The Methodological Instrumentarium for Managing Business Processes in an Organization

Abstract

The article analyzes the essence and content of business processes in a broad sense: as a structured sequence of actions to perform a certain type of activity at all stages of the life cycle of the subject of activity – from the creation of a conceptual idea through design to implementation and obtaining results. It is noted that there is no standard list of business processes – each organization must develop its own «architecture» of such processes. Concerning the aforesaid, the experience of implementing the process management has testified to the advisability of identifying and classifying the business processes by a specially formed team, which must include: the owners of the organization, top managers, and specialists who know the problems and technologies of the company. It is emphasized that process management helps to optimize the use of resources, reduce financial costs, increase the efficiency of the organization and the quality of work, increase customer and employee satisfaction, while process modeling and analysis allow to develop the organization, improve the efficiency and quality of its functioning. It is shown that in practice, business processes are usually determined based on the needs of customers, and it is important to ensure the smooth execution of the process, which, in turn, will allow the organization to increase added value and maximize the usefulness and value of products and services for its customers. The authors prove the need to use business process reengineering as a special approach to reforming the organization’s activities, which consists in a fundamental redesign of work processes in the organization in order to improve key indicators, reduce costs and, ultimately, increase profits.

Keywords

• methodological instrumentarium
• process-oriented management
• business processes
• «architecture» of business processes
• modeling of business processes