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THE IMPORTANCE OF BUSINESS PROCESS CONTROLLING IN THE
BANKING SYSTEM
D.Matniyazova
student of Mamun university
https://doi.org/10.5281/zenodo.13822516
Nowadays, making rational decisions from the economic point of view is
directly related to access to reliable and up-to-date management information.
Managers must be properly supported in this area. Certainly, properly modelled
controlling can play a key role in this respect. However, it should be constantly
adapted to what is happening in the environment and in the enterprise itself.
Market changes and increased customer expectations lead to changes in
management systems. Business processes are certainly gaining in importance.
However, their management cannot be effective without appropriate support by
controlling business processes. The aim of the article is to present the role of
business process controlling in the enterprise controlling system.
Business process management implies a specific life cycle. The process is
first described (documented) and then optimized. The last stage is control of the
ongoing business process. Thus, controlling a business process means
monitoring process indicators and analysing the structure of the "actual"
process, as well as the efficiency of its participants. The loop closes: if the
process is measured, it can be improved, that is, sent back to the description and
implementation stages.
A clear picture of the operations allows you to set up and better control. An
efficient company is a well-organized company. It seems like a trivial statement
but it is not, if we define more precisely what the organization entails. For
example, define a detailed picture of the operational processes and of each
individual workflow that involves the business.
A common starting condition is to have a detailed map of the operation of a
company. A compass to navigate costs, time and resources and thus make truly
informed decisions in process control.
Each flow represents the starting input, the procedure that involves it and
the output it produces. It is a very effective simplification because it allows you
to define and quantify the resources involved and the expected results more
precisely. A scheme like this, on the other hand, is perfect to be controlled.
As you know, it is impossible to manage what cannot be measured. The
control indicators of a product are usually embedded in the process flowchart,
but monitoring the performance indicators of the process often remains out of
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sight of analysts. For example, the models of most banking processes include
control over the amount of credit, but rarely take into account the time spent
and ignore the cost of executing operations. As consequence, the process model
does not perform corrective actions because it does not control its indicators.
Controlling business processes should be future-oriented, because
enterprises constantly compete, operate in a very volatile environment and have
to deal with the negative effects of possible crises, therefore in this aspect the
entire planning and reporting system in controlling business processes should
be adapted to these elements. Thanks to this, it is possible to develop and
implement new concepts and tools that provide accurate information about the
future development of the company.
Business process controlling should be "actively" involved in: process
identification, process measurement, process analysis, process control, process
improvement. At the process identification stage, a properly modelled
controlling of business processes is mainly intended to support the
determination of the requirements of external and internal customers. Based on
this information, real processes can be created. Then, in this area of process
management, it enables the graphical representation of processes with the exact
definition of inputs and outputs and the assignment of specific resources to
them. Measurement of processes based on achievements (results) has become a
priority in process management, therefore in this respect business process
controlling is helpful in determining the best process measures. It also provides
multi-slice data so that the selected measures can be easily calculated. It also
actively participates in updating the catalog of meters and their possible
selection for selected processes. Thanks to the use of business process
controlling instruments, it is possible to conduct very complex and advanced
process analyses based on specific measures. With their help, the purpose of
such analysis is also established. Measures and methods of analysis are selected
for the chosen goal. Controlling business processes in this aspect is mainly
intended to provide data for analyses.
Controlling business processes plays a special role in enterprise controlling. By
achieving goals, fulfilling functions and fulfilling specific tasks, it can certainly be
oriented towards the future, bottlenecks, market, external and internal
customer, value chain, risk and value. Controlling business processes can
support process management on many levels: process identification,
measurement, analysis, control and improvement. It also provides multi-
dimensional information to process managers. The special role of business
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process controlling in directing the company towards achieving specific
business goals cannot be overestimated.
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