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BPMS and Dynamic Project Management

Project Management excellence should be based on a Business Process Management Suite with a great potential for automation, but which is also capable of being agile and flexible when carrying out instant changes and adjustments, without losing control.

Projects are dynamic by nature, and therefore they should be managed with tools that are able to dynamically automate the lifecycle of each project in its entirety: Configuration, Planning, Execution, Follow-up and Results Measurement, allowing great agility and flexibility when undertaking any instant adjustments but without losing control at any time.

Any type of project can be managed with a next-generation BPM Suite, those that represent the entity’s core business (in construction or engineering companies, etc.) and those that control the complex activities involved (installations, reparations, etc.), commercial actions (marketing or sales campaigns), human resource projects (recruitment, training, staff awareness campaigns: hygiene, occupational safety, etc.), extra activities such as office renovation and, in general, any set of complex activities that require a certain control.

Furthermore, a next-generation BPMS makes it possible for a company to apply any project management methodology (or any combination of methodologies) depending on the type and the circumstances of the project and company.

Basic functionalities for managing projects

Project Management excellence should be based on Business Process Management, but not all BPMS are capable of effectively managing complex projects.

Dynamic Project Management is only possible if the tool includes, like AuraPortal, special features and capabilities that are generally difficult to find as a set, both in specific applications and in Business Process Management Suites. These are:

The Project as a Control Unit

In Project Management the control unit is not the Process, but the Project itself. This is because in a project, usually more than one Process intervenes.

Therefore, the BPMS must have certain capabilities, such as:

  1. Management and Administration of the Projects themselves
  2. Control of all the Processes that intervene
  3. Control of all the Tasks and activities carried out for the Project
  4. Management, Administration and Control of other auxiliary elements that intervene in the projects and that must be controlled.

Complex, Flexible and Effective Processes 

Due to the special characteristics of the projects, the BPMS should:

  • Be capable of instantly creating and modifying complex processes, without resorting to programming.
  • Include a Process Workflow that contains automated systems to safely resolve issues, such as the Treatment of Transactions and Compensations, the inclusion of Observatories in the Process Diagrams, etc.
  •  Adopt Distributed Treatment technology to help the currents flow between the possible processes of a particular case, due to the fact that in most projects, several processes intervene and for the most part are interconnected. This technology makes it possible to deviate the current at any given time to other processes, with or without returning it to the original process.
  • Include the intervention of Mandatory Tasks, Foreseen and Unforeseen, with Dynamic Forms that are capable of being shown or hidden depending on the circumstances.
  • Allow the agile creation of Additional Management functions (with no need for any programming) to control the different types of Projects and the elements that must be controlled within these projects.

Documents and Digital Content

The handling of documents and other content forms part of the activities involved in project management, and therefore they must be closely related.

The BPMS must be capable of automating the whole document lifecycle: Capture and Creation, Storage, Flow, Access and Elimination, the automatic creation of intelligent documents with automatic digital signatures, and an agile and automatic file system.

Intranet and Extranet

Another important aspect of project management is the necessary Communication between all the users that act in the project, and the Collaboration (active participation in the BPM Processes) between the personnel in the different entity departments, work groups, delegations, etc., also reaching the external users (agents, customers, suppliers, subcontractors, etc.).

Analysis and Control Tools

Project management needs tools that make it possible to observe, control, and analyze the execution of each project in its entirety, and to analyze the results from completed projects to ensure a continuous improvement.

But above all, these capabilities must be fully integrated and be accompanied by a great agility and flexibility to undertake any type of change, instantly and with security.

Case Study

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More Stories By Nina Moon

AuraPortal, BPM, BPMS, CRM, CRM automation, CAASPRE Consulting, Gartner, Business Process Management, Rules Engine, Process Engine, Document Management, Portals, Intranet/Extranet, Supply Chain, Process Models, Summit, Business Users, Consultants, Independent IT Companies, Sales Agents, Partners.