Continuous process improvement is regularly mentioned among top priorities crucial for success in modern business. Exactly this demand for consistent and directed evolution explains increasing focus of organizations on BPM technologies.
Continuous improvement is impossible without detailed analysis and elaborate business model in place. Only valid model, which covers all aspects of business, can serve as a ground for informative vision of existing situation and reveals potential for further improvements.
BPM creates a structure, which unites disperse corporate reporting into aligned knowledge enabling for qualified business decisions. Continuous progress is only achievable on a ground of accumulated knowledge and previous experience. BPM provides methodology and technology to accumulate this experience and further use for advantage of the business.
There always exists a discrepancy between a model of business process, however well designed and accurate, and real execution of this process in a business environment. The reason for this gap is an unforeseen depth and hidden details inherent to any real process. Real business model of organization is ultimately unlimited in its depth. Going from highest management levels, it descends to individual departments, client relations, production units, technical code of equipment and controllers etc. In vast majority of cases, it is impossible and senseless to build a complete model covering all and every fine detail of the business. Omitted lower layers of the model create (pseudo) random fluctuations during execution of the model. Real execution paths of a process never follow its model exactly. However, in case of the correct model, we can expect to see that an ensemble of execution paths statistically converges to the model as to its average path over a significant set of observation...
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