SlideShare ist ein Scribd-Unternehmen logo
1 von 26
Downloaden Sie, um offline zu lesen
Introduction
to
Business
Processes
–
Part
III



Learning
How
to
Develop,
Manage
&
Improve
Business
Processes

Business
Process
Management
Overview

BPM
Lifecycle

                                             Process
Planning
&

                                                  Strategy

Culture
&
Strategy

Methodology

Information

                            Process
                                   Analysis
of

Technology
               Refinement
                              Business
Processes

Process
Alignment

Process
Awareness

Process
Measures

Process
Sponsorship

Process
                                                           Design
&
Modeling

                       Process
Monitoring

                                                                      of
Business

Responsibility
           &
Controlling

                                                                       Processes

Process
Definition

Organization

                                                  Process

                                              Implementation

BPM
Lifecycle

Process
Planning
&
Strategy

    BPM
lifecycle
begins
with
developing
a
process
driven
strategy
and

     plan
for
the
organization

    Sets
the
strategy
and
direction
for
the
BPM
process

    Plan
starts
with
an
understanding
of
organizational
strategies
and

     goals

    Designed
to
ensure
a
compelling
value
proposition
for
customers

    Plan
provides
structure
and
direction
for
continued
customer

     centric
process
management

    Provide
a
foundation
for
a
holistic
BPM
approach
to
ensure
the

     alignment
with
organizational
strategy
and
the
integration
of

     strategy,
people,
processes
and
systems
across
functional

     boundaries

    Identifies
appropriate
BPM
organizational
roles
and

     responsibilities,
executive
sponsorship,
goals
and
expected

     performance
measures
and
methodologies

Analysis
of
Business
Processes

  Analysis
incorporates
methodologies
with
the
goal
of

   understanding
the
current
organizational
processes
in

   the
context
of
the
desired
goals
and
objectives

  Takes
information
from
strategic
plans,
process
models,

   performance
measurements,
changes
in
the

   environment
and
other
factors
in
order
to
fully

   understand
the
business
processes
in
the
context
of
the

   overall
organization

Design
&
Modeling
of
Business
Processes

  Focus
on
the
intentional,
thoughtful
design
of
how
end‐to‐
   end
work
occurs
in
order
to
deliver
value

  Document
the
sequence
of
activities,
including
the
design
of

   what
work
is
performed,
at
what
time,
in
what
location,
by

   what
process
actors,
and
using
what
methodology

  Defines
what
the
organization
wants
the
process
to
be
and

   answers
the
what,
when,
where,
who
and
how
questions
of

   how
end‐to‐end
work
is
executed

  Ensures
that
the
proper
management
controls
and
metrics

   are
in
place
for
compliance
and
performance
management

  Understanding
the
process
typically
involves
process

   modeling
and
an
assessment
of
the
environmental
factors

   which
enable
and
constrain
the
process

Business
Process
Modeling

  Set
of
activities
involved
in
creating
representations
of

   an
existing
(as‐is)
or
proposed
(to‐be)
business
process

  Provides
an
end‐to‐end
perspective
of
an
organization’s

   primary,
supporting
and
management
processes

  Modeling
is
a
means
to
an
end
but
not
an
end
itself

      You
model
to
get
results
and
reach
conclusions

Process
Diagrams,
Maps
and
Models

    Diagrams

         Process
diagram
often
depict
notation
of
the
basic
workflow
of
a
process

         Depicts
the
major
elements
of
a
process
flow,
but
omits
the
minor
details
which

          are
not
necessary
for
understanding
the
overall
flow
of
work

    Maps

         More
precision
than
a
diagram

         More
details
about
process
and
important
relationships
to
other
elements
such

          as
performers,
events
and
results

         Provide
a
comprehensive
view
of
all
of
the
major
components
of
the
process

    Models

         Represents
the
performance
of
what
is
being
modeled

         Needs
greater
precision,
data
about
the
process
and
about
the
factors
that

          affect
its
performance

         Often
done
using
tools
that
provide
simulation
and
reporting
capability
to

          analyze
and
understand
the
process

Process
Attributes
and
Characteristics

  Attributes
and
characteristics
that
describe
the
properties,

   behavior,
purpose
and
other
elements
of
the
process

  Process
attributes
are
captured
in
a
tool
in
order
to
organize,

   analyze
and
manage
an
organization’s
portfolio
of
processes

    Inputs/Outputs
                    Arrival
Patterns/Distributions

    Events/Results
                    Entry
Rules

    Value
Add
                         Exit
Rules

    Roles/Organizations
               Branching
Rules

    Data/Information
                  Join
Rules

    Probabilities
                     Work/Handling
Time

    Queuing
                           Batching

    Transmission
Time
                 Servers
(People
available
to

    Wait
Time
                          perform
tasks)

