Process improvement for professionalizing non-profit organizations: BPM approach

Abstract

Purpose – The purpose of this paper is to present a proposal for process improvement at the Department of Social Responsibility of a Colombian process-based organization, called CAJASAN. The department has four main processes: Foniñez (children fund), Fosfec (unemployment fund), Project Management and International Cooperation and Network Management and Alliances. The objective of this paper is to suggest an improvement in these processes through BPM application. Design/methodology/approach – The authors followed the BPM method proposed by Dumas et al. (2013) for process improvement composed by process identification; process discovery; process analysis; process redesign; process implementation and process monitoring and controlling. The authors modeled the processes by using the software Bizagi®. Findings – The actual processes work in an independent way and with no communication. Moreover, the department experiences short-term problems solutions and process inefficiency. It was possible to suggest changes in three out of four processes. Practical implications – Implementing BPM in non-profit organizations (NPO) addresses many of the current management challenges faced by such organizations. NPO’s researchers and practitioners should take BPM as a potential way to help in professionalizing them. Originality/value – The authors bring an original case study about a Colombian NPO. As a process-oriented organization, the authors use BPM as a management tool to solve many challenges that the company faces nowadays.

Navigating Through the Maze of Business Process Change Methods

“…In terms of the ambition, we found that 71 methods lead to transactional process change (e.g. [34,35,36]), while only 2 are methods that would enable transformational change [32,37]. On the other hand, we found 18 methods organizations could use that would lead to both transactional and transformational process change (e.g.…”

“…Namely, 38 methods are categorized as being analytical, transactional, and inward-looking (e.g. [18,35,36,41,42]). Hence, these are methods that would likely only lead to incremental process improvement.…”

Exploring Organizational Readiness Factors for New Technology Implementation within Non-Profit Organizations

“…It's a very difficult challenge for a nonprofit to budget any amount for any reason not related to serving clients, per Haddad et al (2016), who state, "Trade-off between complying with their social values and day-to-day operations: nonprofit organization face continuously trade-off decisions between timely and cost-effective operations performance and the need to serve the society in full, without resource restrictions" (p. 635) [11]. As a result, further studies are needed to examine information technology implementation and organizational readiness factors that enable nonprofit organizations to make budget wise decisions related to information technology.…”

“…For this reason, a successful implementation process and plan is crucial. Most nonprofit organizations have very limited budgets and are unable to cover any expenses not related to serving clients [11].…”

Un enfoque operacional de criterios múltiples para maximizar el rendimiento de los procesos clave en una empresa peruana de construcción Pyme

“…Existe una vasta cantidad de investigaciones sobre la mejora de procesos en diversas organizaciones mediante el uso del BPM. La literatura sobre el tema define que la implementación del BPM como solución de negocio tiene como resultados principales el aumento de las utilidades de la organización a través del mejoramiento de sus productos finales, el mejoramiento de los flujos generales internos y externos de información, la optimización en la eficiencia de los procesos y el incremento de la satisfacción del cliente [13] [14] [15] [10]. Estos resultados son los usualmente perseguidos por los profesionales e investigadores que buscan implementar BPM en sus organizaciones, acompañado, a su vez, de un sentido de madurez organizacional.…”