The Functions and Roles in an Organization that Works with an iBPMS

December 23, 2015 – AURA (www.auraportal.com), a global provider of AuraPortal. Business Process Management (BPM) software, has revealed the Business Process implementation strategy which positioned it at the Top of the “Visionaries” in Gartner’s “Magic Quadrant for iBPMS 2015“.

According to Paco Chinchilla, Consultancy Manager of AuraPortal, the iBPMS implementation should be based on the workers’ functions and roles over four phases:

1- The first phase requires a technological structure to support the iBPMS implementation. This work is normally carried out by the IT staff or is subcontracted, as may be the case with Cloud services. Once the iBPMS installation is complete, it is time to create the processes that will automate the company’s activities.

2- The second phase involves the creation of process models. Process class modeling consists of determining every detail of how everything should function when executed.
This roughly, in addition to prior process analysis aligned with the company’s strategic plan and business objectives, involves:

– Drawing the process model flow diagram.
– Assigning attributes to all the objects in the diagram: chronometry, fields and documents used, relevant Business Rules, performers, instructions, etc.
– Running Simulations (statistical and/or real) to check their performance.

In this second phase, senior management is responsible for establishing the rules, processes, documents, etc., which dictate how the company is organized. IT personnel determine the technical aspects such as integration with external applications, performance optimization, etc. (The majority of these can be done without any programming).

3. In the third phase, the iBPMS is ready to execute processes and the company can work with the suite by completing their tasks. This phase affects everyone involved in the company’s day-to-day work including external parties, e.g. customers, suppliers, Partners, etc.

4. The fourth phase involves the observation, control and analysis of the execution results. Process managers and senior management can witness the true performance of all the processes while they are running (times, delays or advances, costs, pattern deviations, etc.) without having to wait for subsequent audits.

In view of these results, changes are made in the processes to optimize performance and efficiency which naturally generates a culture of continuous improvement within the company.