Purpose
of
Process
Modeling

    A
model
is
rarely
a
complete
and
full
representation
of
the

     actual
process

         Focus
on
representing
those
attributes
of
the
process
that
support

          continued
analysis
from
one
or
more
perspectives

    Objective
is
to
create
a
representation
of
the
process
that

     describe
it
accurately
and
sufficiently
for
the
task
at
hand

         Understanding
the
business
process
through
the
creation
of
the

          model

         Creating
a
visible
representation
and
establishing
a
commonly

          shared
perspective

         Analyzing
process
performance
and
defining
and
validating
changes

    To
be
model
is
an
expression
of
the
target
process
state
and

     specifies
the
requirements
for
the
supporting
resources
that

     enable
effective
business
operations

Process
Monitoring
and
Controlling

  Continuous
measuring
and
monitoring
of
business

   processes
provides
the
information
necessary
to
adjust

   resources
in
order
to
meet
process
objectives

  Measuring
and
monitoring
also
provides
critical
process

   performance
information
through
key
measurements

   related
to
goals
and
value
to
the
organization

  Analysis
of
process
performance
information
can
result

   in
improvement,
redesign
or
re‐engineering
activities

Process
Refinement

  Implements
the
output
of
the
iterative
analysis
and

   design
cycle

  Addresses
organizational
change
management

   challenges

  Aimed
at
continuous
improvement
and
process

   optimization

Types
of
Processes


      Management
     Primary
Processes

       Processes





                      Support
Processes

Primary
Processes

  Primary
processes
are
end‐to‐end,
cross‐functional

   processes
which
directly
deliver
value

  Represent
the
essential
activities
an
organization

   performs
to
fulfill
its
mission

  Make
up
the
value
chain
where
each
step
adds
value
to

   the
preceding
step
as
measured
by
its
contribution
to
the

   creation
or
delivery
of
a
product
or
service

  Primary
processes
can
move
across
functional

   organizations,
across
departments
or
even
between

   enterprises
and
provide
a
complete
end‐to‐end
view
of

   value
creation

Support
Processes

  Support
processes
managing
resources
and/or

   infrastructure
required
by
primary
processes

  Differentiator
is
that
support
process
do
not
directly

   deliver
value

      Does
not
mean
that
they
are
unimportant
to
an
organization

  Examples
of
support
processes
include
information

   technology
management,
facilities
or
capacity

   management
and
human
resource
management

  Support
processes
are
generally
associated
with

   functional
areas

Management
Processes

  Used
to
measure,
monitor
and
control
business
activities

  Ensure
that
a
primary
or
supporting
process
meets

   operational,
financial,
regulatory
and
legal
goals

  Do
not
directly
add
value

  Necessary
in
order
to
ensure
the
organization
operates

   effectively
and
efficiently

Process
Activities

  Value
Added
–
contribute
to
the
process
output
in
a

   positive
way

  Handoff
–
pass
control
of
the
process
to
another

   department
or
organization

  Control
–
assure
that
the
processes
behave
within

   desired
tolerances
or
specify
a
validity
checkpoint

BPM
Critical
Success
Factors


   Business
Strategy



                    Define
Organization

                   Wide
Business
Process

                       Value
Chains



                                     Executive
Sponsorship/
                                         Governance
&

                                      Institutional
Practice



                                                         Standardize
Business

                                                              Processes



                                                                           Measure
Process
Chain

                                                                               Performance

BPM
Critical
Success
Factors

    Standardize
Business
Processes

         Adopt
common
design/re‐engineering
methodology

         Document
processes

         Manage
process
diversity

    Executive
Sponsorship/Governance
&
Institutionalize
Practices

         Provide
continuous
improvement

         Manage
process
governance

         Enable
change
management

         Leverage
BPM
tools

    Define
Organization
Wide
Business
Process
Value
Chains

         Map
the
organization’s
core
activities

         Assign
executive
responsibility
for/sponsorship
of
process
chains

    Measure
Process
Chain
Performance

         Manage
to
process
measures
and
chains
of
accountability

Alignment
of
Strategy,
Value
Chain
&
Business
Process

  Most
successful
organizations
implementing
BPM
pay

   attention
to
the
alignment
of
business
strategy,
value

   chain
definitions
and
business
processes

  BPM
relies
on
key
business
strategies
that
set
the

   primary
direction
of
the
enterprise

      Value
propositions
for
goods
and
services
delivered

  Business
strategy
leads
to
enterprise
and
business
unit

  goals
as
the
basis
for
action
plans
and
business
tactics

Goals

  Business
goals
are
most
often
an
output
of
an

  organizations
strategic
planning
efforts

      Typically
decomposed
to
include
functional
goals
which
align

       an
organization’s
functional
areas
to
overall
strategy

  Process
goals
align
business
processes
with
overall

  organization
strategy

Executive
Sponsorship/Governance

