The Insider's Guide to Next-Generation BPM
By Geetali Raj, TATA Consultancy Services , 01/20/2010
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Approach to BPM
BPM initiatives in an enterprise don't necessarily start of as an identified
BPM fitment. The challenges and problem statements range from need to perform
better in a competitive market place to being agile to changes in compliances
or regulatory requirements.
Here we look at the BPM advent into an enterprise from two perspectives; by
business case and by temporal aspect of goals.
By business case we can broadly categorize BPM fitment as
- Driven by Knowledge management
- Driven by Visibility requirements
- Driven by Agile Change management
Knowledge Management Initiatives
Knowledge management may not be the term used but is often the primary goal
of many initiatives. This includes capturing knowledge, information, assets
present in the enterprise in terms of Subject Matter Experts, hard media, data
repositories even logs. Knowledge management also translates to being able to
store this knowledge in a format which is easily accessible per company standards
as well as discernible to knowledge user (human or system) in secure manner
authorization matrix. Version management and access control thus form key features
which are ready available in BPM enablers. Making BPM paradigm a ready fit for
such initiatives. These initiatives also give way to more strategic planning
such as knowledge transfer typically during mergers and acquisitions, Enterprise
Architecture, Single unified view of enterprise, Requirements gathering and
rationalization, alignment to Audit or regulatory requirements, Industry standards
such as lean six sigma and frameworks.
Visibility requirements
Visibility drives the organization toward BPM in two ways. One; visibility for
internal stakeholders in the main line business and initiatives that support
business and two visibility for parties external to organization but having
stake in the organization in terms of investors, regulators, government bodies,
analysts, partners.
Visibility is provided by BPM approach through ability to track, perceive, present
and process events and information being broadcasted by the business processes
and applications. Processes form the controlling layer for underlying systems,
applications and other actors hence provide one of the best sources for business
events. Not only processes but a well architected BPM will have ability to track,
trace and present the 'interesting' or context specific events. This ability
supports the visibility challenge faced by most enterprises which want to stay
ahead of trends and optimize company processes and performance and thrive with
governance. Organizations use this ability to track business opportunities say
in a customer service system as well as trace exceptions and mitigate risks.
Visibility thus enables tracking performance as well as a foundation for benefit
analysis and ROI calculation.
To some even more than internal process harmonization, is the challenge of meeting
increasing demand from external bodies to comply with industry standards and
business protocols. The ability for these external parties to have insight into
exposed aspects of the business in the form of reports, audit statements, history,
progress is a value add for the enterprise as well as eco system of partners,
vendors, regulators.
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