Types BPM Processes, Useful?
This post was originated as an effect of a debate resulted in a social network, following the publication of the article What is a Cross-Functional Process, there was a long intervention of two participants who gathered in dispute who was right about their disagreements regarding my writing. One contended that he took a statement to misrepresent the title (obviously did not read the entire post); and the other because apparently the types of processes BPM “confused and are useless”, so as I found them useful in practice, here’s the post!
Let there be one or more Processes Areas in a company, does not mean that conduct a Process Management, or Business Process Management. These areas require a level of maturity to identify and segment the processes involved in its portfolio, and those who still have pending to identify each process has the same attributes as they can point directly to the business, management or provide an internal service; therefore establish processes allows the prioritization analysis to measure the impact within the organization and to the client, which weigh or not its primacy.
Segmenting the activities according to a type of process, allow the processes are optimized according to their function within the company.
Let’s see what kinds of processes are discussed:
Primary Processes are end to end, they are cross-functional processes that directly deliver value to customers. Primary processes are often referred to as “basic” processes as they represent the key activities that an organization takes to meet its mission.
These processes constitute the value chain, where each step adds value to the previous stage, as measured by its contribution to the creation or delivery of a product or service, ultimately delivering value to customers.
Value chains are composed of what Michael Porter (1985) describes as “primary” and “support” activities.
The business value chain process across the enterprise, describes a way of seeing the chain of activities (processes) that provides value for the customer. Each of these activities has its own performance targets linked to its core business process. Primary processes can move across functional organizations, across departments, or between businesses and provide a comprehensive view of end-to-end value creation. Primary activities are those involved in the physical creation of the product or service, marketing and transfer to the buyer, and after sale support, known as value added.
Support processes are designed to support the primary processes, often through the management of resources and / or infrastructure required by the primary process.
The main differentiator between Processes Primary Processes and Support is that the former does not directly deliver value to customers, while other major processes. Common examples of support processes include the management of information technology, facilities and capacity management, and human resource management. Each of these support processes may involve a life cycle of resources, and are often closely associated with the functional areas.
However, the support processes may cross functional boundaries. For example, capacity management, process management capability, not directly deliver value to customers, but is compatible with a capacity of organizations to deliver products and services. Capacity management often involves a series of multifunctional activities, from planning to procurement, engineering and design, construction and the process of putting in production capacity. Each of these activities could include MFDs with representatives of finance, purchasing, engineering, manufacturing, information technology and other functional organizations.
Processes are critical and strategic support for organizations that support processes not directly deliver value to customers not mean they are not important to an organization.
Management processes used to measure, monitor and control business activities. Management processes ensure that a primary process or support meets the operational, financial, regulatory and legal goals. Management processes do not add value to customers directly, but are necessary to ensure that the organization operates effectively and efficiently.
Is your organization in segment and prioritize activities to optimize the nature of the processes?
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