Why Process Performance Management is important? ExplainNB: see the picture below to answer the question. Skill No. 8 - Process Performance ManagementDescription: The ability to oversee process input and output, and know whether a process isperforming correctly and delivering the desired process outcomes. This should be strongly linked tobusiness performance management (see Note 3), and can be supplemented with predictiveanalytics to seek patterns in such data.Responsibility: Use performance management information to identify where processes areunderperforming. These pain points are candidates for BPM projects and also highlight processgovernance issues where decisions on metrics may be needed (for example, are the metrics usedreliable and relevant?).Sources: Finance directors, vice presidents/directors of strategic planning, BU managers, businessprocess owners, customers and suppliers.

Process Performance Management (PPM) is vital for organizations for several reasons listed below.

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Why Process Performance Management is important? Explain

Database System Concepts

7th Edition

ISBN:9780078022159

Author:Abraham Silberschatz Professor, Henry F. Korth, S. Sudarshan

Publisher:Abraham Silberschatz Professor, Henry F. Korth, S. Sudarshan

Chapter1: Introduction

Section: Chapter Questions

Problem 1PE

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Question

Why Process Performance Management is important? Explain

NB: see the picture below to answer the question.

Skill No. 8 - Process Performance Management
Description: The ability to oversee process input and output, and know whether a process is
performing correctly and delivering the desired process outcomes. This should be strongly linked to
business performance management (see Note 3), and can be supplemented with predictive
analytics to seek patterns in such data.
Responsibility: Use performance management information to identify where processes are
underperforming. These pain points are candidates for BPM projects and also highlight process
governance issues where decisions on metrics may be needed (for example, are the metrics used
reliable and relevant?).
Sources: Finance directors, vice presidents/directors of strategic planning, BU managers, business
process owners, customers and suppliers.

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