Business Process Management IntroductionFor every business there is a process in place. For some companies, there are a set of established processes. These processes actually form the building blocks of the business which is a prerequisite for the company's deliverables. Zairi (1997) defined the process as an approach to convert inputs into outputs. Davenport (1993) defined process as a structured and measured set of activities designed to produce a specific outcome for a particular customer or market. We must realize that these processes might be routinely performed by organizational staff members who are also the operators, without keeping the final end result in mind. Operators normally carry out their tasks as expected of them. This often leads to business processes being executed but the desired end results not being fully achieved and therefore little added value. Objectives When we talk about processes here, we are not referring to systems or technologies but involves people and methods to perform these operations, as Smith and Fingar (2003) pointed out, process management is not another form of automation. However, we can see it as an increase in the use of information technology to coordinate the activities of people and resources. Paim et al (2008). It is therefore necessary for the department that will be instrumental in an organization to drive the processes to ensure that these processes are well executed. Paim et al (2008) state that business process management is an 'everyday' activity where there are necessary tasks to be carried out to drive the processes in an organisation. This department would be the business process management department. Business process management allows organizations to significantly increase productivity and at the same time reduce time cycles in creating and adapting processes, but requires significant changes in the management and, in particular, cultural practices of organizations. (Harmon, 2003; Piam, 2002; McCormack, 2001; Schein, 1997; Davenport, 1993). However, Business Process Management must not be used to replace Business Process Re-engineering but rather to coordinate re-engineering activities.