BPM or Business Process Management is developed in an adaptive management approach to facilitate and systematize the processes of the organization committed to the client.

BPM is a set of good practices that allows the organization to design, model, analyze, improve, automate and control its business processes. Processes that are focused on client satisfaction, clients that may be internal, internal areas, and employees; or external, suppliers, clients, and allies., achieving results that are aligned with the organization’s strategy.

BPM contains 5 stages, and each of these stages allows us to identify activities that generate or do not value, the business, the client, or the process. Each of them has key aspects to complete successfully.

BPM Stages

1 Discovery of the process

At this stage, the BPM methodology aims to identify the process, and know its execution, tools used, times, activities, and participants. We begin to discover the AS-IS of the process to understand the operation and its objective of it.

2 Process Analysis

This is one of my favorite stages. This stage in my opinion is our litmus test, this is where we face one of the greatest challenges that people who love process transformation have, this is where we begin to identify the value of the process and its activities, we identify the activities that generate value to the business, the client and the process and those that do not generate value, we leave them identified to remove them from this process, of course, without losing sight of change management. We cannot eliminate activities or formats of the processes, without informing the team beforehand, or without first communicating the benefits of creating digital processes, scalable processes, and processes that have the least interaction with human resources. Remove the taboo about executors of the process that they will become unemployed, but on the contrary, that the time it took them to complete an activity that does not generate value could be used to analyze the behavior of the process and get involved in data mining. Identify weaknesses and opportunities for process improvement.

3 Process redesign

At this stage, what the methodology seeks is to start involving technological resources and tools to create scalable processes that can be transformed from their simplest activity, processes that can be executed automatically and that allow us to monitor the logs of each one of its activities, to make decisions based on its behavior. Redesigning a process implies the support of all the areas involved, of all the actors, checking if it is necessary to think about developments that do not exceed the assigned budget if they have the necessary resources to execute the development, simulate the process, identify in advance if the redesign proposal if it is going to generate value and improve customer satisfaction, internal or external customer. Let’s not forget that BPM has that approach: Customer satisfaction, delivering quality products or services with opportunity.

4.  Process Implementation

It’s important to mention that all process management must be detected by senior management, they are the ones who give the direction of what they expect as a business, the ones who set the budget. Without senior management accompanied by a good strategy, it has not been possible the implementation of process management in organizations.

Once we have the re-designed of the process, it is time to act, as we know it in the famous PDCA cycle, and this is where the monitoring and follow-up to the stabilization of the process, although it could be in charge of the main actor, it is our responsibility to ensure that we deliver stabilized and executable processes, processes that meet 97% of the acceptance criteria. Remember that before implementing a process, we must know what is expected of this new process in order to analyze its result.

5 Process Monitoring and control

At this stage, we begin to identify improvements, as well as working on issues found during the process execution, which can be generated by audits, non-compliance with indicators, and customer dissatisfaction, among others. This stage allows us to have scalable processes. The monitoring of the process is carried out according to the stored data.

Processes and their digital transformation

In the last 4 years, the processing, storage, and reading of the data stored in the technological tools have been the main actors for the increase in sales, the increase in the consumption of new technological tools, the empowerment of some organizations, and the bankruptcy of others. We are in a competitive environment where we fear digital, connected, and informed customers, new technologies, RPAS, and BPMS, among others. New business models, digital, customer-focused, and taking advantage of the value of data.

Digital transformation is a strategic plan that entails a cultural change; requires rethinking business models, transforming processes with the use of new technologies, focusing on the client, delivering quality products with opportunity, and making decisions based on data, to improve the customer experience and achieve exponential growth.

The digital transformation of processes does not only need technology, it requires a change of culture and a strategic direction that is oriented to achieve the growth of the organization, focused on meeting the quality and opportunity standards of our clients, digital clients.

Bibliographic references

https://albatian.com/es/blog/bpm-es-clave-para-conseguir-la-transformacion-digital/