Business process performance management

Business process performance management

Success Factors in Process Performance Management

Success factors are the indicators of process activities that can be measured with the effective performance at all functional level. The management needs to find out the success factors to analyze the situation and take necessary steps. The success indicators including process performance, team performance, individual performance are the reflection of overall organizational performance (Lasini and Leist, 2013).

This article guides me to understand the key factors of performance management which are the crucial factors of a company’s growth. The possible factors can be maintained in a proper way to build a succession way of an organization. The management of the organization is responsible for taking necessary steps to preserve the factors reliably t utilize for future program forecasting (Lasini and Leist, 2013).

Model of process performance management

Yen ( 2009) studied on the process performances and suggested a simple model shorten the process activities comfortably. The proposed model is suitable to apply in complex organizations to make satisfactory output. The model signifies a two-way process, either to reject the performance characteristics or accept and grow it. It depends on the situation to decide the acceptance or rejection of the information flow in the process.

This model is valid for complex organizations, where the flow of information is high, and the maintenance is a very tough task to commence. An experienced project manager can only handle this type of complex situations in a better way (Yen, 2009).

Model of process performance management:-

Framework to review performance measurement system

The framework suggested by Manoochehr et. al. (2009) give a short overview of the flow of instructions from top to bottom level in an organization. They believed the performance measurement system is a continuous process like the process activities done in an organization. There shouldn’t be any block in the measurement as it can affect the total management system drastically.

As this framework is a clear overview of performance measurement, it includes all the elements related to the process management and supervises in a systematic way. A clear understanding is required before inputting the framework in practical work activities (Manoochehr et. al. 2009).

Balanced Scorecard in performance management

Yuanhong et. al. (2015) proposed a balanced scorecard to keep a good control on the activities of business process performance management. The scorecard is based on different managerial functions that specify their sub-functions to perform the process activities. The model is based on four houses namely financial, operation, customer, and people. These all are needed to connect with each other to maintain a cordial relationship.

The framework is based on a simple system process which will be helpful not only small or medium organizations but also the large ones. It illustrates a clear defined business system and performance indicators to facilitate the activities effectively (Yuanhong et. al 2015).

Building process performance measurement system

The business activities are needed to establish a profitable way in the modern competitive business world. The business process of organizations needs to be maintained with appropriate skill and expertise. The growing trends force organizations to structure a clear process management system to simplify the process activities at each level. (Kueng and Krahn, 1999).

A three-way process is suggested by the author t build a systematic performance management process; process design, a practical business case and process measurement indicators. These three elements are vital in making the framework of a business process management system in an organization (Kueng and Krahn, 1999).

Reference List

lasini, J, & Leist, S 2013, ‘Success factors in process performance management‘, Business Process Management Journal, vol. 19, no. 3, pp. 477-495.

Yen, V. C. (2009) ‘An integrated model for business process measurement’, Business Process Management Journal, vol. 15, no. 6, pp. 865-875.

Manoochehr, N, John, R, & Ip-Shing, F (2005), ‘A framework to review performance measurement systems,’ Business Process Management Journal, vol. 11, no. 2, pp. 109-122.

Yuanhong, C, Zengbiao, Y, & Lin, TW (2015), ‘How Zysco Uses The Balanced Scorecard. (cover story)’, Strategic Finance, vol. 97, no. 1, pp. 27-36.

Kueng, P. and Krahn, A. J. W. (1999). Building a process performance management system: Some early enterprises. Journal of scientific & industrial research. Vol. 58, pp. 149-59