ISO 9001

International standard for quality management systems.

A collection of international food standards, guidelines, and codes of practice aimed at promoting food safety, protecting consumer health, and facilitating international food trade by ensuring the harmonization of food regulations and standards worldwide.

Study of a process to identify bottlenecks, redundancies, and opportunities for improvement. Central stage of the BPM lifecycle, executed after mapping the current state.

Hierarchical structure that organizes an organization's processes into levels (macroprocesses, processes, subprocesses), creating a view of how processes relate to each other.

Element that represents a unit of work performed by people or systems. In BPMN, it can be a simple task or a subprocess, represented by a rounded rectangle.

Automated execution strategy for tasks in a closed cycle of modeling, execution, and measurement; it is the operational layer of what BPM defines.

Representation of the process in its current state, before any improvement intervention. Contrasts with the To-Be model, which describes the desired future state.

Continuous and strategic approach to define, execute, monitor, and optimize an organization's processes end-to-end, combining people, technology, and methods.

Software that allows modeling, executing, automating, monitoring, and optimizing business processes. It is the technological layer that enables BPM practice in organizations.

Business Process Management Common Body of Knowledge. Guide published by the ABPMP that consolidates the essential body of knowledge for the professional practice of BPM.

Set of strategic activities that an organization performs to deliver value to the customer (Michael Porter's concept). In BPM, it is a reference for identifying which processes are critical to the business.

Measure of a process's ability to produce results within specified limits. Evaluates whether the process is predictable, stable, and capable of meeting defined requirements.

Phases that make up continuous process management: planning, analysis, modeling, implementation, monitoring, and refinement. Represents the iterative nature of the discipline.

Degree to which the actual execution of a process follows the modeled flow. Measured by Process Mining tools. Indicates deviations that require correction or redesign.

Mechanisms that ensure process execution as modeled, within expected parameters. Includes alerts, escalations, and monitoring dashboards.

Stage of the BPM lifecycle where the future process is designed based on opportunities identified in the As-Is analysis, defining how it should work in an optimized way.

Formally responsible for the performance and continuous improvement of an end-to-end process. Strategic role in BPM, acting as the main accountable person for the process's success.

Relationship between delivered results and consumed resources. Efficient processes produce expected results with the least waste of time, effort, and cost.

Integrated business management system. In BPM, it is integrated into the BPMS so that automated processes can read and write data in modules such as finance, inventory, and HR.

Ability of a process or BPMS platform to grow in volume without loss of performance. Scalable processes are standardized and replicable.

Transfer of an activity or responsibility between participants in a process. Poorly managed handoffs are a frequent source of delays and loss of information.

Map of a customer's interactions with the organization across an end-to-end process. In BPM, it guides the design of internal processes to align with the expected final user experience.

Visual documentation of the stages, actors, systems, and information flows of a process. It is the starting point of any analysis and improvement initiative in BPM.

Central principle of BPM which assumes that processes must be constantly reviewed, measured, and enhanced. Directly related to PDCA and Lean Six Sigma.

Business Activity Monitoring. Real-time tracking of running process instances, with alerts issued when parameters go outside established limits.

Actions to improve the performance of an existing process, reducing costs, cycle time, and errors. Driven by monitoring data and process analysis.

Technique that uses system event logs to discover and monitor real processes. Allows identification of deviations between the modeled process and the one effectively executed.

Set of activities that transform inputs into outputs with value for an internal or external customer. It is the fundamental unit of management in BPM.

Degree of adherence of process results to established requirements. Monitored by indicators and audited by execution trails, ensuring compliance and predictability.

Centralized database where process models are stored, versioned, and made available. Essential for the governance and traceability of organizational processes.