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Introduction to Business Processes – Part III Learning How to Develop, Manage & Improve Business Processes

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Business Process Management  Overview

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BPM Lifecycle Process Planning &  Strategy

Culture & Strategy Methodology Information  Technology Process Alignment Process Awareness Process Measures Process Sponsorship Process  Responsibility Process Definition Organization

Process Refinement

Analysis of  Business Processes

Process Monitoring  & Controlling

Design & Modeling  of Business  Processes

Process Implementation

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BPM Lifecycle

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Process Planning & Strategy ¾ ¾ ¾ ¾ ¾ ¾

¾

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

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Analysis of Business Processes ¾

¾

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

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Design & Modeling of Business Processes ¾

¾

¾

¾

¾

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

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Business Process Modeling ¾

¾

¾

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

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Process Diagrams, Maps and Models ¾

¾

¾

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

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Process Attributes and Characteristics ¾

¾

` ` ` ` ` ` ` ` `

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  Inputs/Outputs ` Arrival Patterns/Distributions processes Events/Results Value Add Roles/Organizations Data/Information Probabilities Queuing Transmission Time Wait Time

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` ` ` ` ` ` `

Entry Rules Exit Rules Branching Rules Join Rules Work/Handling Time Batching Servers (People available to  perform tasks)

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Purpose of Process Modeling ¾

¾

¾

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

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Process Monitoring and Controlling ¾

¾

¾

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

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Process Refinement ¾

¾ ¾

Implements the output of the iterative analysis and design  cycle Addresses organizational change management challenges Aimed at continuous improvement and process optimization

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Types of Processes Management  Processes

Primary Processes

Support Processes

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Primary Processes ¾

¾

¾

¾

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

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Support Processes ¾

¾

¾

¾

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

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Management Processes ¾ ¾

¾ ¾

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

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Process Activities ¾

¾

¾

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

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BPM Critical Success Factors Business Strategy

Define Organization  Wide Business Process  Value Chains Executive  Sponsorship/Governan ce & Institutional  Practice Standardize Business  Processes

Measure Process Chain  Performance

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BPM Critical Success Factors ¾

¾

¾

¾

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

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Alignment of Strategy, Value Chain & Business Process ¾

¾

¾

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

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Goals ¾

¾

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

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Executive Sponsorship/Governance ¾

¾

¾

¾

¾

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

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Process Ownership ¾

¾

¾

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

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Metrics, Measures and Monitoring ¾ ¾

¾

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

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Institutional Practices ¾

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

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Introduction to Business Processes - Part III  

Learning How to Develop, Manage & Improve Business Processes http://emagine‐group.com Experience Focused, Socially Active, Digitally Ena...

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