Optimal architecture, established BPM lifecycle - the foundations of business development

July 30, 2009 - PRLog -- So claims Mike Steyn, Director at triVector, an international provider of solutions that transfer the benefit of the company’s proven track record and experience in business process analysis, design and implementation, BPM capability establishment and enterprise architecture enablement.

By this statement Steyn refers to the effective and sustainable establishment of BPM lifecycle management in a business as means to implement strategic imperatives, improve process efficiencies, drive down costs and create competitive advantage within the market.

Steyn says the development, implementation and application of solutions to position companies to better manage resources, leverage processes and align these with overall strategy is one of the fastest growing areas of information system development, adoption and use.

“There are a number of drivers behind the growth in this industry. Among these is the increase in understanding and appreciation of process management as the key to ensuring customer satisfaction, the desire by decision makers to align resources – like expenditure on information systems and infrastructure – with the objectives of the business, and the need to sustain this investment by partnering with credible, experienced service providers and leveraging off support of the highest quality and level of reliability,” says Steyn.

In essence the high end of the corporate market has matured in terms of its comprehension of - and investment in process driven solutions, its discernment of service providers and service levels, as well as the most plausible and beneficial means of managing change as well as growth, without having to incur exorbitant cost and ‘re-invent the wheel’ adds Steyn.

“Solutions are really only as effective as they are allowed to be. The market is being impacted significantly by the role that processes play in enabling business strategy. Solutions must provide a solid process foundation for sustainable outcomes and be the result of architectural integration, proven methods, innovative designs and people-focused change management,” he continues.

“We understand and appreciate the challenge. Our approach is based on assessment of current business process management capabilities, recommendation of areas of growth and improvement, deployment of ARIS platform, development of methods and standards, providing training and coaching and mentoring teams to ensure the establishment of sustainable capacity”.

“Establishing process management capabilities within the organisation is crucial if the solution is to add value. Our process is based on three key steps. The first is the definition of process management strategy and goals. We then position, define and align the BPM centre of excellence, central repository and the governance mechanisms,

The second is establishing process management infrastructure – defining methods and standards, implementing and configuring tools, selecting appropriate reference models and loading content libraries.

The third is to deploy process management capacity – training project staff, providing mentoring and coaching and assessing the quality of the outputs that are produced,” adds Steyn.

Evidence and experience to date suggests that the further roll-out of dynamic business process management – that leverages off competencies including strategy, design, implementation and control - will continue to significantly impact and influence the market going forward Steyn concludes.