Business processes are collections of structured tasks aimed at producing specific products or services or reaching certain goals. Often, these processes are visualized as flowcharts. On the other hand, business governance process refers to the running business process management (BPM) initiatives and programs. Business governance process also involves the setting of priorities and standards for BPM efforts, defining the roles of the BPM project participants and identifying the BPM governance leaders. Each of these processes is aimed at improving the BPM strategies. Ultimately, the goal of both BPM and business governance process is to make workflow more effective and efficient and optimize the concerned organization's business processes.
Business governance process also includes the establishment of internal BPM competency centers or centers of excellence to spread awareness of BPM standards and priorities and share process- improvement best practices. Governance monitors and documents both the shortcomings and successes of the varying BPM initiatives and efforts in an organization. Business governance process is usually overseen by teams comprised of both IT and business professionals.
In 2010 Markus Kohlbacher, a Graz University of Technology professor, published the results of a study he performed on the outcomes of business process governance in the Business Process Management Journal. Professor Kohlbacher found that governance has significant positive impacts on customer retention and service, service quality and timeliness and efficient resource use. In the study, he also discovered that the success of business process governance does not depend on the nature or size of the business (Kohlbacher, 2010).
As managerial approaches, business governance processes are viewed as strategic assets of an organization that should be improved, managed and understood to deliver value- added services and products to clients. They can be enabled, or supported, through technology. Asa result, most business governance processes pundits and articles frequently discuss the process from one of two main viewpoints: technology and/ or people. The concept of business governance may include the concepts of outputs, tasks, production and departmentalization arising from problems experienced in job shop scheduling. Each of these concepts was experienced by organizations in the early 20th century. The improvement and management approach, with technical modeling and formal definitions, has been around since the last quarter of the last century.
Although business governance processes initially focused on automating business processes using information technology (Levy & Newell, 2005), they have since been extended to integrate various human-driven processes where human interaction occurs parallel or in series with technology. For instance, workflow management systems are used to assign individual steps requiring the deployment of human judgment or intuition to relevant humans and various other tasks in the workflow of relevant automated systems. Recent variations such as human interaction management are concerned with interactions between various human workers performing given tasks. Either way, technology has made it possible for business governance processes to be coupled with other methodologies, including Six Sigma.
Business governance processes use such tools as Histograms, CTQs, RAC's, Process Flows and SIPOCs to allow users to visualize functions and processes, measure, analyze, improve, control and re-engineer in the workplace. Thus the processes bring about the benefit of being able to simulate the changes to business processes based on real- world data Additionally, the coupling of business governance processes to industry methodologies has allowed users to continually optimize and streamline the processes to ensure that they are tuned to its need in the market. Research on business governance processes has paid increasing attention to compliance of the business processes. Although key aspects of governing a business is flexibility since business processes often need to adapt to a changing environment, every organization need to comply with government regulations, business strategies and policies. Compliance in business governance processes is important for governmental organizations in particular. In the governmental content, these processes largely focus on knowledge representation and operational processes.
Effective Business Governance Processes
It can be arbitrarily grouped into such categories as design, monitoring, execution and optimization. In design, existing processes are identified and auto- be' processes designed. Modeling, on the other hand, takes theoretical designs and introduces given combinations of variables. It also involves running what-if analysis on these processes. Processes can be automated by purchasing or developing applications to execute the required steps in the process. Execution may also involve the use of combinations of human and software interaction. Monitoring encompasses tracking individual processes to get information on their state and provide statistics on the performance of the business governance processes. Process optimization involves the retrieval of process performance information from the monitoring or modeling phase. When optimization is not giving the desired output, or if the process becomes too noisy, experts recommend the re-engineering of the entire process cycle. Process engineering is used by organizations looking to achieve productivity and efficiency at work (Seow & Hillary, 2006).
Non-Effective Business Governance Processes
However, business governance processes are not as safe as they seem. There are many non-effective business governance processes that every organization needs to stay clear of These include confusing governance processes with automation, failing to integrate the different governance processes, asking users to navigate through the process content on crude intranets, in directory/ folder structures or on websites to find the key information they need to perform their work among others.
Often, most people think that business governance processes refer to process automation. Although automation is important, it does not constitute business governance or management. To correct this non-effective case of governance, every process should be viewed as an important aspect. The processes should therefore be improved continuously, correctly applied, understood and owned within the organization.
The business governance processes should also be worked end- to- end to prevent functional distortion. In reality, each process starts and ends in a different place within an organization, often spanning more than one functional area Process improvement efforts are often narrowly compartmentalized thereby causing different departments to only concentrate on fixing a given part of the larger process.
