necessary resources, limitations, facilitators, and risks.

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Analysis

Having assessed our current situation, our next steps involve:

Conducting gap analysis to determine our distance from the desired condition. This involves using modeling techniques to analyze the gap and assess the organization’s level of maturity, facilitating predictions for improvement. Various maturity models like Eight Omega or CMMI can be utilized for this purpose.

Identifying process complications and problems, which may include issues related to time, cost, quality, or flexibility. Root cause analysis (RCA), value-added analysis, experimentation, Lean, Six Sigma, among others, can be employed for this analysis.

Following this assessment, we will proceed with designing solutions tailored to address the identified gaps and complications. These strategies may involve removing, adding, or improving activities within processes, including enhancements to tools and execution methods. In the final stage of this phase, we will design the desired situation based on the specified solutions.

Implementation

Implementing BPM is a multifaceted endeavor, encompassing both technical and non-technical considerations. It’s crucial to proceed with care as we transition to running the improved model. This phase presents one of the most challenging tasks in the BPM journey.

Here, we utilize Business Process Management Systems (BPMS) to automate and execute processes within the organization. Among the top tools for implementation is BMMS, renowned for its cutting-edge technology and high BPM compliance. BPMSs streamline the process of generating and executing changes, reducing costs and accelerating implementation compared to traditional methods.

It’s important to note that prior to entering this phase, we meticulously prepare the process implementation document. This comprehensive document contains detailed analyses and IT technical specifications necessary for mechanizing the processes effectively.

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Monitoring and strive

When an internal business process deviates from the norm or fails to meet customer expectations, a negative value gap emerges, reflecting the disparity between service providers’ intentions and service recipients’ expectations.

To maintain competitiveness, firms employ performance management systems to measure, monitor, and analyze their performance. These systems are dynamic and balanced, requiring significant human and financial resources. They support decision-making by collecting, processing, and analyzing information.

Business Process Management (BPM) is a management approach aimed at achieving efficiencies by integrating and enhancing business processes, aligning them with corporate strategies and goals. Companies practicing BPM routinely can consistently enhance their existing processes’ results.

Implemented processes require continuous monitoring, with corrections identified for further improvement and organizational maturity according to the process description. This ongoing monitoring and improvement cycle persists indefinitely.