Value-driven BPM applies the notion of “open BPM,” which is the consequent use of business and technology standards around the process life cycle, resulting in an infrastructure that provides optimal process agility at the lowest cost level. This enables an effective implementation and roll-out of new business processes. This is an important success factor for innovation initiatives. The use of standards to support business process management allows business process changes with lowest effort because the information about the change can be seamlessly transferred through all phases of the process life cycle, from design, implementation, and execution, to control of the new processes.
The philosophy of open BPM must be applied to the entire process of BPM. This includes technology standards for the underlying software tools, but also business standards, such as enterprise architecture frameworks, modelling methods, governance processes or prioritization approaches. Business standards enable the people-based integration of the different process management activities along the process life cycle. Technology standards facilitate seamless integration of the supporting software.
Business standards that can be applied to guide the process design include architecture standards like the SCOR framework developed by the Supply Chain Council, the ARIS Architecture developed by Scheer, or the Zachman Framework [11, 12]. Processes can be described using modelling standards, such as event-driven process chains (EPC)  or the business process modelling notation (BPMN) .
The flexible execution of processes in an open environment is best supported by a “service-oriented software architecture” (SOA) and the technical standards available in this context [14, 15]. The related technology standards support the agility necessary to enable rapid prototyping and process innovation. New digital standards, like the use of Robotic Process Automation (RPA) , continue to increase agility and cost effectiveness necessary for successful innovation.
People enablement plays a central role in the roll out of new innovative processes. The main activities of people change management are information, communication, and training. These activities can be supported by the same process models, provided that a consistent process-modelling standard is used. Such formal process-modelling methods can be transferred automatically into process descriptions that are easy-to-understand and easy-to-use, even for employees less familiar with process management methods and tools. Change management encompasses the people side of process implementation and execution. Agility in the technical execution of processes requires equal agility from the people working directly or indirectly with those processes and supporting technologies.
Process-monitoring and control systems can be linked to the process execution systems through standardised adapters to monitor and measure the business processes . Information, such as cycle times or execution frequency, is monitored. Thus, it becomes easier to provide real-time information about potential process issues so that appropriate actions can be taken. This again is very important for rapid prototyping during the innovation process. To measure the appropriate processes or sub processes, such controlling systems are configured on the basis of the aforementioned process models. They allow the “measurement” of the success of a process innovation and provide the information necessary for “smart” decisions to improve the innovative prototype of a process.
The consequent use of standards within open BPM also supports the management of processes across organizations, resulting in the efficient and targeted collaboration of enterprises . Therefore, collaboration innovation is also enabled through this approach. This can, for example, lead to a new more flexible supply chain process or collaborative research and development. Interactive web-based applications, as offered by the “Web 2.0”  movement, can be used as standards for business processes management and support a collaboration environment within and across the organization effectively.
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GeneralStrategy Execution in a Digital World: The Discipline of BPMProcess Modelling IntroductionValue-driven Repository ManagementRapid Process ImprovementAchieving Compliance with DMNBuilding an Organisation for Value-driven BPMPerformance & KPI ManagementTarget Value, Create Your Process AgendaImplementing a Successful Automation (RPA) PractiseValue-driven System ImplementationIntegrated Customer Journey PlanningSystem Design & Requirements GatheringProcess SimulationTargeted Innovation to Maximise PerformanceEnabling Process Standardisation & HarmonisationThe Process of Process ManagementValue-switch to DigitalisationControlling your Systems with Application ArchitectureLean Six Sigma in a BPM ContextProcess Mining: Delivering ImprovementProcess Mining Advanced Technical Training
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