Business process management (BPM) is one of the types of modern software initiatives involving business process software. Business process reengineering (BPR) is business process software that was also very popular in the 1990s. Business process reengineering and business process management have the same goals to achieve efficiency and organizational effectiveness, but each is a different approach that has its own merits.
ContentsSimilarities and differencesAdvantages of BMPAdvantages of BPRChallengesA new approachConclusionThere are many things that separate the two, although they are approaches to improving business workflows that share some similarities. Although some may view them as rival approaches to the same goal, there is another option:to use them both in their specific capacities to improve your business workflows. But first, you'll need to understand the two in a more intimate way. So what exactly are the similarities – and differences – between BPM and BPR?
BPM and BPR processes each consist of several steps, and each process improvement approach is geared toward greater productivity — by improving individual factors like speed and quality in the processes present. These approaches also aim to reduce expenses, and their necessary steps include measurement evaluation and analysis.
While BPR encourages the redesign of the structure and flow of a business process for strategic purposes, what we see with BPM is a disciplined managerial approach that focuses on maintaining the current design of a process in order to to strengthen it. BPM as a whole is the general business practice that is now generally accepted as the backbone of any workflow, particularly relying on its interactions with HR and IT more than anything. Meanwhile, BPR manages to improve business processes instead through detailed collaboration with all departments, transcending organizational boundaries and redesigning the process itself as needed to meet the objectives of the approach.
With all of this in mind, it may seem to some that both approaches are counter-intuitive – and in some cases, that's correct. However, there are things each has to offer that can prove to be a substantial benefit to any workflow.
Business process management focuses on procedure and keeps a process as it is; as such, it shows a heavy reliance on automation tools to reduce redundancies. When done well, it means other things can become the focus of the process — including reducing expenses such as cost and effort. This type of optimization is obviously desirable for anyone trying to manage multiple processes, and companies often opt for an approach that emphasizes this. Another benefit of BPM is that the customer experience is more central to overall in-kind process improvements.
The idea behind BPR is that rebuilding the process can benefit the output of the workflow – and since output is the primary focus, BPR generally delivers higher quality output overall. It also has the added benefit of discerning and ultimately eliminating redundancies, since they are actually a source of quality degradation. BPR's focus on quality necessitates such elimination, and overall improvement goals are achieved through this internal restructuring rather than through tools that enhance the existing structure.
In the BPR approach, there is a general understanding that expenses will increase — proving to be much higher than those of a BPM approach. This is because business process software helps reduce ongoing costs, while BPR aims to reduce expenses over time over the long term. However, while traditional BPM makes processes less expensive in general with things like automation in place, the overall quality of process output is reduced by the approach's inability to decrease redundancies or time-consuming tasks. . – instead of allowing it to exist by automating those tasks instead. This can waste time and resources over long periods of time, which obviously can affect not only costs and such, but also the business process.
The technological benefits of automation cannot be ignored, and given this fact, BPM has proven to be the most influential and productive approach in recent years. It is evident that this can create a more modernized business process – hHowever, the manner in which production benefits from strategic and intimate restructuring as carried out in BPR approaches is an undoubted boon. A generation of new approaches to improving any business process should be considered by allowing automation to be the driving force to deliver lean and cost-effective operations, while eliminating redundancy and re-engineering business processes to the extent possible to reduce the number of places where automation is needed, among other things.
By using the overall BPR goals in such a new combined approach, you can start looking for ways to increase the quality of your company's output. By also implementing the principles of continuous improvement that are present in traditional BPM, you can reduce operations while ensuring the best customer service.
Every way you look at business processes has insights to glean, and as you continue to evolve your own approach, you'll see the added benefits of BPR, BPM, and others to boot. The catch is that in a time when everything is changing so rapidly in the business world, certain approaches have to become adaptable. As you adopt new approaches to process improvement and the like, you might even find other options for approaches that help eliminate waste, increase productivity, and meet your customers' needs. in a way better than ever.