  Assigning
executive
leadership
responsibility
to
oversee
the

   performance
of
key
processes
is
an
indicator
of
maturity
and

   seriousness

  Performance
of
a
process
is
measured
with
accountability

   falling
under
the
executive
leadership
and
reported

   throughout
the
enterprise

  Important
to
have
organizational
discipline
to
utilize

   methodologies
to
document,
store,
manage
and
continuously

   improve
the
business
processes

  Includes
governance
mechanisms
to
support
BPM
and

   associated
tools

  Institutionalized
across
all
functional
areas
in
order
to

   optimize
the
impact
on
all
value
chain
performance

Process
Ownership

  Successful
BPM
implementations
recognize
that
the
role

   of
a
process
owner
is
critical

  Process
owner
is
responsible
for
the
entire
end‐to‐end

   process
across
functional
departments

  Success
of
this
role
depends
on
the
authority
the

   individual
has
to
control
the
budget
and
make
decisions

   that
effect
the
development,
maintenance
and

   improvement
of
the
business
process

Metrics,
Measures
and
Monitoring

  Management
requires
measurement

  Business
process
measurement
and
monitoring
provides

   critical
feedback
on
process
design,
performance
and

   compliance

  Necessary
to
measure
process
performance
in
terms
of
a

   variety
possible
metrics
related
to
how
well
the
process

   meets
its
stated
goals

Institutional
Practices

  Effective
attainment
of
BPM
success
factors
to
create

  value
for
an
organization
depends
on

    Organizational
practices

    Mastery
of
concepts
and
skills
by
individuals
with


     accountability
for
managing
business
processes


Weitere ähnliche Inhalte

Was ist angesagt?

Business process reengineering
Business process reengineeringBusiness process reengineering
Business process reengineeringvijay1238891
 
Business Process Reengineering
Business Process ReengineeringBusiness Process Reengineering
Business Process ReengineeringChandan Kumar
 
Business process reengineering and human resource management by yehia el zont
Business process reengineering and human resource management by yehia el zontBusiness process reengineering and human resource management by yehia el zont
Business process reengineering and human resource management by yehia el zontYehia Elzont
 
Dessertation project on BPM in IT Industry
Dessertation project  on BPM in IT Industry Dessertation project  on BPM in IT Industry
Dessertation project on BPM in IT Industry Dhrubaji Mandal ♛
 
Business Process Management
Business Process ManagementBusiness Process Management
Business Process ManagementIBMGovernmentCA
 
Introduction to Business Process Management
Introduction to Business Process ManagementIntroduction to Business Process Management
Introduction to Business Process ManagementAlan McSweeney
 
Business Process Intelligence Keynote
Business Process Intelligence KeynoteBusiness Process Intelligence Keynote
Business Process Intelligence KeynoteMichael zur Muehlen
 
Bpr 02 Principles
Bpr 02 PrinciplesBpr 02 Principles
Bpr 02 Principlesmsq2004
 
Business Process Reengineering
Business Process ReengineeringBusiness Process Reengineering
Business Process Reengineeringtheairliner
 
Continual Improvement Process-Basic Idea
Continual Improvement Process-Basic IdeaContinual Improvement Process-Basic Idea
Continual Improvement Process-Basic IdeaSheikh Khawar Qayyum
 
Introduction To Business Management - John Calub
Introduction To Business Management - John CalubIntroduction To Business Management - John Calub
Introduction To Business Management - John CalubJohn Calub
 
Introduction to the BPM Lifecycle
Introduction to the BPM LifecycleIntroduction to the BPM Lifecycle
Introduction to the BPM LifecycleMichael zur Muehlen
 
Bpr 01 Introduction
Bpr 01 IntroductionBpr 01 Introduction
Bpr 01 Introductionmsq2004
 
Business Process Re-engineering BPR
Business Process Re-engineering BPRBusiness Process Re-engineering BPR
Business Process Re-engineering BPRadcom2015
 
Business Process Re-Engineering إعادة هندسة عمليات الأعمال
Business Process Re-Engineering إعادة هندسة عمليات الأعمالBusiness Process Re-Engineering إعادة هندسة عمليات الأعمال
Business Process Re-Engineering إعادة هندسة عمليات الأعمالAerospace Chapter
 
Business process reengineering
Business process reengineeringBusiness process reengineering
Business process reengineeringAniket Verma
 
Roll no 11 tbem and tcoc
Roll no 11 tbem and tcocRoll no 11 tbem and tcoc
Roll no 11 tbem and tcocnishit sardhara
 

Was ist angesagt? (20)

Business process reengineering
Business process reengineeringBusiness process reengineering
Business process reengineering
 
Business Process Reengineering
Business Process ReengineeringBusiness Process Reengineering
Business Process Reengineering
 
Business process reengineering and human resource management by yehia el zont
Business process reengineering and human resource management by yehia el zontBusiness process reengineering and human resource management by yehia el zont
Business process reengineering and human resource management by yehia el zont
 
Dessertation project on BPM in IT Industry
Dessertation project  on BPM in IT Industry Dessertation project  on BPM in IT Industry
Dessertation project on BPM in IT Industry
 
Business Process Management
Business Process ManagementBusiness Process Management
Business Process Management
 
Improve IT Operations
Improve IT OperationsImprove IT Operations
Improve IT Operations
 
