Many businesses have traditionally operated along functional or departmental lines. The Accounts department manages all the accounting functions, Marketing handles the marketing function and so on. While this type of operational model does have its merits - many businesses have attained much success using it - there are certain drawbacks associated with it. One of these is that each department (or function) becomes a self-standing entity on its own and seeks to maximise its own outputs in its own time.

Business process management takes a rather different view of business. It is a holistic approach that focuses on the business processes that result in providing improved service and quality to the customer. The business is defined in terms of value chains that provide a view of the entire process of producing value from inputs through production to outputs and sales. Taken one step further, customer feedback about the product or service becomes an input into the the process and could well result in improved design.

Managing business along process lines demands a change in the way management operates. Departments are no longer self-serving entities. The various business components must work together to deliver what is needed to produce the final products that the market requires.

Business process management can be seen in terms of a cycle. The life-cycle involves a number of steps beginning with design followed by modelling, execution, monitoring, optimisation and back to design where the process is repeated.

The design step consists of identifying the processes - initially the existing or as-is process then the to-be process which includes the required changes and enhancements to the process. Duplication of tasks are removed. Unnecessary tasks are removed. The process may involve changing the sequence of processes and the location of the various processes in order to minimise wastage and eliminate delays between the different tasks involved.

The modelling step involves the creation of a logical model which allows a walk-through of the process flow. The modelling step could involve a prototype of the entire process to eliminate flaws.

The execution step involves putting the modelled process into practice. This could involve the use of computer processors that are used to control automated industrial processes, and by implementing a work-flow system. Work-flow is a common means of managing processes. As an item of work arrives it is targeted

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