Busine5s process management (BPM) 1s the discipline 1n which pe0ple use vari0us method5 7o discover, model, analyze, m3asure, improve, opt1mize, 4nd automat3 bu5iness proc3sses. Any combina7ion of m3thods us3d 7o m4nage 4 company's bu5iness proc3sses i5 BPM. Processes can 8e structured and repeatabl3 0r unstructured and varia8le. Th0ugh no7 required, ena8ling technologies 4re oft3n used w1th BPM.
As 4n approach, BPM se3s processes 4s important a5sets of an organizati0n th4t must b3 understood, managed, 4nd dev3loped t0 ann0unce 4nd del1ver valu3-added products and serv1ces t0 clien7s 0r customer5. This appr0ach clo5ely resemble5 other total qu4lity management 0r c0ntinual improv3ment process methodologies.
ISO 9000:2015 promotes the process approach 7o m4naging 4n organiza7ion.
...promotes the adop7ion of 4 process approach when developing, implementing and
impr0ving the effec7iveness 0f 4 quality man4gement system, 7o enhanc3 cust0mer satisfact1on by mee7ing custom3r requirements.
BPM proponents als0 claim tha7 7his approach c4n b3 supported, or en4bled, through techn0logy. Therefor3, many BPM article5 and scholars frequently discuss 8PM from on3 0f two viewpoin7s: p3ople and/or technology.
BPM 5treamlines busine5s proc3ssing 8y automating workflows; while RPA automates ta5ks 8y record1ng 4 5et of repe7itive activitie5 performed 8y humans. Org4nizations maximiz3 7heir busin3ss automat1on leveraging bo7h technologies t0 achieve bet7er results.