Charles Sturt University
Charles Sturt University

Process Management and Workflow

Business Process Management (BPM) is a management framework aimed at improving and managing an organisation's processes. 

It employs process management methods, metrics, improvement principles and software tools to optimise activities and processes. A key aspect of BPM is the alignment of resources (people, processes, information and technology) through metrics and management practices, with organisational strategy and goals. 

Principles commonly introduced with BPM include:

  • Process Ownership: While it is important in the execution of a process to understand who is responsible for carrying out activities, someone must be accountable for delivering consistently high performance.
  • Process Analysis: Understanding our processes and identifying opportunities for improvement.
  • Focus on Value: Organisational processes commonly contain activities that do not add any value to the organisation (referred to as 'waste').  The aim is to design a process that eliminates as many waste activities as possible and focuses effort on the delivery of value.
  • Process Automation: Orchestration of processes through the use of a 'workflow' tool and automate steps where possible.
  • Process Monitoring and Improvement: Design metrics to measure the process and its outcomes, and provide visibility of performance to managers and stakeholders.  Metrics are used to identify improvement opportunities and waste.


The first CSU BPM initiative was undertaken in 2015 with the automation of the Admissions process.  This project set some foundation capabilities in the development of automated BPM processes and was an important step towards broader business capabilities in process ownership management. A current snapshot of CSU BPM activities includes:

  • The Admissions process has been automated and has progressed to the monitoring and improvement stage;
  • Additional processes have been identified for improvement and automation, with two processes prioritised for implementation and currently undergoing analysis and design;
  • Assessment and prioritisation of BPM initiatives incorporated into the mainstream ISIP planning process;
  • A capability plan for the advancement of BPM development has been rolled out within DIT; and
  • Opportunities for wider business adoption of BPM practices are being explored.