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You may see a pattern emerging here As the analysis and improvement of business processes emerged historically, researchers continued to expand and develop the ideas and techniques that came before The 1990s were no different, as the next phase of process improvement took shape Business process reengineering was a response to the idea that continual process improvement frameworks such as TQM and process control were not sufficiently radical Process improvement experts such as Michael Hammer and James Champy were concerned that the attempts to improve process efficiencies were inefficient themselves, concentrating more on automation through technology and streamlining workflows They argued instead that processes needed to be completely reengineered, and those processes that were not valuable completely done away with Similar arguments were made by other reengineering proponents such as Thomas Davenport, who believed that only by completely rethinking the business process (as opposed to simply improving the one in place) could an organization achieve the gains in activity that were needed to compete in an increasingly technological and global marketplace In the case of process reengineering, technology began to play an increasing role as both a driver and an enabler of change New information technologies were beginning to displace traditional manual processes, and the reengineers looked for ways to leverage these technologies to reshape the workplace completely rather than be satisfied with incremental improvements to business as usual In a similar fashion, the availability of new technology allowed for more sophisticated analyses of the processes themselves Organizational activities could be tracked, charted, analyzed, and monitored through the use of technology in ways that transformed the older, manual ways of accomplishing the task As a result, organizations could afford to build process improvement into the workflows themselves, rather than depending on outside experts to conduct more expensive and disruptive reviews periodically This allowed for the capability to collect more real-time continual feedback on processes and more input from everyday workers, although not everyone implemented such improvements in the same way or to the same degree of effectiveness
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By the late 1990s, business process reengineering had also taken some hits, as companies used the concept as an excuse to cut costs, jobs, and benefits in the name of efficiency and productivity Many of the same critiques of Taylor s scientific management were applied to business process reengineering as a way of ignoring the human aspects of the organization in favor of a more mechanical view And so the history of business process improvement continues As I write this book, the current preferred term for referring to the analysis and improvement of business processes is simply business process management At its most basic level, business process management involves the active measurement and analysis of the activities of the business to understand and improve them Some process improvement techniques are about identifying redundant activities and eliminating or combining them through automation Some are about understanding where the process may yield opportunities for growth or additional value
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Many frameworks are available for managing business processes, all building upon the historical development I have outlined here, dating back to Smith s description of the pin factory Some are proprietary frameworks promoted by consulting companies and others are more generic guidelines for tracking activities The framework outlined in this chapter is an application of business process management for IT security and is designed to be both usable and practical, and I specifically address security process improvement in examples later in the book My recommendations are not a revolutionary new twist on how to do this sort of work They represent one way that you can adapt these ideas to measuring and improving your security over time
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