Process Intelligence

Activities performed by people in their day to day business lives are somehow related to their business goals. The vision of an enterprise set by the execs is translated to be executed by their workforce. How effectively this is done is what determines the profits of their shareholders, the benefits of employment and the partnerships of people involved with it. The tools and techniques used by the majority of the workforce and its culture impacts the effectiveness of an enterprise. Corporate performance management depends on its business process management.

If all business activities are well defined, documented and agile enough, the corporation could become very effective. It will be easy for people to follow whats going on, know whats going on and change whats on going on proactively. KPIs and business score carding tells us whats going on. In order to follow whats going on you need to know what business processes are behind these metrics and how they are executing and what they look like and so on. In order to change things you need to be able to inherently understand the goal of the business process, relating rules and policies, and how this is all coming together in your enterprise that potentially has many dependencies over many business processes across many domains.

This knowledge is what I call “Process Intelligence”. This stuff is the key value that comes out of a good BPM system. K2 blackpearl in particular, arms you with an array of tools to access and manipulate process intelligence. As a user you are not restricted to what IT has implemented for you. You can augment the reports, metrics and forms to suit the way you work with process intelligence. This aspect is crucial to be proactive.

Other pieces of information logged such as, when what started by who from where with what and how, error messages, duration, costs, calendaring, delegations in various levels of detail are part of process intelligence as well. The historic information collected over process instances, the various versions of your process maps, the change management activities on these process collections also give you insight. Business rules and policies used in these process maps are also important.

To use this intelligence in various ways, you also need capabilities that help you with the opreational aspects of business process management. If you have determined that a particular business unit is in crisis, you need to be able to help by reducing workload, increasing bandwidth, etc. You may let the system handle this on its own or want it to help you.

A good platform that is architected to support dynamic business applications will let you do all this and more with less.

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