Browse Prior Art Database

Generic structure of business process information

IP.com Disclosure Number: IPCOM000184204D
Original Publication Date: 2009-Jun-15
Included in the Prior Art Database: 2009-Jun-15
Document File: 5 page(s) / 77K

Publishing Venue

IBM

Abstract

This article explains how to success quickly to the challenge to deploy a Business Process Management system through a permanent up to date and pertinent generic business process information structure in order to adapt business practices to a continuous evolving environment, to response to all compliances and risks, and to create a new relationship with IT architecture and applications based on process modelling.

This text was extracted from a PDF file.
At least one non-text object (such as an image or picture) has been suppressed.
This is the abbreviated version, containing approximately 38% of the total text.

Page 1 of 5

Generic structure of business process information

Today,It exists a huge set of methodologies and approaches to practice and implement BPM in order to create an enterprise transformation engine able to provide word class results and competitive advantages. BPM is a field where numerous consulting firms and software companies are making business with and have structured very detailed and sophisticated methods and tools. In the majority of the cases, those methods encompass a lot of aspects but do not bring a pragmatic response on the following:

Establish a list of business processes covering all the domains of the company Establish a scope of each process in terms of cross-functional activities coverage Document each business process end to end practice
Imbed and fuse all compliances, corporate programs, and risks management with associated control points and records in a unique management system Inventory all process indicators
Inventory all IT applications and any type of electronic ways sustaining the business practice

In BPM literature, large theories and best practices, winners and qualifiers to success in BPM are explained, but between the speeches at the enterprise level, to the re-engineering of one process, there is a missing link between the strategy and a practical BPM practice becoming like a way of life for a long term.

More specifically, what is much less defined and structured, is what is the minimum business process information structure, at the right granularity, on which the enterprise can start quickly to set up an efficient and holistic management system enabling the necessary culture change associated with BPM.

This information structure is a tool easy to be used by people who don't have a high skill in BPM.

This information structure is generic to any type of business process. The articulation of the information structure is the generic translation of a BPM strategy and the associated required culture able to articulate several concepts together like: Total Quality Management, Lean, 6 Sigma, Business Process Re-engineering, Modular analysis of systems, Value analysis, Process modelling and simulation ...

It allows a company to deploy BPM in all domains and for all the business processes covering the enterprise functions of those domains. Finally this generic structure is the starting point of a new relationship between Business and IT to facilitate the IT applications alignment to business needs and SOA (Service Oriented Architecture) blocks validation for re-usability.

Here is the information structure:

1- Business Processes decomposition

The list of the company domains


The list of all the processes with their name covering all the domain of a company For each process, the first and the last activity in order to fix the scope of the cross-functional business practice
The list of the compliance...