The organizational impact is high and not well-understood. Workflow technology changes the processes and organzation and often fails because of a bad understanding of how people really work. |
Industrializes process enactments, squeezes hierarchical tree, frees form participants location constraints, enables process analytical costs measurements, promotes predictive costs analysis of new products processes support costs, makes quality and performance predictable.
A new industrial approach of information economy. |
Process automation should result in systems that more closely match the objectives of the business; systems that support a far greater level of functional flexibility; systems that dramatically reduce the time required to change the implementaiton of core business processes. Systems that provide much greater levels of business level information about an organizations performance (BAM) |
The most significant potential organizational impact involves the organization of resources. An organization that implements workflow properly has the advantage of being able organize there resources to perform work efficiently in their current busines evironment and has the flexibility to addapt that organization of resources to keep pace with thier changing business needs. An organization with out workflow, or an organization that has implemented a workflow that is so significantly complex that frequent changes to process structures are risky |
- accelerated business processes
- reduced error rate
- increased standardisation
- clear business rules
- reduced flexibility
- increased transparency due to efficient process monitoring |
Increased efficiency and effectiveness, and a rethinking and redesigning of business processes |
Organizational and systems co-evolve. The impact is thus a function of the particular organization, and the particular system. Given our incomplete understanding of human organizations, it is frequently challenging, and sometimes impossible to predict all the impacts of process automation. |
Not sure I understand this question completely.
practical impact up to now, vrey little. nobody is really using it. Potentially, it has a big impact if standardization occurs and if the heterogeneity in the invoked applications is reduced. Today it is too much of a pain to develop a workflow application |
High. A company achieves durable control over the workflow-enabled business processes. The workflow participants have the information they need to perform their tasks well, at their fingertips. Employee migration from job to job is supported. |
Such systems help to carry out business processes easier, faster and more efficiently. Organisations tend to become more aware of their proper processes and are enabled and encouraged to change these continouously. |
The organization will act and will be organized in line with the business process, not business area. |
This very much depends on the definition of process automation and the application domain. I will assume 'typical' workflow management in business environments below.
WFM is typically used to enhance the efficiency of business processes, but can also be used for enhancing the effectiveness. In new e-business settings, however, WFM can be used to enable new business paradigms (typically of an inter-organizational nature). |
Increased productivity - productivity being defined as quantity, quality and economy. You cannot have one without the other. |
There are two:
1. The needs of the Business Process Owner – the CEO. Those four simple steps mentioned above is key to all of this
2. But we must also address the needs of the Data Owner – the CIO
The CEO - In tough economic times, one thing moves to the top of the CEO’s agenda - the need to improve business processes. Rapid payback and quick return on investment become crucial.
As well as reducing costs, the CEO needs to improve business controls, and provide quicker response to customers. And above all else, the CEO needs to deliver improved business processes by harmonising with existing infrastructures and technologies, such as ERP and CRM. The only effective way of achieving these objectives is to improve the effectiveness and flexibility of end-to-end processes.
By implementing BPM, the business community will be able to build and execute processes that are designed with customers in mind, deliver better quality, faster and at lower costs, and retain competitive advantage by being able to execute processes that deliver the business strategy. The CEO doesn’t care about systems integration or the concepts of straight through processing, however valid that may be. But the CEO does care about monitoring how the business is performing, being able to react to changes in the market, handling exceptions quickly and effectively and having a complete view of the organization.
The CIO – has the task of making sure the needs of the CEO are fully met quickly, effectively and with zero disruption to the business. Systems implemented in today’s rapidly changing technology world must show fast ROI and bring benefits to the bottom line, without having to discard what works.
Providing technology that enables users to map out the business process in clear graphical notation is an important aspect of the technology, but it’s only part of the solution. Being able to execute that process, facilitate simple integration with legacy systems and commercially available packages and monitor/manage how those processes are executing, are also vital components. Furthermore, BPM as defined here, enables the CIO to implement new applications quickly and tie the front office applications and the back office systems. This reduces maintenance costs, time to deploy and makes the IT function far more responsive to the business needs.
Provided the implementation of this technology is well planned, well communicated and well understood by all those affacted - it can only be deployed for the good - it is essential that this technology does not become tarnished with the same brush as BPR - then we're all set. |
Coordination is a term used to mean all the extra effort needed outside of the particular activities, in order to make sure that the activities are requested, and recorded. In situations where the coordination costs are high (such as help desks) the impact of workflow has been highly beneficial. |
Process automation systems drastically change the way work is carried out in organizations. This may result in changes in organization structures, job descriptions, etc. |
manyfold - maybe the strongest is often reducing the autonomy of workers, which often leads to acceptance issues. New approaches in case-based workflow or case handling might be relevant here. |
Clearly, it would be the reduction in head-count. By automating a process you remove the need of a "body" to complete that process. |
The organizational impact simply efficiency and headcount reductions. |
Very high, since the technology does not really work. So it is a high negative impact. |