Introduction to Business Process Management
Introduction to Business Process ManagementIntroduction to Business Process Management
Introduction to Business Process Management
 
Business Process Intelligence Keynote
Business Process Intelligence KeynoteBusiness Process Intelligence Keynote
Business Process Intelligence Keynote
 
Bpr 02 Principles
Bpr 02 PrinciplesBpr 02 Principles
Bpr 02 Principles
 
Business Process Reengineering
Business Process ReengineeringBusiness Process Reengineering
Business Process Reengineering
 
Continual Improvement Process-Basic Idea
Continual Improvement Process-Basic IdeaContinual Improvement Process-Basic Idea
Continual Improvement Process-Basic Idea
 
Introduction To Business Management - John Calub
Introduction To Business Management - John CalubIntroduction To Business Management - John Calub
Introduction To Business Management - John Calub
 
Introduction to the BPM Lifecycle
Introduction to the BPM LifecycleIntroduction to the BPM Lifecycle
Introduction to the BPM Lifecycle
 
Bpr i
Bpr iBpr i
Bpr i
 
Bpr 01 Introduction
Bpr 01 IntroductionBpr 01 Introduction
Bpr 01 Introduction
 
Business Process Re-engineering BPR
Business Process Re-engineering BPRBusiness Process Re-engineering BPR
Business Process Re-engineering BPR
 
Business Process Re-Engineering إعادة هندسة عمليات الأعمال
Business Process Re-Engineering إعادة هندسة عمليات الأعمالBusiness Process Re-Engineering إعادة هندسة عمليات الأعمال
Business Process Re-Engineering إعادة هندسة عمليات الأعمال
 
Bpr
BprBpr
Bpr
 
Business process reengineering
Business process reengineeringBusiness process reengineering
Business process reengineering
 
Roll no 11 tbem and tcoc
Roll no 11 tbem and tcocRoll no 11 tbem and tcoc
Roll no 11 tbem and tcoc
 

Ähnlich wie Introduction to Business Processes - Part III

bpm_course2014_1.ppt
bpm_course2014_1.pptbpm_course2014_1.ppt
bpm_course2014_1.pptssuser948499
 
2014-Dascalu_BPM.ppt
2014-Dascalu_BPM.ppt2014-Dascalu_BPM.ppt
2014-Dascalu_BPM.pptLuckySaigon1
 
Business Process Management .ppt
Business Process Management .pptBusiness Process Management .ppt
Business Process Management .pptsAdikmOhammed9
 
Introduction to Business Processes - Part I
Introduction to Business Processes - Part IIntroduction to Business Processes - Part I
Introduction to Business Processes - Part Icommandeleven
 
Bpm Implementation Success Criteria And Best Practice
Bpm Implementation   Success Criteria And Best PracticeBpm Implementation   Success Criteria And Best Practice
Bpm Implementation Success Criteria And Best PracticeAlan McSweeney
 
BPM Governance (Imre Hegedus)
BPM Governance (Imre Hegedus)BPM Governance (Imre Hegedus)
BPM Governance (Imre Hegedus)BPM Link
 
BUSINESS PROCESS MODEL
BUSINESS PROCESS MODELBUSINESS PROCESS MODEL
BUSINESS PROCESS MODELKISHAN AGRAWAL
 
Business Process Management
Business Process ManagementBusiness Process Management
Business Process ManagementAmin Kazemi
 
Master Global Project ManagementTorrens University Aus.docx
Master Global Project ManagementTorrens University Aus.docxMaster Global Project ManagementTorrens University Aus.docx
Master Global Project ManagementTorrens University Aus.docxendawalling
 
Department of the Interior’s Methodology for Business Transformation (MBT)
Department of the Interior’s Methodology for Business Transformation (MBT)Department of the Interior’s Methodology for Business Transformation (MBT)
Department of the Interior’s Methodology for Business Transformation (MBT)Nathaniel Palmer
 
Department of the Interior’s Methodology for Business Transformation (MBT)
Department of the Interior’s Methodology for Business Transformation (MBT)Department of the Interior’s Methodology for Business Transformation (MBT)
Department of the Interior’s Methodology for Business Transformation (MBT)Nathaniel Palmer
 
Framework for a business process management competency centre
Framework for a business process management competency centreFramework for a business process management competency centre
Framework for a business process management competency centreMartin Moore
 
Bpr business process reengineering ppt excellent
Bpr business process reengineering ppt excellentBpr business process reengineering ppt excellent
Bpr business process reengineering ppt excellentSwaraj
 
Lec 4 - Lifecycle.ppt
Lec 4 - Lifecycle.pptLec 4 - Lifecycle.ppt
Lec 4 - Lifecycle.pptNomiiPlays
 

Ähnlich wie Introduction to Business Processes - Part III (20)

Process Management
Process ManagementProcess Management
Process Management
 
bpm_course2014_1.ppt
bpm_course2014_1.pptbpm_course2014_1.ppt
bpm_course2014_1.ppt
 
