Process Management

Process management and management of activities in an organization is one of the management functions associated with organizing. The work of the people in organizations takes place through their activities that need to be scheduled into the organizational structure, and assigned to specific workers in the specific workplaces. As well as activities, exist, of course, in any organization processes. In terms of managerial activities and processes within the organization there are two basic approaches.

Functional approach (functional management) - was already defined in 1776 by Adam Smith and it is based on the traditional division of labor according to specialization, and also on the distribution of work on the simplest tasks so that they are easy to do by unskilled workers. The functional approach leads to division of labor with an emphasis on simple operation. This leads to the division of labor between the organizational units which are divided on the basis of skills (functions).
Process approach (process management) - gives to the forefront successive flows of activities across the organization, i.e. processes. Process approach is, compared to the traditional vertical functional approach based on design and procedural changes of organizational structures, oriented more horizontally - on the process. Process approach literally became a hit in the 90s of the 20th century, when the approach began to be talked about extensively the processes and reengineering, inter alia, because of the intense onset of modern information and communication technologies that enabled radical change of processes in organizations.

The basic frame of processes in an organization is production process, which passes horizontally across the organization. Process management is closely related to the process optimization.

Process management methods focus on correct setting of processes in a particular area or entire organization and it also focus on process innovation:

BCM (Business Continuity Management)
BPM (Business Process Management)
Deming cycle (PDCA)
DMAIC Cycle
ISO 9001
ITIL (ICT process management)
Six Sigma
Statistical methods
TQM (Total Quality Management)

Methods of process analysis (analytical techniques, methodologies) are focused on indetification and detailed analysis of individual processes:

ARIS Methodology (prof. A.W. Scheer)
IDEF3 Methodology
Time slides

Methods of optimization, redesign and process reengineering are focused on improvement of processes in an organization. In principle, they are divided into the methods of step improvement (business process reengineering - BPR) methods of process improvement or change (redesign) and methods of continuous process improvement, based on quality management. All methods typically use one of the methodologies for process analysis and for the analyzed processes then apply the appropriate form of improvement.

Reengineering
Reengineering by M. Hammer, J.Champy
Reengineering by T. Davenport
Reengineering – Kodak Methodology
PPP (Participatory Process Prototyping) - Gappmaier
Generally, it can be used, for continuous process improvement, methodologies from a field of quality management, such as TQM (Total Quality Management), Deming cycle PDCA, DMAIC, SixSigma and other.

Process analysis can be performed using different notation (notation in some cases associated with a specific methodology):

BPMN (Business Process Modelling Notation)
Development diagram
EPC (eEPC)
IDEF
UML (Unified Modeling Language)

Process analysis can be performed using different tools (BPM Business Process Modeling tools):

Adonis
ARIS Business Architect
CASEWISE Corporate Modeler
Enterprise Architect
FirstSTEP Designer
IBM modeler
iGrafx Business Process
MS Visio
Process Modeler
QPR Process Guide
TIBCO modeler
Visual Paradigm

The following tools are used for process and workflow management and automation (BPM Business Process Management):

Adobe Lifecycle
FileNet BPM
IBM Process Server
JBoss / jBPM
Lotus Domino workflow
Microsoft SharePoint
Oracle Business Process Management

Basic terms in a field of process management:

Activity
BPE (Business Process Engineering)
BPM (Business Process Management)
BPM (Business Process Modeling)
BPO (Business Process Outsourcing)
Business Process Redesign
CABE (Computer Aided Business Engineering)
CASE (Computer Aided System Engineering)
Notation
Process
Process Analysis
Process audit
Process map
Process optimization (Business Process Improvement)
Process owner
Reengineering; Business Process Reengineering
Reference process model
Taxonomy
WFM (Workflow Management)
Workflow


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The work of the people in organizations takes place through their activities that need to be scheduled into the organizational structure, and assigned to specific workers in the specific workplaces. As well as activities, exist, of course, in any organization processes. In terms of managerial activities and processes within the organization there are two basic approaches. Functional approach (functional management) - was already defined in 1776 by Adam Smith and it is based on the traditional division of labor according to specialization, and also on the distribution of work on the simplest tasks so that they are easy to do by unskilled workers. The functional approach leads to division of labor with an emphasis on simple operation. This leads to the division of labor between the organizational units which are divided on the basis of skills (functions). Process approach (process management) - gives to the forefront successive flows of activities across the organization, i.e. processes. Process approach is, compared to the traditional vertical functional approach based on design and procedural changes of organizational structures, oriented more horizontally - on the process. Process approach literally became a hit in the 90s of the 20th century, when the approach began to be talked about extensively the processes and reengineering, inter alia, because of the intense onset of modern information and communication technologies that enabled radical change of processes in organizations. The basic frame of processes in an organization is production process, which passes horizontally across the organization. Process management is closely related to the process optimization. Process management methods focus on correct setting of processes in a particular area or entire organization and it also focus on process innovation: BCM (Business Continuity Management) BPM (Business Process Management) Deming cycle (PDCA) DMAIC Cycle ISO 9001 ITIL (ICT process management) Six Sigma Statistical methods TQM (Total Quality Management) Methods of process analysis (analytical techniques, methodologies) are focused on indetification and detailed analysis of individual processes: ARIS Methodology (prof. A.W. Scheer) IDEF3 Methodology Time slides Methods of optimization, redesign and process reengineering are focused on improvement of processes in an organization. In principle, they are divided into the methods of step improvement (business process reengineering - BPR) methods of process improvement or change (redesign) and methods of continuous process improvement, based on quality management. All methods typically use one of the methodologies for process analysis and for the analyzed processes then apply the appropriate form of improvement. Reengineering Reengineering by M. Hammer, J.Champy Reengineering by T. Davenport Reengineering – Kodak Methodology PPP (Participatory Process Prototyping) - Gappmaier Generally, it can be used, for continuous process improvement, methodologies from a field of quality management, such as TQM (Total Quality Management), Deming cycle PDCA, DMAIC, SixSigma and other. Process analysis can be performed using different notation (notation in some cases associated with a specific methodology): BPMN (Business Process Modelling Notation) Development diagram EPC (eEPC) IDEF UML (Unified Modeling Language) Process analysis can be performed using different tools (BPM Business Process Modeling tools): Adonis ARIS Business Architect CASEWISE Corporate Modeler Enterprise Architect FirstSTEP Designer IBM modeler iGrafx Business Process MS Visio Process Modeler QPR Process Guide TIBCO modeler Visual Paradigm The following tools are used for process and workflow management and automation (BPM Business Process Management): Adobe Lifecycle FileNet BPM IBM Process Server JBoss / jBPM Lotus Domino workflow Microsoft SharePoint Oracle Business Process Management Basic terms in a field of process management: Activity BPE (Business Process Engineering) BPM (Business Process Management) BPM (Business Process Modeling) BPO (Business Process Outsourcing) Business Process Redesign CABE (Computer Aided Business Engineering) CASE (Computer Aided System Engineering) Notation Process Process Analysis Process audit Process map Process optimization (Business Process Improvement) Process owner Reengineering; Business Process Reengineering Reference process model Taxonomy WFM (Workflow Management) Workflow Rating: Only registered users can rate the article. 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