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So much discussion of what BPM (Business Process Management) is, what is next, how it is expanding, what it is not. There are many good people trying seriously to resolve the definition of BPM. My impression is that they do this fine work in the middle of a sea — actually a maelstrom — of confusion about the term.
A business process or business method is a collection of related, structured activities or tasks that produce a specific service or product (serve a particular goal) for a particular customer or customers. It often can be visualized with a flowchart as a sequence of activities with interleaving decision points or with a Process Matrix as a sequence of activities with relevance rules based on the data in the process. [ edit ] Overview There are three types of business processes: Management processes , the processes that govern the operation of a system.
Jim Sinur Research VP 2 years at Gartner 42 years IT industry Jim Sinur is a vice president in Gartner Research after a short stint with a BPM vendor. Prior to that, Mr. Sinur was with Gartner 15 years and helped establish the BPI/BPM areas at Gartner and is considered a thought leader. His research and areas… Read Full Bio
This is a sample BPMN 2.0 Sales and Operations Planning value stream business process map Business Process Model and Notation ( BPMN ) is a graphical representation for specifying business processes in a business process model . It was previously known as Business Process Modeling Notation . Business Process Management Initiative (BPMI) developed BPMN, which has been maintained by the Object Management Group since the two organizations merged in 2005.
In a word, no. But ebizQ is trying to stir the pot . What should be in it?
It is impossible to be a student of the performance management discipline without knowing the names of Robert Kaplan & David Norton, whose multiple best-selling books such as The Balanced Scorecard , Strategy Maps , and numerous others are required reading for anyone in this industry. Together, Kaplan & Norton have made numerous seminal contributions such as the balanced scorecard, strategy maps, and time-driven activity-based costing. I had the honor of attending Professor Kaplan's executive education course at Harvard Business School called Driving Corporate Performance with co-author Denise Broady in 2007 and it was a wonderful experience. While in the course, Professor Kaplan hinted at and I started to see how all the pieces that had been articulated could be synthesized into a unified framework and asked Professor Kaplan about this.