Business Process Management
BPM services are positioned within demand and capability. Demand reflects the organisational need for the BPM through marketing and communication and the capabilities describe the readiness of the group to provide a service.
1) BPM MATURITY ASSESSMENT
There is an ongoing assessment of BPM maturity in any organisation and within iQcodex. The evaluation of capabilities along with the initial six factors for road mapping leads to a strong starting point for BPM identification, implementation and evolution. This service highlights the demand for the BPM and ranges from interviews to workshops to surveys.
2) STRATEGIC ALIGNMENT
Before any process improvement or BPM activities are initiated, a service needs to target the assessment of a process in terms of its corporate strategy and mission. Our service is based on an understanding of the strategy and how it works for different processes. Data collection is also factored in and the deliverables would feed into potential business cases whilst operationalizing BPM objectives.
3) PROCESS MODELLING
Process modelling defines the business process documentation and aims to transfer business documents into process models that match the methodology and conventions. Process modelling remains central to what we do at with iQcodex, and it demands substantial scalability and expertise. The more process modelling is centred on enterprise-wide processes or design architecture, the higher the requirements in terms of the qualification and experiences of the process analyst.
4) LIBRARY MANAGEMENT
In addition to modelling and managing business processes, certain artefacts have to be maintained. Examples of these artefacts include complementary or conceptual models of data, knowledge, risks, and applications and anything else that provides a wider context for process models. This service sometimes includes managing a process-related knowledge repository too.
5) PROCESS IMPROVEMENT
Process improvement goes beyond process modelling, and focuses on improving an entire finished process. We use skilled analysts and possess expertise in process analysis, enhancement, utilization, derivation, and innovation. Process improvement is at the core of what iQcodex and the PSU does. The related service specification has to be clear about deliverables and future process models, issue registers, and improvement proposals. A final business case is usually, however, in the hands of the project manager.
6) DESIGNING PROCESS-AWARE INFORMATION SYSTEMS
Business processes need process automation and support through an IT infrastructure. A thorough process design captures all services related to developing models, that improve process analysis and convert these models into requirements that outline the complete configuration of process aware information systems. This service uses our specialized resources and years of knowledge of Business Process Management systems which in turn, helps with the process-oriented business-IT alignment.
7) PROCESS AUTOMATION
Our BPM service also helps with the implementation and execution of processes. This is done through system development work, and is found in the IT department. This is a very quick moving developing BPM service and also focuses on the evaluation, selection, and implementation of process-aware information systems.
8) PROCESS CHANGE MANAGEMENT
Process change management covers re-designs, profiling, job ranking, recruitment, policy and changes to documents. It is vital in transforming and forming an improved process. We have a secondary role in this service but still help to maintain consistency. We also provide support services for change managers.
9) MANAGEMENT OF BPM PROJECTS
A BPM service like ours also looks at project management. The project manager, who is process-minded and knowledgeable of process management makes sure there is a strong focus on processes throughout each project. Their skills are also centred on the enterprise-specific project management methodology.
10) PROCESS GOVERNANCE
Process governance also becomes a part of the service. This covers roles and responsibilities, along with other duties and decision-making processes. Our service and software's revolve around the governance of specific business processes. Process governance gives guidance on the responsibilities of a process owner, the implementation of decision-making authorities, or the institutionalization of process-related tasks.
11) PROCESS COMPLIANCE
Organisations such as ours are constantly acknowledging the role of business processes and business process models and we have a high level of knowledge about compliance standards to customize and edit BPM methods. Process compliance also includes support services related to compliance monitoring, but we need to be aware of issues related to scalability when there are such large numbers of compliance standards all over the world.
12) PROCESS PERFORMANCE MEASUREMENT
Process performance measurement has the potential to be a high value service and we offer many different technological services in support of this. We host a number of solid skills related to activity-based costing, economic value added, forecasting, and process simulation. Process performance measurements come from Balanced Scorecards and Strategy Maps and effective ways of collecting the identified measures are established.
13) PROCESS FORENSICS
Process forensics helps to identify why certain processes can fail. Process forensics is designed as a service to find out the causes of errors in the execution of processes in the business. This service requires close collaboration with different forensic activities and will be activated by insufficient process performance/compliance. It can be envisaged that process forensics can be integrated with old analysis approaches too.
14) PROCESS (MANAGEMENT) EDUCATION/TRAINING
Business Process Management can always be improved and that is why education is always a priority, so that success can be achieved. Whilst demand is high in the beginning, it will still increase over time. We internalize this service, by adopting different education methodologies along with process improvement sessions.
15) PROCESS PORTFOLIO MANAGEMENT
We have a proactive approach in which we use process portfolios to identify certain processes. Process portfolio analysis needs a process architecture and can be used to find processes that are ready for compliance management or improvement. Process portfolio management helps to condense process model information, and has the potential to become a steady base for decision making processes.