Process management and the management of activities within 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 within the organizational structure, and assigned to specific workers in the specific workplaces. Apart from activities, in any organisation, also processes exist. In terms of managerial activities and processes within the organization there are two basic approaches.
The functional approach (functional management) - defined in 1776 by Adam Smith and based on the traditional division of labor according to specialization, and also on the fragmentation of work into the simplest tasks so that they are easy to do by unskilled workers. The functional approach leads to the division of labor with an emphasis on simple operation, which in turn leads to the division of labor between the organizational units which are divided on the basis of skills (functions).
The procedural approach (process management) - emphasises the successive flows of activities across the organization, i.e. processes. Compared to the traditional vertical functional approach based on design and procedural changes of organizational structures, the procedural approach is focused horizontally - on processes. The procedural approach became very popular in the 90s of the 20th century, when the approach began to be talked about extensively in regards to processes and reengineering, also because of the intense onset of modern information and communication technologies that enabled radical changes in the processes in organizations.
The basic procedural framework in an organization is the production process, which passes horizontally across the organization. Process management is closely related to process optimization.
Process management methods focus on thecorrect setting of processes in a particular area or within the entire organization and 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) focus on the identification and detailed analysis of individual processes:
ARIS Methodology (prof. A.W. Scheer)
IDEF3 Methodology
Time slides
Methods of optimization, redesign and process reengineering focus onthe improvement of processes in an organization. In principle, they are divided into 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, for continuous process improvement, methodologies from a field of quality management, such as TQM (Total Quality Management), Deming cycle PDCA, DMAIC, Six Sigma may be applied.
Process analysis can be performed using different notations (notations 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