Editing Business process (section)

== Overview ==
A business process begins with a mission objective (an external event) and ends with achievement of the business objective of providing a result that provides customer value. Additionally, a process may be divided into subprocesses (process decomposition), the particular inner functions of the process. Business processes may also have a process owner, a responsible party for ensuring the process runs smoothly from start to finish.<ref name="KirchmerHigh17" />

Broadly speaking, business processes can be organized into three types, according to von Rosing et al.:<ref name="vonRosingProcess14"/>

# Operational processes, which constitute the [[core business]] and create the primary value stream, e.g., taking orders from customers, opening an account, and manufacturing a component
# [[Management process]]es, the processes that oversee operational processes, including [[corporate governance]], budgetary oversight, and employee oversight
# Supporting processes, which support the core operational processes, e.g., [[accounting]], [[recruitment]], [[call center]], [[technical support]], and safety training

There are other definitions of the classification of processes proposed by <ref>{{Cite book |last=Pardo Álvarez |first=José Manuel |title=Gestión por procesos y riesgo operacional |isbn=9788481439489}}</ref>

# Strategic processes, which are managerial, directive or steering processes. Management has an important role in each of these. This type of process is related to strategic planning, partnerships, etc.
# Operational processes, which are business processes, are of a productive or "missional" nature. These processes generate a product or service to be delivered to customers. These are considered to be unique or specific to each organisation.
# Support processes, which are auxiliary in nature, support for operational and strategic processes. These are responsible for providing resources and are presented in most organizations.

A business made up of many process may be decomposed into various subprocesses, each of which have their own peculiar aspects but also contribute to achieving the objectives of the business. The business review analyzes processes, that usually include the mapping or modeling of processes and sub-processes down to a group of activities at different levels. Processes can be modeled using a large number of methods and techniques. For instance, the [[Business Process Modeling Notation]] is a [[business process modeling]] technique that can be used for drawing business processes in a visualized [[workflow]].<ref name="WeskeBusiness12" /><ref name="KirchmerHigh17" /><ref name="ChenBusiness12" /><ref name="vonRosingProcess14" /> While decomposing processes into process classifications,  categories can be helpful, but care must be taken in doing so as there may be crossover. At last, all processes are part of a largely unified customer-focused result, one of "customer value creation."<ref name="vonRosingProcess14" /> This goal is expedited with business process management, which aims to analyze, improve, and enact business processes.<ref name="KirchmerHigh17" />