1.) Business process management (BPM) is a management science that focuses on improving corporate performance by managing and optimising a company's business processes. It can therefore be described as a "process optimizationprocess." It is argued that BPM enables organizations to be more efficient, more effective and more capable of change than a functionally focused, traditional hierarchical management approach.[2] These processes can impact the cost and revenue generation of an organization.
2.) Increase Accountability
One of the primary goals of instituting a business process management system is to provide greater accountability for departmental functions, from tracking and monitoring expenditures to ensuring deliverables are met. By documenting all business processes and working to optimize each one, a company can achieve a system of checks and balances – thereby minimizing the potential for fraud, errors or loss and affirming that all employees are aware of their responsibilities.
Improve Reliability
Effective business process management has the capacity to improve the reliability of information and its dissemination in a timely manner. It is critical for senior management to receive accurate information as and when needed in order to make important and time-sensitive business decisions. When business processes are properly recorded and monitored, it is easy to locate the necessary data and quickly produce relevant reports.
Simplify Regulatory Compliance
From complying with labor laws to submitting SEC-mandated financial reports, there are numerous government rules and regulations companies must follow. Comprehensive business process management practices help organizations keep track of their obligations, and ensure that they are in compliance with applicable standards and legislation. By following clearly outlined processes and staying up-to-date on changing laws, companies can avoid the potentially costly repercussions of non-compliance.
Avoid Waste
Because business process management involves assigning and tracking corporate resources, there is generally far less waste than in companies that do not actively monitor those resources. Organizations that follow BPM best practices will find that they can dramatically reduce waste, enhance efficiency and, ultimately, boost profitability. Regular performance reviews can identify possible instances of waste and inefficiency, and continuous process improvements can help to address them.
Promote Safe Working Conditions and Protect Company Resources and Information
Another benefit of business process management is its capacity to enforce safety and security measures. By documenting proper procedures and mandating full compliance with them, organizations can help ensure staff safety and protect company assets – including physical resources and confidential information – from theft, loss or misuse. That’s why internal controls and corporate policies play a key role in business process management.

3.) SOA starts with a simple idea – the concept of service. This makes it possible to introduce other ideas, such as service bus, service composition, and service virtualization, each of which can be applied to the architecture of an enterprise to deliver benefits. As an architect, it is your job to evaluate the needs of your enterprise, and the costs of the different potential solutions, to determine which of these ideas should be applied, and how they should be applied, in your SOA.
An architect should always probe into the information given, about both requirements and solutions, to reach a level of understanding that goes deeper than the buzzwords. For example, it is often said that “SOA delivers enterprise agility”. What does “agility” mean for your enterprise? Is it the ability to re-combine existing functions to meet changing customer requirements? Is it the ability to develop new functions rapidly? Is it the ability to scale operations to meet different levels of demand? Within the broad concept of SOA, there are three very different ideas that can help you meet these different agility requirements: service composition, model-driven development, and service virtualization. You can build all of these ideas into your SOA, but they each require different – and expensive – supporting infrastructure. You must choose your solution to fit the requirements.
4.) One can describe Web-service interactions in two ways: as executable business processes and as abstract business processes. An executable business process models an actual behavior of a participant in a business interaction. Abstract business processes are partially specified processes that are not intended to be executed. An Abstract Process may hide some of the required concrete operational details. Abstract Processes serve a descriptive role, with more than one possibleuse case, including observable behavior and/or process template. WS-BPEL aims to model the behavior of both executable and abstract processes.[2]
WS-BPEL provides a language for the specification of Executable and Abstract business processes. By doing so, it extends the Web Services interaction model and enables it to support business transactions. WS-BPEL defines an interoperable integration model that should facilitate the expansion of automated process integration both within and between businesses.
5.) A performance indicator or key performance indicator (KPI) is a type of performance measurement. KPIs evaluate the success of an organization or of a particular activity in which it engages. Often success is simply the repeated, periodic achievement of some levels of operational goal (e.g. zero defects, 10/10 customer satisfaction, etc.), and sometimes success is defined in terms of making progress toward strategic goals, Accordingly, choosing the right KPIs relies upon a good understanding of what is important to the organization.
6.)