A business process comprises a “series or network of value-added activities, performed by their relevant roles or collaborators, to purposefully achieve the common business goal.” These processes are critical to any organization: they may generate revenue and often represent a significant proportion of costs.
As a managerial approach, BPM considers processes to be strategic assets of an organization that must be understood, managed, and improved to deliver value added products and services to clients. This foundation is very similar to other Total Quality Management or Continuous Improvement Process methodologies or approaches.
BPM goes a step further by stating that this approach can be supported, or enabled, through technology to ensure the viability of the managerial approach in times of stress and change. In fact, BPM is an approach to integrate a “change capability” to an organization – both human and technological. As such, many BPM articles and pundits often discuss BPM from one of two viewpoints: people and/or technology.