A Management Process That Administrates Workflow Taking into Consideration Three Key Areas: Customers, Suppliers, and the Connectivity between the Functional Roles.

DUBLIN, Ireland -- Research and Markets (http://www.researchandmarkets.com/reports/c26766 ) has announced the addition of Business Process Management to their offering.

All work is a process--a series of interrelated activities that convert inputs into outcomes (results)--and those processes must be managed. Business process management (BPM) is a management approach that governs work (and flow) in an organization and considers suppliers, the connectivity among the organization's functional roles, and customers. BPM enables organizations to become process-focused, understanding and managing their inner workings from a horizontal, process viewpoint, rather than a vertical, functional viewpoint; this more comprehensive view yields greater operational efficiency, control, and customer satisfaction. This report examines how organizations use BPM to better understand and improve their work, design and implement a successful BPM initiative, and translate BPM into high-impact business outcomes.

In addition to qualitative and quantitative data concerning key findings, this report has in-depth case studies of best practices at: Air Products and Chemicals Inc., Coors Brewing Co., Deere & Co., Northrop Grumman Space Technology, and Operations Management International Inc.

Topics Covered

Sponsor and Partner Organizations

A listing of the sponsor organizations in this study, as well as the best-practice ("partner") organizations that were benchmarked for their business process management activities.

Executive Summary

A bird's-eye view of the study, presenting the study focus, the methodology used throughout the course of the study, key findings, and a profile of participants. The findings are explored in detail in the following sections.

Study Findings

An in-depth look at the fi ndings of this study. The findings are supported by quantitative data and qualitative examples of practices employed by the partner organizations.

Partner Organization Case Studies

Background information on the partner organizations, as well as their innovative practices in project management.

Index

Summary

All work is a process. At one time, a process existed within the four walls of an organization. Now modern organizations must manage an ecosystem with no boundaries, one that is consistently buffeted by globalization, faster cycle time requirements, multiple relationships, unknown competitors, and complexity at every turn. Business process management becomes the art of the disciplined, where decisions are made at the front line, closer to the customer. Best-practice leaders realize they must empower staff to make decisions, guided throughout by process.

The amount of variability that arises when processes move from flowcharts into action is high. Workers are continually redesigning and improving core processes, as well as subcontracting processes that are not core to their businesses, yet these processes still must be managed.

Business process management (BPM) is a broad set of management approaches that encompass process redesign and innovation, process sourcing, and process improvement. BPM continues to evolve in terms of the best practices associated with each approach and the results that are accruing for process-focused organizations. A process focus is the triple play in modern management, yielding greater operational

efficiency, control, and customer satisfaction.

To focus on processes, workers need to leverage the best directions and practices to create a competitive advantage. This report provides validated, in-depth primary research focused on managing by processes and associated best practices. Teraquest advisers BPTrends and Babson Process Management Research Center set out to closely examine BPM best practices that are proven, adaptable, and actionable.

Some of the questions driving this consortium study follow.

--What are the benefits of managing by process? Are those benefits significant?

--What types of strategies, approaches, and structures are required for successful business process management?

--Does business process management have a long-term impact on the organizational culture, customers, and leadership?

--Does it lead to improved productivity across an enterprise?

--Is there a significant impact on cross-functional decision making?

--Is there a standard way to define business process management?

The project team and the study sponsors selected five organizations

to study based on their experience in business process management. The study partners were selected because each organization could articulate a formal strategy for designing a framework, dedicating resources, implementing an initiative, and demonstrating the effectiveness of BPM. Eighty percent of the partners' BPM initiatives impacted the entire organization. Based on the research, the project team concluded that an enterprise approach allowed for economies of scale and produced larger gains from process improvements leveraged across an organization.

Companies Mentioned

Air Products and Chemicals Inc.

Coors Brewing Co.

Deere & Co.

Northrop Grumman Space Technology

Operations Management International Inc.

For more information visit http://www.researchandmarkets.com/reports/c26766