Developing Business Processes: Literature Review

Developing Business Processes: Literature Review

The business process has gained popularity in previous ten years. It developed from a set of techniques to increase the performance of the enterprise. The extensive use of business process has been due to the prevalence of Enterprise Resource Planning (ERP) (Al-Mudimigh 2007). Conventionally, business process has been introduced as components of information system associated with various parties including suppliers, execution consultants and change managers.

Previous studies show that business process is needed when starting up a new organisation or changing the procedure on how the operations are conducted (Jeston & Neli 2006). Business process is needed for its increases accuracy, flexibility, and speedy implementation, minimise investments and cost effective. In addition, the business process is essential in maximising the performance of a company by managing and controlling operations (Hammer 2010).

The business process requires incorporating standards and process; this is because they help a company executive to save time as well money while enhancing efficiency. The business process also helps employees to be effective without necessarily wasting time, as there are laid down procedures and processes. Business process is a valuable tool for training, increase effectiveness of customer service execution, and continuous delivery of goods and services. On the contrary, it has helped in gaining a constant, shared recognition of the ways tasks are performed while providing a platform for collecting procedural data that could be retained by people as tacit skills (Al-Mudimigh 2007).

Awareness of business process in the organisation helps the management to restructure medium as well as sustainable plans. Studies demonstrate that organisations can use the business process as a newfound platform for in the identification of crucial communication mediums (Jeston & Neli 2006). This offers companies necessary guidelines as well as tools for delivery goods and services, particularly in isolated regions. This will increase delivery in isolated markets, which are extremely inaccessible. Fascinatingly, much as the quantum of business usefulness may be smaller, significant strategic importance have been detected and can leverage easily.

The development of business process involves identification of what the firm intends to perform, and give it a title. For instance, inventory procedure may include all the activities from the time the product goes to the warehouse till it’s released and the other can the moment the clients makes a phone call till all the needs are satisfied. Other essential components in the development of business process include; a detailed description of procedure; assessment of activities in the process; and developing a chart for all the processes. A good business process comprises of standards and procedures. Experts believe that methods and processes can increase the consistency of product delivery (Jeston & Neli 2006).Standards act as the basis for setting benchmarks for the company, which should be realized by workers.
Much as previous studies present recognition of business process in established firms, there is inadequate debate regarding the adoption of business process in small start-up organisations. In many cases, these organisations work based on time with constrained human capital and inadequate access to skills (Fogarty & Armstong 2009). A previous study demonstrates that these challenges can adversely affect the implementation of the business process in organisations. Nevertheless, small start-ups have a tight incorporation of activities, strong working practices and speedy decision making, elements that positively influence the implementation of the business process.
References

Al-Mudimigh, A. S. 2007. The role and impact of business process management in enterprise systems implementation. Business Process Management Journal, 13(6), 866–874.
Harmon, P. 2010. The scope and evolution of business process management. In J. vom Brocke & M Rosemann (Eds.), Handbook on business process management 1. International handbooks on information systems (pp. 37–81). Berlin Heidelberg: Springer. doi: 10.1007/978-3-642-00416-2_3.

Kirchmer, M. 2011. Business process Governance for MPE. In M. Kirchmer (Ed.) High performance through process excellence (pp 69–85). Berlin Heidelberg: Springer, doi: 10.1007/978-3-642-21165-2_5

Jeston, J., & Nelis, J. 2006. Business process management. Oxford: Butterworth-Heinemann. Key Statistics Australian Small Business (2011). Department of innovation, industry, science and research, Canberra

By admin in Essays on March 25, 2016