In today’s business world, companies are relying more and more on technology for simple processes, automation, customer service and much more. Technologies are surrounding us everywhere, helping businesses to complete their tasks in a fast and probably more efficient way and allowing us to take advantages of opportunities we did not have before. At the same time, technology is being used to automate manual processes and eliminate the armies of people that had to do routine and mundane tasks, which is now done through various kinds of software solutions and complex IT systems. But is this the correct approach and do the businesses really know what business processes are being handled and if they are being handled in the best possible way? This paper will analyze if Business Process Management (BMP) is really a meaningful strategy that changes business approaches and provides valuable tools to maintaining business advantages and manage core processes or is it like many new terms, just a consulting and management fad that will not bring the expected and hoped for results and success to businesses? Further, in this analysis the impacts and advantages will be evaluated and how BMP if used properly can provide many advantages to businesses despite the fact that it will require extensive strategic planning and management decisions. Solutions evolved to allow companies to conduct business in ways that had never been done before. The World Wide Web, e-business, and enterprise solutions created new ways of doing business. The latest emerging technologies help manage the business at its core processes. This technology is commonly known as business process management, or BPM. For this research paper BPM is defined as business systems that helps develop and manage business processes end to end, from a business event to the ultimate business result. A BPM solution provides the tools that help make these processes explicit, as well as the functionality to help business managers’ control and change both manual and automated workflows. Business process management has its origins in total quality management and business process reengineering. While it adds to these a technological framework, it is more than just the combination of these disciplines. BPM is an IT enabled management discipline that promotes organizational agility and supports the efforts of people to drive process changes and rapid innovation. As such, BPM supports the alignment of IT and business activities both within the organization and with business partners and suppliers. Although early implementations of BPM have unfolded in large enterprises, managing business processes is critical for any sized organization that would benefit from greater visibility into and control over the processes that support their business goals. BPM is an emerging field of knowledge and research at the intersection between management and information technology, encompassing methods, techniques and tools to design, enact, control, and analyze operational business processes involving humans, organizations, applications, documents and other sources of information. BPM systems monitor the execution of the business processes so that managers can analyze and change processes in response to data, rather than just a hunch on how to improve business and become more successful (Thearling, 1995). In short, Business Process Management is a management model that allows the organization to manage their processes as any other assets and improve and manage them over the period of time. In a medium to large organization scenario, a good business process management system allows business to accommodate day to day changes in business processes due to competitive, regulatory or market challenges.  But in order to take advantage of business process management, the entire solution has to be approached strategically and developed properly. This process entails the vital processes such as design, process modeling, execution, monitoring and process optimization. The first part of this approach is the process design which encompasses the capture of existing processes and documenting their design in terms of Process Map / Flow, Actors, Alerts & Notifications, Escalations, Standard Operating Procedures and Service Level Agreements. Once this has been identified the “to-be" process covering all the above processes needs to be created to ensure that a correct and efficient design is theoretically prepared. Having a good design will reduce the number of problems over the lifetime of the process. In order to facilitate this design process, businesses can rely on many commercial and complex Business Process Management Software solutions depending on their needs, requirements and business structure. These solutions not only help with the design but also provide assistance with the modeling, implementation, monitoring and optimization of human to human, human to system, and system to system workflows. This makes the evolution of business processes more smooth and efficient and allowing businesses to remain on top of regulatory, market, competitive and conformance challenges they are facing on a daily basis (Thearling, 1995). The next phase is process modeling, which includes taking the process design and introducing different costs, resources, and other constraint scenarios to determine how the process will operate under different circumstances. This also includes the "what-if analysis" on the processes to identify the possible risks if only limited number of resources would be available and what impact it might have on the general business processes and outcome. The process execution follows and can be done by using software solutions that automate the execution or if the process is too complex, human interaction might be required if software cannot handle all tasks on an automated basis. However, automating a process definition requires flexible and comprehensive infrastructure which typically rules out implementing these systems in a legacy IT environment Process monitoring is a very important part of the strategy design as it encompasses the tracking of individual processes and the provision of statistics on the performance of one or more processes. An example of successful tracking is being able to determine the state of a customer order (e.g. ordered arrived, awaiting delivery, invoice paid) so that problems in its operation can be identified and corrected immediately. In addition, this information can be used to work with customers and suppliers to improve their connected processes such as improving order notifications, identifying new purchases or improving processing times on both sides. These measures tend to fit into three categories: cycle time, defect rate and productivity. The degree of monitoring depends on what information the business wants to evaluate and analyze and how businesses want it to be monitored - in real-time or ad-hoc. Once this has been completed, probably the most important step is the process optimization which includes retrieving process performance information from the modeling or monitoring phase and identifying the potential or actual bottlenecks and potential room for cost savings or other improvements and then applying those enhancements in the design of the process thus continuing the cycle of business process management (Barberg, 2005).