Good governance for businesses and processes mirrors the way we describe good governance for countries, but it is more prioritized and focused (see figure 1). Quite often governance springs out reaction to situations that keep occurring, so extension and adaptation are very necessary to be successful with governance that is on top of things, so to speak. Business process management (BPM) is very adept at agility needed to tweak processes and governance rules. In addition BPM helps turn governance from reactive to proactive.
Figure 1
Most Governance is Reactive:
If you look at most governance programs, they focus on catching things later when something goes off the rails. Even the more sophisticated governance programs search for known violations and really don’t prevent governance violations, but they report when governance is broken. This is a very reactive approach and the lead times for making changes in brittle applications prohibit organizations from stopping future governance events. Come up with new guidance, rules and constraints and you will likely wait in line for service.
Process Enables Better Governance:
Smart and adaptive process helps governance in several ways. First BPM takes governance rules and constraints and puts them in the process to keep governance violations from happening as process development has a solid anticipatory set of disciplines to create and visualize a process model. Where the structure is not there in the process, several excellent process engines allow for constraints to keep process participants compliant. Secondly, BPM and its supporting technologies are aimed at dynamic process, rule and constraint change in a rapid fashion. In more sophisticated processes and technologies, the goals of the processes can change with the need for better process outcomes.
Net; Net:
Intelligent and agile processes are really a great aide to evolving and static governance programs. It’s all about prevention and rapid adaptation.
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