2014-Dascalu_BPM.ppt
2014-Dascalu_BPM.ppt2014-Dascalu_BPM.ppt
2014-Dascalu_BPM.ppt
 
Business Process Management .ppt
Business Process Management .pptBusiness Process Management .ppt
Business Process Management .ppt
 
Bpm course
Bpm courseBpm course
Bpm course
 
Introduction to Business Processes - Part I
Introduction to Business Processes - Part IIntroduction to Business Processes - Part I
Introduction to Business Processes - Part I
 
Bpm Implementation Success Criteria And Best Practice
Bpm Implementation   Success Criteria And Best PracticeBpm Implementation   Success Criteria And Best Practice
Bpm Implementation Success Criteria And Best Practice
 
BPM Governance (Imre Hegedus)
BPM Governance (Imre Hegedus)BPM Governance (Imre Hegedus)
BPM Governance (Imre Hegedus)
 
BUSINESS PROCESS MODEL
BUSINESS PROCESS MODELBUSINESS PROCESS MODEL
BUSINESS PROCESS MODEL
 
Dimensions Of Change
Dimensions Of ChangeDimensions Of Change
Dimensions Of Change
 
Business Process Management
Business Process ManagementBusiness Process Management
Business Process Management
 
Master Global Project ManagementTorrens University Aus.docx
Master Global Project ManagementTorrens University Aus.docxMaster Global Project ManagementTorrens University Aus.docx
Master Global Project ManagementTorrens University Aus.docx
 
Department of the Interior’s Methodology for Business Transformation (MBT)
Department of the Interior’s Methodology for Business Transformation (MBT)Department of the Interior’s Methodology for Business Transformation (MBT)
Department of the Interior’s Methodology for Business Transformation (MBT)
 
Department of the Interior’s Methodology for Business Transformation (MBT)
Department of the Interior’s Methodology for Business Transformation (MBT)Department of the Interior’s Methodology for Business Transformation (MBT)
Department of the Interior’s Methodology for Business Transformation (MBT)
 
Framework for a business process management competency centre
Framework for a business process management competency centreFramework for a business process management competency centre
Framework for a business process management competency centre
 
Bpr
BprBpr
Bpr
 
Bpr business process reengineering ppt excellent
Bpr business process reengineering ppt excellentBpr business process reengineering ppt excellent
Bpr business process reengineering ppt excellent
 
Omne xsales
Omne xsalesOmne xsales
Omne xsales
 
Lec 4 - Lifecycle.ppt
Lec 4 - Lifecycle.pptLec 4 - Lifecycle.ppt
Lec 4 - Lifecycle.ppt
 
Business Process Management Training 1
Business Process Management Training 1Business Process Management Training 1
Business Process Management Training 1
 

Mehr von commandeleven

Improving U.S.-Pakistan Relations: A Primer for the Trump Administration
Improving U.S.-Pakistan Relations: A Primer for the Trump AdministrationImproving U.S.-Pakistan Relations: A Primer for the Trump Administration
Improving U.S.-Pakistan Relations: A Primer for the Trump Administrationcommandeleven
 
Succession & the Transfer of Power
Succession & the Transfer of PowerSuccession & the Transfer of Power
Succession & the Transfer of Powercommandeleven
 
Understanding Family Influence
Understanding Family InfluenceUnderstanding Family Influence
Understanding Family Influencecommandeleven
 
Succession and the Family Dynamic
Succession and the Family DynamicSuccession and the Family Dynamic
Succession and the Family Dynamiccommandeleven
 
Introduction to Family Businesses
Introduction to Family BusinessesIntroduction to Family Businesses
Introduction to Family Businessescommandeleven
 
The Financial Metrics
The Financial MetricsThe Financial Metrics
The Financial Metricscommandeleven
 
Customer Lifetime Value
Customer Lifetime ValueCustomer Lifetime Value
Customer Lifetime Valuecommandeleven
 
Understanding & Segmenting Your Customer - Part I
Understanding & Segmenting Your Customer - Part IUnderstanding & Segmenting Your Customer - Part I
Understanding & Segmenting Your Customer - Part Icommandeleven
 
Agency Rules Media Kit
Agency Rules Media KitAgency Rules Media Kit
Agency Rules Media Kitcommandeleven
 
Customer Service & Digital Metrics
Customer Service & Digital MetricsCustomer Service & Digital Metrics
Customer Service & Digital Metricscommandeleven
 
Introduction to Marketing Intelligence - Part II
Introduction to Marketing Intelligence - Part IIIntroduction to Marketing Intelligence - Part II
Introduction to Marketing Intelligence - Part IIcommandeleven
 
War & Business Strategies
War & Business StrategiesWar & Business Strategies
War & Business Strategiescommandeleven
 
Understanding Family Influence
Understanding Family InfluenceUnderstanding Family Influence
Understanding Family Influencecommandeleven
 
Lecture 3 - Business Model
Lecture 3 - Business ModelLecture 3 - Business Model
Lecture 3 - Business Modelcommandeleven
 
