The increasing transparency and accountability of all organizations, including publicservice and government, together with the modern complexity, penetration andimportance of ITC (information and communications technology), for even very smallorganization's nowadays, has tended to heighten demand for process improvementeverywhere. This means that Business Process Modelling is arguably more widelyrelevant than say Time and Motion Study or Total Quality Management (to name twoearlier 'efficiency methodologies') were in times gone by.
Business Process Modelling is a method for improving organizational efficiency and quality.Put simply Business Process Modelling aims to improve business performance by optimizingthe efficiency of connecting activities in the provision of a product or service.Business Process Modelling techniques are concerned with 'mapping' and 'workflow' to enableunderstanding, analysis and positive change. Diagrams – essentially 'flow diagrams' – are acentral feature of the methodology.
While Business Process Modelling relates to many aspects of management (business,organization, profit, change, projects, etc.) its detailed technical nature and process-emphasislink it closely with quality management and the analytical approaches and responsibilities arisingin the improvement of quality.
Business Process Modelling is a quality management tool, like for example Six Sigma, and isuseful especially in change management.SWOT Analysis, Balanced Scorecard and Project Management methods provide furtherexamples of change management tools, and Business Process Modelling can be regarded asworking alongside these methods.A Business Process Model (BPM) is commonly a diagram representing a sequence of activities.It typically shows events, actions and links or connection points, in the sequence from end toend.
Sequence is significant and essential to most aspects of business process modelling, but there are exceptions to this especially at the higher level of organizational operations (see the noteabout sequence).
Typically, but not necessarily, a Business Process Model includes both IT processes and people processes. Business Process Modelling by implication focuses on processes, actions and activities, etc. Resources feature within BPM in terms of how they are processed. People (teams,departments, etc) feature in BPM in terms of what they do, to what, and usually when and for what reasons, especially when different possibilities or options exist, as in a flow diagram.Business Process Modelling is cross-functional, usually combining the work and documentation of more than one department in the organization.
The aim of modelling is to illustrate a complete process, enabling managers, consultants and staff to improve the flow and streamline the process.
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