By Anne-Teresa Patt
Business Process Intelligence means the ability to analyze and associate all influencing factors of business processes and workflows in order to reach operational excellence. Everything begins with modeling: The continuous documentation and improvement of daily processes is a crucial way of ensuring that business models work and that customer requirements are optimally considered. Process diagrams illustrate tasks and responsibilities, give information on the costs and risks of working processes, and on work materials and systems. They are the first step towards an agile organization.
As a result of process documentation, daily operations can be optimized, compliance requirements can be adhered to, and risks within processes reduced. How can you achieve direct added value from the documented processes within your organization? Was does Business Process Intelligence actually mean?
Before an organization decides to implement a BPM software solution, the justifiable question, “What do we get out of this?” will most likely arise. Clearing up responsibilities, presenting the process in a transparent way for everyone and making costs and risks visible to all – these things offer added value to an organization – but what does a process actually achieve when it is initially documented? How can its potential for optimization be analyzed and how can it be redesigned in a more efficient way?
To positively influence daily operations with Process Management, automation is recommended. With automation you can introduce comprehensive performance tracking and make sure that the process is actually working in the way you want it to. If, for example, delivery deadlines aren’t being met, the execution of the task allows for conclusions to be drawn about the causes to the delay. The combination of process documentation and execution helps you to develop your current state processes into the processes you envision them to be. Business Process Intelligence is therefore also the result of a cycle in which documentation and execution mutually influence each other. If mistakes are found in the implementation, these can be quickly adjusted in the documentation in order to arrive at better results. If process diagrams are optimized, the execution will also improve.
The term Business Process Intelligence can be further defined, it is not limited to documentation and execution. There are many aspects which influence a process, for example operative decisions within an organization or linked IT systems. A process is therefore not simply something linear, but is subject to influences. When choosing a Business Process Management System you should be aware of how these influencing factors are taken into account. Ideally, these intersections will be visible in the process platform and can be managed together with the processes. A central administration can be really profitable – think of operational business decisions that occur within daily processes: If the same decisions are being made everyday within a company, for example, with the approval of claims and loans, then problems arise when a consistent reference is missing in the decision-making. When decisions within a process are consistently being made differently, even when the conditions underlying each decision remain the same, some of these decisions must of course be false. The debtor may not be able to repay his loan and may face financial losses. Reference processes must therefore be directly connected to decision diagrams. Business Decision Management is therefore ideally an integrated part of Business Process Management.
Will my process not become too complex with the abundance of influencing factors? A legitimate question! Of course, not every employee has to involve themselves with all influencing factors, but interfaces (to ERP systems, to a business decision system…) should definitely be available for those stakeholders how need it. Modern BPM systems should be able to guide and analyze processes in all manner of dimensions and to go much further than the basic process level. Processes and operative decisions should not be modeled in one diagram, which would be too complex in practise, but should subsequently be managed in one platform. The same goes for IT systems. Depending on stakeholder, users can navigate between these levels.
The optimization, management and analysis of processes can go in many directions. With our Business Transformation Platform, we can optimally support you in creating intelligent processes and making your organization more agile. For those who want to learn more about a clever approach to BPM, visit our download center and download your free whitepaper about how to maximize your bpm investment.