Is BPM the New Workflow?

by Ed Reiter 6. April 2010 05:59

In the 1990s, there was a great deal of excitement about the ability to diagram workflows. In some cases you could execute the workflow. This was done using proprietary code. Changes to the workflow or debugging problems happened within the code and required a programmer or an IT commitment to resolve the issues.

These tools used tokens that represented tasks and were built into the program. This is why the program required a programmer to monitor and control their behavior.

These tools were mainly used in areas where other programming was minimized and task oriented. Human Resources were one area where tasks were straight forward and highly regulated. The tasks of hiring, terminating and evaluating could be diagramed and required very little input after initial setup.

In other areas where a lot of structured data existed, there was a requirement for custom coding to build databases and rules. This required integration to handle the business data and rules were required to support these complex structures.

Because of the different systems involved in integrating the workflow, there were often barriers that required additional programming. This additional programming often out-weighed the benefits of workflow systems. 

Around this time, Business Process Management (BPM) or Continuous Process Improvement (CPI) appeared on the scene. Diagramming workflows, or tasks, was just a part of the process improvement challenge. The driving force behind BPM is continuous process improvement. That is it, just process improvement. But this is a large plate, and today’s Business Process Management Suites (BPMS) deliver much more than workflows.

Unlike other BPM vendors and consultants, CAASPRE Consulting looks at BPM as a strategy, rather than a one-size-fits-all approach using software. The best software in the world cannot magically transform your company. Rather, BPM is about first understanding the concept, ruthlessly exploring all facets of the processes and work on making them as efficient as possible. Software plays an integral part of the process, but only after the analysis, scope and documenting the process. CAASPRE Consulting’s unique solution allows businesses to automate their processes not only to cut costs but also provide an unparalleled customer experience; one which will be the eventual differentiator in a very competitive market.

CAASPRE Consulting endorses AuraPortal as their BPM System of choice. AuraPortal is 100 percent Microsoft based, utilizing the .NET framework, SQL Server, SharePoint and Visio.

AuraPortal allows business users to deliver a solution that creates Business Process Workflow Execution Models without the need of programming. Further, AuraPortal is web based, business rules are independent of the processes, follows the BPMN standard, complements existing ERP systems, allows for intranet collaboration, enterprise content management (including portals), document management, CRM process patterns and more.

Today organizations have come to realize that Processes are as important an asset as their Employees. They see continuous process improvement as a way to improve efficiency, standardization and transparency. In so doing, they reap a greater return on investment and profits.


Learn more about CAASPRE Consulting at our website

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BPM | AuraPortal

Comments (2) -

merawakil India
10/18/2010 12:02:35 AM #

Business process management (BPM) is an emerging technology for improving the efficiency of business concerns. It includes the elements of workflow, document management, business rules, and enterprise application integration. The latest news in business process management is the diverse software packages available for this process. Many call centers are currently using business process management software to reduce abandon call rates and improve overall customer service.


Lovegra United States
11/17/2010 1:39:41 AM #

According to a study done by John Kotter of Harvard Business School, 70 percent of improvement processes that require change fail, according to Kotter mainly due to a lack of a sense of urgency amongst the company leadership. In other words, there were there is no real support from and sense of urgency felt by company leadership the odds are against you in bringing real change to the organisation.


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