The Complete Guide to Business Process Management: Introduction

business process management guide

Note: The entire BPM Guide can now be viewed or downloaded for free here.

This is a guest series by Joanne Wortman, an independent business/technology consultant and freelance writer in the NY Metro area. She has almost two decades of experience providing business process optimization, organizational change management, M&A integration, and program management across many business sectors, with a concentration in manufacturing.

Business Process Management (BPM) is an organizational discipline that provides tools and plans for analyzing, modeling, optimizing, managing and monitoring business processes. The acronym “BPM” is often assumed to be a software application, but in reality it is a broad organizational discipline that employs a variety of tools including software.

We have mapped out a series of blog posts that will provide a complete guide to understanding and implementing an enterprise-wide approach to BPM. It will help organizations struggling with specific issues in their current BPM approach as well as those businesses that are new to BPM.

Upcoming blog posts will cover:

  1. The Importance of Enterprise BPM
  2. Scoping and Prioritizing the Process Architecture
  3. Mapping Business Processes 
  4. Process Optimization Fundamentals
  5. KPIs and Metrics
  6. Managing Evolving Processes in Real Time
  7. From Process Diagrams to Real Process Change
  8. Choosing the Right BPM Tool
  9. Special Situations

If there are specific BPM issues challenging your organization, we would love to hear from you. Please leave a comment and we will do our best to include recommendations to address your concerns in an upcoming post in this series.

Joanne Wortman

Joanne Wortman

Joanne Wortman is an independent business/technology consultant and freelance writer in the NY Metro area. She has almost two decades of experience providing business process optimization, organizational change management, M&A integration, and program management across many business sectors, with a concentration in manufacturing.
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3 COMMENTS


  1. April Cook

    I am trying to learn more about running a business, and I am always surprised by how much goes on behind the scenes. I really like your clarification that BPM is a broad organizational discipline and not a software application. Is there usually one person in charge of BPM , or is it something that falls under different employees’ responsibility depending on the company?

  2. Joanne Wortman

    Many companies have a designated leadership role that focuses on business process improvement. This individual has to have broad working knowledge of all aspects of the business. It could be a unique job responsibility, or it could be part of the responsibilities of the COO. In other companies, the responsibility for process management is dispersed to a certain operational level of management, and these managers, as a group, have enough experience and knowledge of business operations to optimize and manage business processes. However, in this dispersed responsibility model, there may be political battles that can’t be resolved–most often, when different managers are incentivized to drive different metrics.
    My personal preference is to have a single person in charge, but in organizations with a collaborative culture and well-thought out incentives, a group can handle this responsibility.

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