Yet another explanation of the Business Process Management (BPM) discipline

Using processes to better manage an enterprise involves the following operations with processes (very similar to PMI methodology - http://improving-bpm-systems.blogspot.com/2010/11/methodological-similarities-between-bpm.html):
- modelling / planning
- automation / instrumentation
- executing
- controlling
- measuring
- optimising

In many enterprises those operations are carry out by different people (actually by different roles) and often different "languages" to describe processes are used by those roles (IT is the worth example among them). Each time when information (i.e. process description) moves from one role to another, there are some "translation" errors.

Imagine that you want to prepare a corporate document within an enterprise in which everyone translates this document in his/her unique language before making modifications. It is a very inefficient way of communication and coordination.

Exactly this issue is addressed by BPM which recommends to use one master description of business processes for all mentioned above operations. Of course, such a master description may be transformed (translated) to some secondary languages for particular purposes of a particular operation. For example, some international organisations produce their documents in many languages, but the master copy is developed in only one language.

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