For instance, in a typical CRM or ERP project, consultants from a system integrator (SI) will create different Vision diagrams for temporary use Once the system goes live and the upgrade is complete. After a couple of years, the content may be rewarded with suspicion because it is outdated. The next SI (which may be a different company) will
Business governance process also includes the establishment of internal BPM competency centers or centers of excellence to spread awareness of BPM standards and priorities and share process- improvement best practices. Governance monitors and documents both the shortcomings and successes of the varying BPM initiatives and efforts in an organization. Business governance process is usually overseen by teams comprised of both IT and business professionals.
In 2010 Markus Kohlbacher, a Graz University of Technology professor, published the results of a study he performed on the outcomes of business process governance in the Business Process Management Journal. Professor Kohlbacher found that governance has significant positive impacts on customer retention and service, service quality and timeliness and efficient resource use. In the study, he also discovered that the success of business process governance does not depend on the nature or size of the business (Kohlbacher, 2010).
Cases of Business Governance Processe
Business governance processes include supporting processes, operational processes and management processes. These processes are usually a collection of interrelated activities aimed at producing specific products or services. The actual execution of certain sequences that are related in every event and step leads to the expected outcome. These governance processes enable organizations to be more effective, more efficient and more capable of change than the traditional functionally focused hierarchical management approach. Additionally, such processes have an impact on cost and revenue generation processes of the organization.As managerial approaches, business governance processes are viewed as strategic assets of an organization that should be improved, managed and understood to deliver value- added services and products to clients. They can be enabled, or supported, through technology. Asa result, most business governance processes pundits and articles frequently discuss the process from one of two main viewpoints: technology and/ or people. The concept of business governance may include the concepts of outputs, tasks, production and departmentalization arising from problems experienced in job shop scheduling. Each of these concepts was experienced by organizations in the early 20th century. The improvement and management approach, with technical modeling and formal definitions, has been around since the last quarter of the last century.
Although business governance processes initially focused on automating business processes using information technology (Levy & Newell, 2005), they have since been extended to integrate various human-driven processes where human interaction occurs parallel or in series with technology. For instance, workflow management systems are used to assign individual steps requiring the deployment of human judgment or intuition to relevant humans and various other tasks in the workflow of relevant automated systems. Recent variations such as human interaction management are concerned with interactions between various human workers performing given tasks. Either way, technology has made it possible for business governance processes to be coupled with other methodologies, including Six Sigma.
Business governance processes use such tools as Histograms, CTQs, RAC's, Process Flows and SIPOCs to allow users to visualize functions and processes, measure, analyze, improve, control and re-engineer in the workplace. Thus the processes bring about the benefit of being able to simulate the changes to business processes based on real- world data Additionally, the coupling of business governance processes to industry methodologies has allowed users to continually optimize and streamline the processes to ensure that they are tuned to its need in the market. Research on business governance processes has paid increasing attention to compliance of the business processes. Although key aspects of governing a business is flexibility since business processes often need to adapt to a changing environment, every organization need to comply with government regulations, business strategies and policies. Compliance in business governance processes is important for governmental organizations in particular. In the governmental content, these processes largely focus on knowledge representation and operational processes.
Effective Business Governance Processes
It can be arbitrarily grouped into such categories as design, monitoring, execution and optimization. In design, existing processes are identified and auto- be' processes designed. Modeling, on the other hand, takes theoretical designs and introduces given combinations of variables. It also involves running what-if analysis on these processes. Processes can be automated by purchasing or developing applications to execute the required steps in the process. Execution may also involve the use of combinations of human and software interaction. Monitoring encompasses tracking individual processes to get information on their state and provide statistics on the performance of the business governance processes. Process optimization involves the retrieval of process performance information from the monitoring or modeling phase. When optimization is not giving the desired output, or if the process becomes too noisy, experts recommend the re-engineering of the entire process cycle. Process engineering is used by organizations looking to achieve productivity and efficiency at work (Seow & Hillary, 2006).
Non-Effective Business Governance Processes
However, business governance processes are not as safe as they seem. There are many non-effective business governance processes that every organization needs to stay clear of These include confusing governance processes with automation, failing to integrate the different governance processes, asking users to navigate through the process content on crude intranets, in directory/ folder structures or on websites to find the key information they need to perform their work among others.
Often, most people think that business governance processes refer to process automation. Although automation is important, it does not constitute business governance or management. To correct this non-effective case of governance, every process should be viewed as an important aspect. The processes should therefore be improved continuously, correctly applied, understood and owned within the organization.
The business governance processes should also be worked end- to- end to prevent functional distortion. In reality, each process starts and ends in a different place within an organization, often spanning more than one functional area Process improvement efforts are often narrowly compartmentalized thereby causing different departments to only concentrate on fixing a given part of the larger process.
For instance, in a typical CRM or ERP project, consultants from a system integrator (SI) will create different Vision diagrams for temporary use Once the system goes live and the upgrade is complete. After a couple of years, the content may be rewarded with suspicion because it is outdated. The next SI (which may be a different company) will