In today’s world, processes and operations are:
An organization needs to be able to visualize where it currently sits and where it should be in order to effectively manage this complexity and change. This, of course, can be incredibly difficult to predict accurately. Thankfully, business process modeling gives the organization a tool to assist in documenting and mapping current processes for analysis and improvements. It also helps the business in navigating the chaos of distributed, dynamic, and disrupted business.
The definition of risk, as defined in ISO 3100, is that “risk is the effect of uncertainty on objectives.” Organizations need a clear understanding of what process objectives are and how business processes function to clearly identify, assess and monitor risk to those objectives within business processes.
Risk is inherent within every business process and this requires that it be managed within every business process. This starts with understanding the process objectives and then identifying the risk of uncertainty in achieving those process objectives. From there, the organization can accept the risk, avoid the risk, transfer the risk (e.g., hedging, insurance), or it can control the risk implementing controls in the business process. Organizations need a capability to document business processes and identify and analyze emerging or potential risks within them. It is also critical to map process inter-connectivity to other operations and processes scattered throughout the business. The absence of a system to identify and analyze business process risks is a major weakness for an organization's risk management and compliance departments. A process modeling method should be implemented to document process-related risks and their relationships with the organization’s goals, other risks, processes, and overall operations.
Business process modeling helps the organization in visually documenting processes and maps out how processes are to function and be controlled to mitigate risk and provide reliable achievement of process objectives within the organization. This offers a baseline to make future improvements.
Business process modeling allows the company to visually represent the vast web of interconnected processes, activities, transactions, behavior, and relationships throughout the business. This gives the organization a greater opportunity to spot areas where efficiency can be improved, and where risk can be mitigated through process controls. Business process modeling integrates the practices of process improvement, process mapping, process simulation, and process analysis. This clarifies and defines the current processes in use and represents the potential for new processes.
Risk Management and Business Process Management (BPM) are traditionally thought of as separate and distinct disciplines. But BPM has risen as an effective tool for understanding and controlling inherent risks within business processes.
Ironically, risk management traditionally has had little to no focus on improving business processes – where the event actually occurred and was produced. By integrating business process modeling with risk management activities, the picture of the connectivity of risk within each process, and its impact on operational workflows begin to clear up.
This leaves the organization with a need to assimilate and integrate the best features of risk management and business process modeling. The objective is that emerging risk events and their recovery and mitigation plans are embedded directly into business process model. They can then be leveraged as a tool for managing business change.
By integrating the features of BPM in traditional risk management practices, the organization is able to implement a more effective business process and risk management model for the enterprise as a whole. This integration allows the organization to understand emerging risks. It also gives the organization the perfect opportunity to revamp business processes to make the organization more effective, efficient, and agile.