Lecture 2 - Idea Identification
Lecture 2 - Idea IdentificationLecture 2 - Idea Identification
Lecture 2 - Idea Identificationcommandeleven
 
Lecture 1 - New Venture Creation
Lecture 1 - New Venture CreationLecture 1 - New Venture Creation
Lecture 1 - New Venture Creationcommandeleven
 
Lecture 4 - Business Planning
Lecture 4 - Business PlanningLecture 4 - Business Planning
Lecture 4 - Business Planningcommandeleven
 
Understanding & Segmenting Your Customer - Part II (MI)
Understanding & Segmenting Your Customer - Part II (MI)Understanding & Segmenting Your Customer - Part II (MI)
Understanding & Segmenting Your Customer - Part II (MI)commandeleven
 

Mehr von commandeleven (20)

Improving U.S.-Pakistan Relations: A Primer for the Trump Administration
Improving U.S.-Pakistan Relations: A Primer for the Trump AdministrationImproving U.S.-Pakistan Relations: A Primer for the Trump Administration
Improving U.S.-Pakistan Relations: A Primer for the Trump Administration
 
Succession & the Transfer of Power
Succession & the Transfer of PowerSuccession & the Transfer of Power
Succession & the Transfer of Power
 
Understanding Family Influence
Understanding Family InfluenceUnderstanding Family Influence
Understanding Family Influence
 
Succession and the Family Dynamic
Succession and the Family DynamicSuccession and the Family Dynamic
Succession and the Family Dynamic
 
Introduction to Family Businesses
Introduction to Family BusinessesIntroduction to Family Businesses
Introduction to Family Businesses
 
What is Strategy
What is StrategyWhat is Strategy
What is Strategy
 
Internet Metrics
Internet MetricsInternet Metrics
Internet Metrics
 
The Financial Metrics
The Financial MetricsThe Financial Metrics
The Financial Metrics
 
Customer Lifetime Value
Customer Lifetime ValueCustomer Lifetime Value
Customer Lifetime Value
 
Understanding & Segmenting Your Customer - Part I
Understanding & Segmenting Your Customer - Part IUnderstanding & Segmenting Your Customer - Part I
Understanding & Segmenting Your Customer - Part I
 
Agency Rules Media Kit
Agency Rules Media KitAgency Rules Media Kit
Agency Rules Media Kit
 
Customer Service & Digital Metrics
Customer Service & Digital MetricsCustomer Service & Digital Metrics
Customer Service & Digital Metrics
 
Introduction to Marketing Intelligence - Part II
Introduction to Marketing Intelligence - Part IIIntroduction to Marketing Intelligence - Part II
Introduction to Marketing Intelligence - Part II
 
War & Business Strategies
War & Business StrategiesWar & Business Strategies
War & Business Strategies
 
Understanding Family Influence
Understanding Family InfluenceUnderstanding Family Influence
Understanding Family Influence
 
Lecture 3 - Business Model
Lecture 3 - Business ModelLecture 3 - Business Model
Lecture 3 - Business Model
 
Lecture 2 - Idea Identification
Lecture 2 - Idea IdentificationLecture 2 - Idea Identification
Lecture 2 - Idea Identification
 
Lecture 1 - New Venture Creation
Lecture 1 - New Venture CreationLecture 1 - New Venture Creation
Lecture 1 - New Venture Creation
 
Lecture 4 - Business Planning
Lecture 4 - Business PlanningLecture 4 - Business Planning
Lecture 4 - Business Planning
 
Understanding & Segmenting Your Customer - Part II (MI)
Understanding & Segmenting Your Customer - Part II (MI)Understanding & Segmenting Your Customer - Part II (MI)
Understanding & Segmenting Your Customer - Part II (MI)
 

Kürzlich hochgeladen

Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 

Kürzlich hochgeladen (20)

Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 

Introduction to Business Processes - Part III

  • 3. BPM
Lifecycle
 Process
Planning
&
 Strategy
 Culture
&
Strategy
 Methodology
 Information
 Process
 Analysis
of
 Technology
 Refinement
 Business
Processes
 Process
Alignment
 Process
Awareness
 Process
Measures
 Process
Sponsorship
 Process
 Design
&
Modeling
 Process
Monitoring
 of
Business
 Responsibility
 &
Controlling
 Processes
 Process
Definition
 Organization
 Process
 Implementation

  • 5. Process
Planning
&
Strategy
   BPM
lifecycle
begins
with
developing
a
process
driven
strategy
and
 plan
for
the
organization
   Sets
the
strategy
and
direction
for
the
BPM
process
   Plan
starts
with
an
understanding
of
organizational
strategies
and
 goals
   Designed
to
ensure
a
compelling
value
proposition
for
customers
   Plan
provides
structure
and
direction
for
continued
customer
 centric
process
management
   Provide
a
foundation
for
a
holistic
BPM
approach
to
ensure
the
 alignment
with
organizational
strategy
and
the
integration
of
 strategy,
people,
processes
and
systems
across
functional
 boundaries
   Identifies
appropriate
BPM
organizational
roles
and
 responsibilities,
executive
sponsorship,
goals
and
expected
 performance
measures
and
methodologies

