The BPM-Discipline is implemented, just as any other management discipline: through the appropriate business processes. We refer to those processes realizing the BPM-Discipline as the “process of process management” (PoPM) (Franz, Kirchmer, 2012). This PoPM consists of project-related sub-processes, focused on improving the organization and realizing the targeted value, and asset-related processes, enabling efficient and effective improvements. In both groups we can distinguish planning and realization related sub-processes. A definition of the PoPM is described in the BPM-D Process Framework, represented in figure 5.

Figure 5: The BPM-D Process Framework

To support the implementation and continuous improvement of this PoPM we have described this business process from all relevant views (Scheer, 1998): organization, functions, data, deliverables and control view (Kirchmer, 2015). In over 40 business transformation and improvement initiatives we have proven that this PoPM definition delivers significant value – adjusted and applied in the specific business context of an organization (Kirchmer, 2016).

The PoPM helps to focus on what really matters, improves or transforms processes in the specific context of a company and sustains those improvements.

The high importance of the BPM-Discipline for strategy execution and digitalization requires and justifies an even more accelerated improvement of the PoPM and its application to specific organizations. This can be achieved by digitalizing the PoPM itself. This is illustrated in figure 6.

Especially the “focus” and “sustain” effects of the PoPM are often underestimated and underdeveloped in traditional companies so that the BPM-Discipline helps here to move existing practices to the next level of performance. It becomes the key means that helps the “Chief Process Officer” (Kirchmer, Franz, 2014a) guide his/her journey of ongoing strategy execution and digitalization.

Figure 6: Digitalization of the Process of Process Management



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