Dynamic business process management (dynamic BPM) is a solution which enables enterprises to react to ever-changing conditions of operation (both interior and/or exterior) and cater to the individual needs of their clients in a timely fashion (and even provide a practically instant response in critical conditions), in accordance with process adaptations entered in real time by their direct process performers with access to codified knowledge of their enterprises. Dynamic business process management (dynamic BPM) is an extension of traditional (static) business process management (BPM) allows its connection to knowledge management and implementation in practice of the learning organization. It requires the implementation of the following 3 rules:

I.                    Process execution should guarantee evolutionary flexibility

Employees executing a given process are authorized to adapt it dynamically to particular executive requirements. Processes should be defined and implemented in such a way, as to enable supplements to, or even overhauls of, process activities, as authorized by direct process owners (e.g. Contract Managers or Project Coordinators). The authority to change executed processes on an ongoing basis should not be limited, as it had been thus far, to process leaders. Instead, it should also be given to the aforementioned groups. Direct process performers should also be allowed access to a process-driven application (business process management system -BPMS) in order to execute activities, actions and even whole elementary processes not included in the standard process.

II.         Processes are considered completed only after having been documented

The implementation of dynamic BPM must be performed in such a way, as to provide the inclusion of process definitions in the executive process-driven application, as well as to ensure that processes are considered completed only after having been documented, without the burden of excess reporting.

III.       Comprehensiveness and continuity

The implementation of process management should include at least the standard operational process describing the core activities of an enterprise. Implementing dynamic BPM should include the whole standard process along with vendors and subcontractors, with the aim of minimizing the inclusive costs and total supplies, while simultaneously reducing the total execution time. This approach considerably broadens the range of available options of raising effectiveness, as well as often the time of execution by means of optimization, which takes into account those activities which lie outside the scope of a single enterprise (e.g. deliveries, warranty services) within a single value-adding process.

Enterprises managed in accordance with the idea of dynamic business process management inseparably combine the day-to-day capability to create and verify a wide range of innovations with their core activities, making use of the full extent of their employees’ dynamism. The ability to change processes dynamically by their performers enables the whole enterprise management system to embrace the creative initiatives of a wide range of employees, without running the risk of chaos created by unrestricted alterations to operational standards. Furthermore, the ability to trace the effects of changes enables users to enrich the enterprise’s shared knowledge with information on which practices and solutions bring about the best and the worst effects. This approach centers on making actual, ongoing improvements and adaptations to business processes on the basis of the knowledge of a wide range of employees, verified by the client.

Enterprises managed in accordance with the idea of dynamic business process management able to de facto individualize business processes in accordance with the requirements and expectations of particular clients, while fulfilling the requirements of a learning organization due to the quick verification, accumulation and instant application of its obtained knowledge.

Implementing dynamic BMP without the aid of IT solutions is downright impossible, since it would require a considerably larger amount of work to cope with the ongoing management of executed processes. The rapid evolutionary jump from traditional BPMS solutions to dynamic BPMS solutions (Bizflow, IBM, BSI, BonitaSoft, Tibco,…) enables users to apply process management to unstructured processes, which are usually the vast majority of enterprise’s processes.

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