Business Process Management : business process engineering

Abstract

The word process covers a broad concepts and is used in many fields, however on when we talk about business process, it refers to sequences that have to take place to transform an input to a specific output. The value generated in each sequence of process is accumulated, providing the end the sum of value added as output. In many books as The Practical Guide to Enterprise Architecture (McGovern, 2003) or Enterprise Architecture as Strategy (Ross, 2006), authors such as Hammer and Champy (1993), including Taylor (1891) and Ford (1901) and in management models of processes such as Total Quality Manager or Business Process Reengineering is shown that the strategic pillars in management processes have to be; quality, cost, time and service delivery. These four factors have to aim to generate enough value through processes to be able to offer an output that meets customer needs. Within an organization, there are several processes that complement each other to form a system. So, in this way is shaped the coordinated set of activities which an organization performs. That said, it is obvious the importance of a good management of business processes. Process management1 is the set of planning and tracking activities of a process execution. Thus it is understood that process management is the assumption and exerciseof the responsibilities of a process, and this includes; Concern for resource management and necessary structures to occur, the coordination of their activities and their interactions and accountability to the large variety of stakeholders interested in the outcomes expected from that the process operate.In the corporate environment, process management must be oriented to meet two very specific. goals. The first should be that the process serve as support to carry out the strategy of the organization and the second is that it has to grow customer satisfaction, increasing the value perceived by him. To achieve these goals, the administrator, called the person who coordinate the activities of the process, has to coordinate the process efficiently and effectively. Hammer says in his book Reengineering (1993, p.76): "A company oriented to process has to stimulate, enable and allow its employees to perform a work process. The work process is any task that focuses on the client ". The good administrator must knowhow integrate in the process.; strategy, people, structure and technology. And he has to know how to manage, the risks, social responsibility and change management. According to the same author argues, managing change is an important task that has to be done through intelligence, imagination, and asking the right questions, such as; Why do we do that we do? Thus, as Bravo outlined in his book Process Management (2009), "The good process management should provide a comprehensive overview of the company. To do this, we have to exit the myopic orientation to the task and move on to the process orientation. "