  • 6. Analysis
of
Business
Processes
   Analysis
incorporates
methodologies
with
the
goal
of
 understanding
the
current
organizational
processes
in
 the
context
of
the
desired
goals
and
objectives
   Takes
information
from
strategic
plans,
process
models,
 performance
measurements,
changes
in
the
 environment
and
other
factors
in
order
to
fully
 understand
the
business
processes
in
the
context
of
the
 overall
organization

  • 7. Design
&
Modeling
of
Business
Processes
   Focus
on
the
intentional,
thoughtful
design
of
how
end‐to‐ end
work
occurs
in
order
to
deliver
value
   Document
the
sequence
of
activities,
including
the
design
of
 what
work
is
performed,
at
what
time,
in
what
location,
by
 what
process
actors,
and
using
what
methodology
   Defines
what
the
organization
wants
the
process
to
be
and
 answers
the
what,
when,
where,
who
and
how
questions
of
 how
end‐to‐end
work
is
executed
   Ensures
that
the
proper
management
controls
and
metrics
 are
in
place
for
compliance
and
performance
management
   Understanding
the
process
typically
involves
process
 modeling
and
an
assessment
of
the
environmental
factors
 which
enable
and
constrain
the
process

  • 8. Business
Process
Modeling
   Set
of
activities
involved
in
creating
representations
of
 an
existing
(as‐is)
or
proposed
(to‐be)
business
process
   Provides
an
end‐to‐end
perspective
of
an
organization’s
 primary,
supporting
and
management
processes
   Modeling
is
a
means
to
an
end
but
not
an
end
itself
   You
model
to
get
results
and
reach
conclusions

  • 9. Process
Diagrams,
Maps
and
Models
   Diagrams
   Process
diagram
often
depict
notation
of
the
basic
workflow
of
a
process
   Depicts
the
major
elements
of
a
process
flow,
but
omits
the
minor
details
which
 are
not
necessary
for
understanding
the
overall
flow
of
work
   Maps
   More
precision
than
a
diagram
   More
details
about
process
and
important
relationships
to
other
elements
such
 as
performers,
events
and
results
   Provide
a
comprehensive
view
of
all
of
the
major
components
of
the
process
   Models
   Represents
the
performance
of
what
is
being
modeled
   Needs
greater
precision,
data
about
the
process
and
about
the
factors
that
 affect
its
performance
   Often
done
using
tools
that
provide
simulation
and
reporting
capability
to
 analyze
and
understand
the
process

  • 10. Process
Attributes
and
Characteristics
   Attributes
and
characteristics
that
describe
the
properties,
 behavior,
purpose
and
other
elements
of
the
process
   Process
attributes
are
captured
in
a
tool
in
order
to
organize,
 analyze
and
manage
an
organization’s
portfolio
of
processes
   Inputs/Outputs
   Arrival
Patterns/Distributions
   Events/Results
   Entry
Rules
   Value
Add
   Exit
Rules
   Roles/Organizations
   Branching
Rules
   Data/Information
   Join
Rules
   Probabilities
   Work/Handling
Time
   Queuing
   Batching
   Transmission
Time
   Servers
(People
available
to
   Wait
Time
 perform
tasks)

  • 11. Purpose
of
Process
Modeling
   A
model
is
rarely
a
complete
and
full
representation
of
the
 actual
process
   Focus
on
representing
those
attributes
of
the
process
that
support
 continued
analysis
from
one
or
more
perspectives
   Objective
is
to
create
a
representation
of
the
process
that
 describe
it
accurately
and
sufficiently
for
the
task
at
hand
   Understanding
the
business
process
through
the
creation
of
the
 model
   Creating
a
visible
representation
and
establishing
a
commonly
 shared
perspective
   Analyzing
process
performance
and
defining
and
validating
changes
   To
be
model
is
an
expression
of
the
target
process
state
and
 specifies
the
requirements
for
the
supporting
resources
that
 enable
effective
business
operations

  • 12. Process
Monitoring
and
Controlling
   Continuous
measuring
and
monitoring
of
business
 processes
provides
the
information
necessary
to
adjust
 resources
in
order
to
meet
process
objectives
   Measuring
and
monitoring
also
provides
critical
process
 performance
information
through
key
measurements
 related
to
goals
and
value
to
the
organization
   Analysis
of
process
performance
information
can
result
 in
improvement,
redesign
or
re‐engineering
activities

  • 13. Process
Refinement
   Implements
the
output
of
the
iterative
analysis
and
 design
cycle
   Addresses
organizational
change
management
 challenges
   Aimed
at
continuous
improvement
and
process
 optimization

  • 14. Types
of
Processes
 Management
 Primary
Processes
 Processes
 Support
Processes

