Performance

Technique that classifies each process step into: adds value to the customer, adds value to the business, or is waste. Serves as the basis for optimization initiatives.

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

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.

Interactive visual panel with real-time process performance indicators. Allows managers to track instances, identify bottlenecks, and make data-driven decisions.

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.

Point in the process where the flow is slowed down by insufficient capacity, queues, or dependencies. Eliminating bottlenecks is one of the main objectives of process analysis in BPM.

Policies, roles, and control mechanisms that guide how processes are defined, managed, and improved. Ensures strategic alignment and consistency in execution.