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With the implementation of Business Process Management often comes the question of what the benefits of BPM are. Why should a company invest in an organized management of processes? What are the real benefits, and how can they be measured?  SAP also needs answers to these questions, so I have started to develop a general overview of relevant benefits, which can be divided into four main categories:  – Costs – Customer – Productivity – Transparency  In the graphic below, I have added the expected tangible benefits within each of these four categories: image By the knowledge of these possible benefits, each company has to decide for itself, how the as-is situation of their own internal processes looks like and where they want to transform it for the future. That is what we call a “transformation need” which can be relevant for each process as well as for the whole company. The relationship between these process maturity levels and the benefits is what I call benefit levels. These benefit levels describe which advantages can be expected by reaching a specific maturity level.   This is especially helpful for the management when making their strategic decisions on the transformation need of processes for the enterprise. image To be able to fix the as-is situation for each process, an analysis is necessary. A good idea of how to perform such an analysis was described by ‘Michael Hammer’ in his article ‘The process Audit’. His general method can be adapted on the specific needs of a company.  The analysis is concentrated on the following areas of interest:  – Design – Performers – Owner – Infrastructure – Performance Measurement  Identifying problems, in a timely matter, within these areas is crucial in order to have efficient processes in the company.  When only one of these areas presents deficiencies, the performance of any process will not be optimal.   The following picture shows the general idea. image After the identification of the maturity level of each single process, it is possible to fix a general maturity plan for all processes and to decide on the concrete improvement for each process. This general maturity plan supports the strategic plan of a company on how to achieve their long term goals. At the same time, it gets necessary to implement measurement possibilities for each process in order to be able to make changes, bottle-necks, and problems transparent. Always keep in mind: what you can not measure, you can not manage. Only with the possibility of a controlled management of each process, it gets possible to reach the benefits I have described at the beginning.
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