Métricas en BPM

Metrics in software are applied throughout the development process, and can estimate the cohesion of a code, the coupling between classes, indicate an overly loaded inheritance hierarchy, detect complex software artifacts, measure the input and output flow of a class in a class diagram, etc. The list is endless. Translated into the context of business process modeling, the role of metrics is enhanced. The BPM (Business Process Modeling) world is enriched by the application of metrics that guide and help improve the adoption of BPM in an organization [1].

The work of Jim Boots [2], from the organization Global Process Innovation (www.globalprocessinnovation.com) presents 14 metrics for BPM, which are grouped into three main categories: Value, Maturity, and Satisfaction. The first category is focused on estimating the impact value obtained through BPM modeling of business processes. The second category presents a set of metrics intended to quantify the BPM maturity of the organization. Finally, the third category is related to the satisfaction of the methods used, both at the employee and management level. Below we delve into each category and show some outstanding examples of relevant metrics.

BPM Value Metrics
Metrics in this category include reporting of the incidents involved and their frequency. Keeping track of each incident produced leads to understanding and improving the processes involved. Another of the most notable metrics in this category is the one that indicates the percentage of process improvement projects that achieve the expected goals. To define this metric, it is essential that each area involved in a process achieves the necessary discipline to accurately define what inputs are needed to be able to meet the expected output, and how long it will take.

BPM Maturity Metrics
Maturity metrics measure the organization’s effort to engage and commit to BPM. The total investment and expected returns are estimated. The most applied metric in this category is counting the number of improvement processes, categorizing them as started, advanced and complete, according to their degree of adoption. As the organization gains maturity, the ratio between started and completed processes will decrease, thus showing an improvement in overall performance.

BPM Satisfaction Metrics
Metrics in this category seek to quantify customer and manager satisfaction in the adoption of BPM techniques. To measure customer satisfaction, business processes are prioritized. In general, this metric seeks analysis through surveys with different satisfaction options for all managers involved. To measure customer satisfaction, it is necessary to consider the areas where customers will see the impact transformed into benefit. Examples of these areas are the time and quality of the responses obtained. Care must be taken in two aspects when conducting customer surveys. First, the customer should not be overloaded with too many surveys, as this could lead to a negative impact on the entire process. And second, focus on the places where BPM introduced changes, since this last aspect is the one being evaluated.

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