Every organization runs on processes — the structured sequences of activities that turn inputs into valuable outcomes. Whether it’s developing software, handling customer support, or managing IT services, processes shape how work gets done. But without proper management, even the best-designed processes can break down, causing inefficiencies, wasted resources, and frustrated teams. That’s where process management comes in.
The management of processes is the practice of analyzing, designing, executing, monitoring, and optimizing business processes. It helps organizations stay agile, continuously improving workflows to adapt to changing needs. By understanding how tasks flow, where bottlenecks arise, and how resources are allocated, businesses can streamline operations, boost productivity, and enhance customer satisfaction.
In the following articles, I’ll walk you through the core concepts of process management, why it matters, and how to get started. Let’s dive in!
When I began modeling processes, I quickly learned that defining the what isn’t enough. I also needed to show the who. That’s why I love using BPMN Lanes in Camunda. Lanes help assign tasks to the right person, department, or system. They make process models readable and practical. In this post, I’ll show you exactly how to use them—step by step—with a clean, minimal example.
Before any process can be automated, monitored, or improved, it must first be understood. That’s why the design and analysis phase is the foundation of the business process lifecycle. In this five-part series, I guide you through every stage of the lifecycle. We begin with design and analysis — the phase where everything starts. It
When I first looked into process optimization, I focused too much on individual steps. I would fix issues inside departments but miss the bigger picture. Then I learned about the end-to-end process. That changed everything. Suddenly, I wasn’t just looking at isolated tasks. I was looking at full customer journeys. From the first touchpoint to the final outcome. This article shows you why end-to-end processes matter and how they connect your entire organization — front to back.
When I started working with business processes, I realized something crucial early on: not all processes follow the same logic. Some processes aim to create value for the customer, others exist to support that value creation. And a few manage everything from start to finish. If I want to improve how an organization works, I need to understand each of these process types in detail. In this post, I’ll explain the most common process types, show how they differ, and share real-life examples so you can see how they work in practice.
When I first began comparing the public and private sectors, I quickly noticed something fundamental: they follow very different logics. While both aim to serve people, their methods, goals, and structures diverge sharply. In this article, I’ll explain what process orientation means in public service. I’ll also show how it contrasts with private enterprise—and why this matters for modern administration.
Understanding the difference between a process and an algorithm is essential in both business and technology. I often come across situations where these terms interchange, but they describe fundamentally different concepts. In this article, I’ll explain the difference between process vs. algorithm and show how they can complement each other.
When I first encountered BPMN, I felt slightly overwhelmed. After all, processes and models can seem complex at first glance. However, when I started working with Camunda, everything quickly became clear. In this article, I’ll walk you through a straightforward yet effective BPMN example. With my step-by-step guide, you’ll create a practical process using Camunda effortlessly.
Have you ever wondered how successful companies stay organized and efficient? Well, today, I’m diving into the exciting world of business process management. Clearly understanding what is process management can truly transform the way you run your business. Let’s explore this essential topic together in greater detail!
I’ve noticed something crucial during my years working with businesses and IT teams. Often, these groups struggle to collaborate smoothly. Why? Because they’re approaching business process management from completely different angles. Let me guide you through this challenge and explain how we can bridge this gap effectively.
When I analyze business processes, I often find one repeating issue: unclear responsibilities. This isn’t just a detail—it’s a major source of delay, confusion, and even failure. Over time, I’ve learned that I can’t fix processes without fixing responsibility first. In this article, I’ll show you how I tackle unclear responsibilities in process analysis. I’ll also walk you through a real-world example—and how I use a RACI matrix to make sure every task is clearly owned.