  • 15. Primary
Processes
   Primary
processes
are
end‐to‐end,
cross‐functional
 processes
which
directly
deliver
value
   Represent
the
essential
activities
an
organization
 performs
to
fulfill
its
mission
   Make
up
the
value
chain
where
each
step
adds
value
to
 the
preceding
step
as
measured
by
its
contribution
to
the
 creation
or
delivery
of
a
product
or
service
   Primary
processes
can
move
across
functional
 organizations,
across
departments
or
even
between
 enterprises
and
provide
a
complete
end‐to‐end
view
of
 value
creation

  • 16. Support
Processes
   Support
processes
managing
resources
and/or
 infrastructure
required
by
primary
processes
   Differentiator
is
that
support
process
do
not
directly
 deliver
value
   Does
not
mean
that
they
are
unimportant
to
an
organization
   Examples
of
support
processes
include
information
 technology
management,
facilities
or
capacity
 management
and
human
resource
management
   Support
processes
are
generally
associated
with
 functional
areas

  • 17. Management
Processes
   Used
to
measure,
monitor
and
control
business
activities
   Ensure
that
a
primary
or
supporting
process
meets
 operational,
financial,
regulatory
and
legal
goals
   Do
not
directly
add
value
   Necessary
in
order
to
ensure
the
organization
operates
 effectively
and
efficiently

  • 18. Process
Activities
   Value
Added
–
contribute
to
the
process
output
in
a
 positive
way
   Handoff
–
pass
control
of
the
process
to
another
 department
or
organization
   Control
–
assure
that
the
processes
behave
within
 desired
tolerances
or
specify
a
validity
checkpoint

  • 19. BPM
Critical
Success
Factors
 Business
Strategy
 Define
Organization
 Wide
Business
Process
 Value
Chains
 Executive
Sponsorship/ Governance
&
 Institutional
Practice
 Standardize
Business
 Processes
 Measure
Process
Chain
 Performance

  • 20. BPM
Critical
Success
Factors
   Standardize
Business
Processes
   Adopt
common
design/re‐engineering
methodology
   Document
processes
   Manage
process
diversity
   Executive
Sponsorship/Governance
&
Institutionalize
Practices
   Provide
continuous
improvement
   Manage
process
governance
   Enable
change
management
   Leverage
BPM
tools
   Define
Organization
Wide
Business
Process
Value
Chains
   Map
the
organization’s
core
activities
   Assign
executive
responsibility
for/sponsorship
of
process
chains
   Measure
Process
Chain
Performance
   Manage
to
process
measures
and
chains
of
accountability

  • 21. Alignment
of
Strategy,
Value
Chain
&
Business
Process
   Most
successful
organizations
implementing
BPM
pay
 attention
to
the
alignment
of
business
strategy,
value
 chain
definitions
and
business
processes
   BPM
relies
on
key
business
strategies
that
set
the
 primary
direction
of
the
enterprise
   Value
propositions
for
goods
and
services
delivered
   Business
strategy
leads
to
enterprise
and
business
unit
 goals
as
the
basis
for
action
plans
and
business
tactics

  • 22. Goals
   Business
goals
are
most
often
an
output
of
an
 organizations
strategic
planning
efforts
   Typically
decomposed
to
include
functional
goals
which
align
 an
organization’s
functional
areas
to
overall
strategy
   Process
goals
align
business
processes
with
overall
 organization
strategy

  • 23. Executive
Sponsorship/Governance
   Assigning
executive
leadership
responsibility
to
oversee
the
 performance
of
key
processes
is
an
indicator
of
maturity
and
 seriousness
   Performance
of
a
process
is
measured
with
accountability
 falling
under
the
executive
leadership
and
reported
 throughout
the
enterprise
   Important
to
have
organizational
discipline
to
utilize
 methodologies
to
document,
store,
manage
and
continuously
 improve
the
business
processes
   Includes
governance
mechanisms
to
support
BPM
and
 associated
tools
   Institutionalized
across
all
functional
areas
in
order
to
 optimize
the
impact
on
all
value
chain
performance

  • 24. Process
Ownership
   Successful
BPM
implementations
recognize
that
the
role
 of
a
process
owner
is
critical
   Process
owner
is
responsible
for
the
entire
end‐to‐end
 process
across
functional
departments
   Success
of
this
role
depends
on
the
authority
the
 individual
has
to
control
the
budget
and
make
decisions
 that
effect
the
development,
maintenance
and
 improvement
of
the
business
process

  • 25. Metrics,
Measures
and
Monitoring
   Management
requires
measurement
   Business
process
measurement
and
monitoring
provides
 critical
feedback
on
process
design,
performance
and
 compliance
   Necessary
to
measure
process
performance
in
terms
of
a
 variety
possible
metrics
related
to
how
well
the
process
 meets
its
stated
goals

  • 26. Institutional
Practices
   Effective
attainment
of
BPM
success
factors
to
create
 value
for
an
organization
depends
on
   Organizational
practices
   Mastery
of
concepts
and
skills
by
individuals
with

 accountability
for
managing
business
processes