Business process management (BPM) is a systematic approach to making an organization’s workflow more effective, more efficient and capable of adapting to an ever-changing environment. A business process is an activity or set of actions that will achieve a specific organizational goal.
The goal of business process management (BPM) is to reduce human error and miscommunication and enables the stakeholders to focus on the requirements in the performance of their responsibilities. BPM is a subset of infrastructure direction, an administrative area concerned with maintaining and optimizing the equipment and core operations of an organization.
Process Mapping is also referred to as Process Charting or Flow Charting. It is one of the earliest, easiest and many useful techniques for streamlining work. It requires experienced facilitators for best results and is also subtle management tool. A few of the benefits of Process Flow Charting (Mapping) are:
* Highlights on waste management
* Streamlined work procedures
* Profound comprehension on process mapping
* Consensus-building measures
A process map visually depicts the sequence of events in producing an outcome or in constructing a product. It may contain additional information such as cycle time, inventory, and gear information.
A “Quality Assurance Process” and “Quality Control Process” are subsequently undertaken, to quantify and report the genuine quality of deliverables. As part of the Quality Management Process, any quality problems are identified and solved promptly.
You should execute a Quality Management Process any time you want to enhance the quality of your work. A highly effective quality management and quality assurance process will be advantageous, if you are creating deliverables included in a job or operational team. By implementing this Quality Management Process, you are able to ensure that the outputs of your team match with the expectations.
Re-engineering of business processes is said to be re-inventing a business organization from top to bottom in all its business operations. It involves extreme rethinking process as well as re-designing of its core competencies. Operational improvements should cover three important aspects such as cost, quality, and turnaround time in business operations. Re-thinking of the organizational structure of the business establishment makes it necessary to implement leaner and simplified process flow in order to generate significant cost-savings through better utilization of production-related resources. Re-designing of business processes involves three phases of operations such as review-update-assess of process flow, laying down the basic lay-out of the fundamentals of operations, then testing and implementation of re-engineered process flow towards operational improvements, extending them to information technology executions.
Everything you do in your business is a process. From customer service to sales and marketing. Being successful in business is all about optimizing these processes as much as possible.
Optimization is such an important area of business, but this critical area is often overlooked by business owners and CEOs amidst cries of “I’m too busy!” or “I don’t have the time right now—I’ll get to it eventually…”
AppCampus, a unique pre-seed funding program that was announced on March 26th and created by Microsoft, Nokia and Aalto University, today opens its gates for grant applications. The program is open for both teams and individuals from any field of expertise. AppCampus is a global program from the very start: it will fund projects based on merit, irrespective of their geographical location. The program is looking to fund unique, innovative and high impact mobile applications that utilize Windows Phone and Nokia platforms. To enable these fresh ideas to materialize, Microsoft and Nokia will invest up to €18 million over the next three years into the AppCampus program.
Every accounting services company offers unique professional services. Whether a business organization operates based on its current document management capabilities or choosing a different approach on document managements such as utilizing added services to handle such tasks is not any more the exception rather it is the norm. Inter-operability is the term used to describe different functions collectively joined together to operate as one functional unit.
The extent to which these products and upgraded services inter-operates has a great impact on workflows and efficiency that generates a great deal of interest among business firms. CCH and Thomson are an example of an accounting services company using upgraded products along with its current tax computer software. In addition, these companies continue to implement different capabilities such as applications for file management, time management, billings and payroll services.
The transition from operating with just one exclusive merchandise to multiple merchandise operations is a subject that could produce much interest among industry insiders. Doug Sleeter speaks about the significance of the business transition as companies are adding new business applications based on selecting the best alternative to generate improvements on functionalities and procedural matters, and about how business advisers should have commanding mastery over how these systems connect to each other on different application platforms.
Mike Sabbatis, a thirty-year old doctor and accounting technology veteran heads a delegation on a 2013 white paper round-table discussion on the issue of inter-operability. Mr. Sabbatis is joined by Randy Johnston, who discusses the advantages of joining systems together, facilitating the transition of essential information to any accounting services firm under its applications network. Gail Perry (CPA, CITP, CGMA) talks about effective document management systems and his views are supported by Darren Root (CPA), who categorically affirms how essential inter-operability is when companies employ upgraded alternatives, and the operational bond that binds all other computer software systems together.
This transition towards upgrading alternatives is intensified by accountants’ desires to make it more effective in terms of collection of powerful alternatives for their unique work environment. Inter-operability, in effect, is about providing deep functionality and procedural integration across a wide-ranging network of products, customized solutions, and system improvements.
Consider the effectiveness of upgraded alternatives on inter-operability to make sure that business organization are making the most cost-effective choices.
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A company with multiple operating departments should optimize and automate a number of business processes in order to maintain its competitive edge as well as improve productivity/efficiency in its business operations.
Business Process Defined
A business process is a series of detailed measurable activities performed by individuals under an established operational system designed to attain a predetermined outcome.
The procedures have these important characteristics:
The procedures have internal and external users.
They occur across or between the organization’s departments vis-a-vis different organizations.
They may be based on how work is performed in the business.
The business processes have three key components -Entity, Things, and Tasks.
Entity refers to how the procedure is followed.
Things refer to the fact that procedures are designed in response to how actual or informational items are managed.
Tasks refer to completed work or outcomes to deal with the things or the procedural workflow.
The following are types of business processes:
a) Mortgage Process
b) Credit Verification
c) Product Development
d) Business Trip Preparations
e) New Accounts Process
f) Quotations
g) Product Shipments
Companies are working to improve their business processes using the latest computer technological applications and workflow software. In light of this development, across-the-board execution of business-process management should be established.
Automating business process management comprises of a series of steps:
The first step is enterprise resource planning. It involves the review of areas where automation has already been installed. Operating areas such as logistics, accounting, procurement and manufacturing should be looked into under the automation project. If these areas are already automated, then we go to the next step.
The second step in the automation process is in the area of marketing or customer relationship management and revenue-generation process. The third step is in the area of supplier relationship administration or the procurement process.
Business organizations are adopting BPM in these areas where it might make a difference. Majority of these procedures involve internal departments of the organization while a few of them are the results of real-time interactions between the business organization and its external partners such as its service providers, customer base and other investors.
Interest in business process management software (BPM) is expanding rapidly, as shown by a study from Forrester Study in which one third of organizations surveyed by the business are using or piloting BPM, a dramatic increase compared with mid-2002, when just 11% were attempting BPM.
Business Process Management (BPM) automates and streamlines the business processes which are vital for the organization in order to improve business efficiency. From the business process of hiring an individual to processing a purchase order, BPM aids the restructuring,controlling and handling of workflows involving employees and functional systems in order to produce a much better operating procedure for each business area.
In order for business process management (BPM) to become an effective tool, attention should be given on the outcomes of the actual business process and the designed workflows . It is capable of mapping out the interactions among the procedural workflows under which entities, things, tasks operate. Company rules utilized in the business process also should be defined. As a result of automating a business process, one could easily streamline procedures and thus control its impact on the various business processes.