Business Process Management
Palmira provides an in-depth assessment of your existing business processes, and identifies gaps and improvement measures to increase efficiency and maximise output. We analyse the connections between Man, Method and Machine, so that your organisation can excel in its daily and long term tasks.
“Business process management (BPM) is a discipline that uses various methods to discover, model, analyze, measure, improve and optimize business processes. A business process coordinates the behavior of people, systems, information, and things to produce business outcomes in support of a business strategy. Processes can be structured and repeatable, or unstructured and variable. Though not required, technologies are often used with BPM. BPM is key to align IT/OT investments to business strategy.”
BPM is a way of looking at and then controlling the processes that are present in an organisation. It is an effective methodology to use in times of crisis to make certain that the processes are efficient and effective, as this will result in a better and more cost-efficient organisation.
The term business process management covers how we study, identify, change, and monitor business processes to ensure they run smoothly and can be improved over time. Often framed in terms of the daily flow of work – and yes, “workflow” generally does fit under the process improvement umbrella – it is an important piece of the access and use puzzle since no or poor process really degrades your ability to get at and leverage information.
ARIS BPM Proocess reengineering
BPM is best thought of as a business practice, encompassing techniques, and structured methods. It is not a technology, though there are technologies on the market that carry the descriptor because of what they enable: namely, identifying and modifying existing processes, so they align with a desired, presumably improved, future state of affairs. It is about formalising and institutionalising better ways for work to get done.
Successfully employing BPM usually involves the following:
- Organising around outcomes, not tasks, to ensure the proper focus is maintained
- Correcting and improving processes before (potentially) automating them; otherwise all you’ve done is make the mess run faster
- Establishing processes and assigning ownership lest the work and improvements simply drift away – and they will, as human nature takes over and the momentum peters out
- Standardising processes across the enterprise so they can be more readily understood and managed, errors reduced, and risks mitigated
- Enabling continuous change so the improvements can be extended and propagated over time
- Improving existing processes, rather than building radically new or “perfect” ones, because that can take so long as to erode or negate any gains achieved
Monitor process aris
BPM should not be a one-time exercise. It should involve a continuous evaluation of the processes and include taking actions to improve the total flow of processes. This all leads to a continuous cycle of evaluating and improving the organisation. The steps that can be recognized in BPM are:
- Re-design and model
Getting information to where it needs to go when it needs to go there is only part of the solution – much of the rest involves first requesting the insights you need and then having those insights communicated to you in an immediately usable format. This is what reporting and querying software are all about.
Success depends in large measure on how well you label the data in your repositories so it can be identified and included when an appropriate query comes along. A major boost toward accomplishing this goal exists in the form of the Common Warehouse Metamodel (CWM), a complete specification of syntax and semantics that data warehousing and business intelligence tools can leverage to successfully interchange shared metadata.
Released and owned by the Object Management Group (OMG), the CWM specifies interfaces that can be used to enable the interchange of warehouse and business intelligence metadata between warehouse tools, warehouse platforms, and warehouse metadata repositories in distributed heterogeneous environments. It is based on three standards:
- UML – Unified Modelling Language, an Object Management Group (OMG) modelling standard
- MOF – Meta Object Facility, an OMG metamodeling, and metadata repository standard
- XMI – XML Metadata Interchange, an OMG metadata interchange standard
CWM models further enable users to trace the lineage of data by providing objects that describe where the data came from and when and how it was created. Instances of the metamodel are exchanged via XML Metadata Interchange (XMI) documents.
The simplest of these is cleverly known as routing or simple workflow. It moves content – very often in the form of conventional documents – from one place or person to another, and when task A is complete, it allows for task B to begin. Routing tends to be ad-hoc, without any automated rules processing, and with little or no integration between the process management and the affected applications. Instead, it is pretty much person-to-person.
Workflow is more than just simply moving things from A to B to C to D because it allows tasks to be carried out in parallel, saving time and increasing productivity. Able to manage multiple processes taking place at the same time, it accommodates exceptions and conditions by applying user-defined rules.
BPM itself is perhaps the “ultra” process improvement technique because it explicitly addresses the complexity of inter-application and cross-repository processes and incorporates data-driven, as well as content-driven processes – all on an ongoing basis.
Usually driven by business rules, it involves a lot of operational analysis and flowcharting, and the more sophisticated offerings in the space include not only process designers but also simulation tools so processes can be run virtually to identify bottlenecks or other issues related to either people or underlying infrastructure.
Palmira keeps a simple business process methodology. We apply APQC. We begin by identifying Core, Support and Management Processes, followed by defining the value chain. The third level consists of naming processes for the ease of navigation, and in the fourth level, we document the process workflow, capturing events and activities in the process. We link each activity to all related organisational contexts including: Services, Roles, Forms, Risk, etc…. The implementation promotes agility and responsiveness of the organisation, empowering governing and procedures related to the ecosystem.
Additionally, all our projects go through the 3M (Man, Method, Machine) practice:
man method machine palmira method
- Man: Knowledge transfer to empower human capital to run the solution with the right methodology.
- Method: Designing the procedures according to global standards.
- Machine: Installing and configuring the solution according to the applied method.
Process management is necessary for organisational improvement. Palmira implements ARIS to allow enterprises to maximise the return of investment in modelling efforts by helping to create defined process architecture and design processes according to a consistent hierarchy.
Uncover your inefficiencies and reveal a brand-new strength for your organisation.
Palmira’s team of experts deliver a full cycle of BPM:
- Business Process Analysis (BPA): BPA provides companies with a clear understanding of how processes are functioning and how they can be improved. Palmira practices a variety of Business Process Analysis.
- Documentation: Grants intensive capturing sessions to assure clarity in business process documentation and applies quality and standards by following latest accredited standards.
- Gap analysis: Experts in analysing the process to identify inefficiencies and point out critical gaps and deficiencies.
- Business Process Improvement (BPI): This is key to keeping your project productive and aligned with the overall organisational strategy of your business. Improving the enterprise processes by tackling processes inefficiencies and deficiencies.
- Process Performance Management (PPM): Improve the transparency of your enterprise and make better decisions based on powerful visualisations of reliable process mining and data analytics.
ARIS Process Minning (PPM) enables you to discover, measure and analyse your processes to continuously improve them. Measure and map your processes as they really are and compare them to your planned processes—down to the expected KPIs.
ARIS PPM enables you to:
- Automatically discover end-to-end processes and compare them with designed to-be processes for in-depth analysis.
- Listing patterns for process optimization.
- Benchmark process KPIs of as-is and to-be processes to identify best practices.
- Optimise team and collaboration structures via interaction analyses.
- Easily analyse variations in standard processes.
Business Process Management Key Benefits:
Increase process agility
Flexible operational processes and supporting IT assets assure agile reactions to changing industry and regulatory conditions and operational model changes.
Reduce implementation times
Reduce the time taken to design and implement new processes by re-using existing best-practice processes.
Increase process efficiency
Improve the performance of your processes by analysing and simulating them to remove bottlenecks, identify and remove waste and duplication, make best use of resources and look for opportunities for automation.
Improve process quality and IT through better definition of processes, avoidance of system breaks and better communication among employees
Customer journey map
Today there are just three types of companies: Those that actually operate a digital business, those that are transforming into a digital business and finally those that might never become a digital business and fail as a consequence. So, it’s not a question if your business should become digital. It really must be to survive or it just might disappear.
Palmira used Software AG’s ARIS Platform enables enterprises to document, monitor, manage and analyse their processes.