Business process management: concepts and applications

¶ … role of Information Technology in Business Process Management?

Information Technology is considered an integral part of a Business Process Management (BPM) improvement program. For BPM to be successful, it must embrace standards that complement overall organizational structure and standards within each department including the information technology department. However, utilization of information technology as an essential component of business process management can result in negative outcomes. There are a few disadvantages of information technology in BPM, as discussed below.

As mentioned, it is critical that standards are developed for BPM to function effectively. BPM by nature requires that an organization operate in a process oriented manner rather than in a functional manner. Traditionally most organizations have been more compartmentalized or hierarchical in nature, operating department by department. Because of this many information technology departments are used to working as independent units rather than as part of an overall process system. A change in culture and philosophy will need to occur if information technology is to successfully integrate it processes with those of the organization as a whole.

With information technology, standards and modus of operation are constantly changes. This may require that an organization continually work to upgrade its process management systems to keep in line with information technology, which is constantly changing. Frequent changes in BPM can result in increased overhead expenditures and financial output within an organization.

There are some cases when standardization of processes isn't possible. BPM and information technology can still work together however. When standards are not available BPM can still function if it focuses on supporting the life cycle of the business process management process (BPMI, 2004). This includes standards development that examines process design, deployment, execution, maintenance and even optimization (BPMI, 2004). This will requires however that business management processes work directly with information technology at each step of the process.

For business management processes to work directly with information technology at each step of the process a culture and system that fosters intense cooperation and collaboration is absolutely essential. One disadvantage at this point is a lack of technological 'know how' among top management. For support and collaboration to occur at each level of process management, it would be necessary to have managers that are well versed in operational as well as technical or technological matters.

While it may benefit many companies in the long-term to hire management teams that are competent with regard to operations and technology, in the short-term managers that aren't technically savvy mail fail to adequately understand the implications of information technology and fail to fully integrate organizational systems.

BPM can be viewed as the point where the business environment mingles with the technological environment. For BPM to function effectively as a process oriented system utilizing information technology to streamline overall organizational processes, it is critical that both aspects of an organization are run along similar organizational guidelines. It is often difficult to streamline a business environment with an information technology environment. The goals and objectives of both may be very different.

BPM generally presents a radical way to organize an enterprise and integrate information technology with traditional business services (Linden, 1993:9). An organization can operate more functionally if information technology is integrated with business management processes. The integration process however can be long and cumbersome. Yet another disadvantage is that information technology utilization generally requires frequent upkeep and training. Employees will not only need to be trained at the outset of implementation of an integrated system, but will need continuing training over time to keep up with technological changes and standards. This time will also increase overall organizational expenditures.