Zusammenfassung der Ressource
BPM
- BPM aims to continually improve and analyse existing business activities
- BPM is about improving efficiency, flexibility and effectivenss to respond to change
- Business process
- A set of related business activities that when performed result in an outcome of value to the customers and organisation
- Components of BP
- Management Process
- Authority, people and policies responsible for controlling operations
- Operation process
- People and processes which objective is to perform operations
- Information process
- Collect and store data to provide useful information to users
- External parties
- The first three components help to conduct business with external parties
- Types of business processes
- Individual Processes
- Carried out by individuals
- Vertical/functional processes
- Within a business functional unit
- Horizontal/Cross functional processes
- Cut across business functional units and sometimes companies
- BPM, BP improvement and re-egineering
- Enterprise level change methodologies
- Ensure all BPs making up a value chain are well integrated
- Methodologies
- Balanced Scorecards
- Used to align corporate goals and strategies
- Management tracks four different perspectives
- Financial
- Customer
- Process
- Learning and growth
- Objectives will be determined in terms of each perspective
- Managers assigned a scorecard with objectives in each perspective
- Balanced scorecard strategy map (refer to figure)
- Strategy map divides corporate strategy into 5 themes
- Increase return on capital
- Improve operating quality and efficiency
- Grow high value customer relationshipos
- Accelerate product innovation
- create high performance culture
- Enterprise BP trends methodology
- Covers enterprise and process levels
- Concerned with creating tools that an enterprise can use to organise and manage BP
- Phases
- Understand enterprise context
Anmerkungen:
- Identify strategic goals and value chain processes
Model processes
- Define BP architecture
Anmerkungen:
- Creating a BP architecture for a value chain
- Define process governance
Anmerkungen:
- Develop plan to manage BPs
Create a BPM group to help management monitor processes
- Day-to-day management of BPs
Anmerkungen:
- Ongoing maintenance and use of tools created
- BP process level change methodologies
- BPR
- Redesigning BP to gain improvements such as cost reductions, speed and service
- Obliterate rather than automate
- Complete redesign of business processes to achieve improvements
- Use of IT in redesigning and automating processes
- Designing entire process from scratch using latest technology
- Now replaced by BP redesign and BP improvement
- Six Sigma
- Aims to reduce process variation as much as possibler
- BPI project organised around a five phase approach (DMAIC)
- Define
Anmerkungen:
- Define customer requirements
Charter detailing what the team must achieve and the process to be improved
- Measure
Anmerkungen:
- Team defines measures to determine how well the requirements are met by each process
Measures such as input from suppliers, costs and customer satisfaction
- Analyse
Anmerkungen:
- Analyse existing processes using methods such as breaking down processes down into activities to consider the value added by each activity
- Improve
Anmerkungen:
- Coming up with ways to improve the process
- Control
Anmerkungen:
- Plan to maintain gains and continually improving
- Improving consistency and quality of process output
- Lean
- Improving flow of activities and reducing cost of a process by removing waste
- Uses proven tools and techniques
- Concerned with process redesign and improvement (enterprise and BP level)
- Enterprise methodology
- Flow Kaizen
- BP methodology
- Process Kaizen
- Process level BP Trends Methodology
- Process redesign methodology
- Five phases
- Understand the project
Anmerkungen:
- Analyse business processes
Anmerkungen:
- analyse and document process
- Redesign BP
Anmerkungen:
- produce a new improved process
- Implement redesigned process
Anmerkungen:
- acquire resources and space to implement process
- Roll out redesigned process
- Implementation level change methodologies
- Process modelling software
- Uses software to create models which represent business processes and activities
- DB for storing BP elements and relationships
- Modelling essential for carrying out BP improvement
- Allow users to pass info between about a process to other tools
- Business Process Management Suites
- Use to document, specify and modify BPs
- Automate modelling, monitoring and redesign of complex processes to help achieve improvement
- Designed to model
- Process progress and performance
- Historical data
- Organisational roles
- Business rules
- Areas of functionality
- BAM
- Inform business of important events to its business in the IT layer
- ERP driven redesign
- Starts with solution of best breed processes
- Existing processes then modified to suit the best practices suggested
- Help with process management
- Major BP approaches
- 3 major BP approaches
- Information Technology tradition
- Software focused methodologies
- Either top down or bottom up
- Automate processes with applications and computers
- Software applications for BP management
- ERP
- BP modelling tools
- Also fall under process re-engineering as processes are automated
- Business management tradition
- Aligning strategy, organising and managing employee to achieve goals
- Popular when company want to undertake major changes e.g.: entering a market
- A performace framework identifies 9 different things that an organisation should consider when changing processes
Anmerkungen:
- The performance framework integrates 3 levels of concerns with three perspectives
Describes what a mature organisation must muster
- Improving overall organisation performance
- Top down approach
- quality control tradition
- Focuses on BP quality
Anmerkungen:
- Uses six sigma and lean methodologies for process improvement
- Making incremental improvements to business activity
- Bottom down approach
- Popular when economy is weak and trying to cut expenditure
- Capability Maturity Model Integration
- Evaluates whether an organisation's processes will enable it to deliver on time and within budget
- Process improvement
- Classify an organisation according to 5 levels
Anmerkungen:
- initial
repeatable
defined
managed
optmising
- Provide guidelines to address product lifecycle
- Tendency is for all to merge into one BPM
approach
- Main features/roles and processes of BPM systems
- Main features
- Main roles
- Main processes
- Technologies and applications supporting BPM
- SOA and BPM
- SOA can provide a framework for designing BPs, consolidating redundant processes and responding to change
- SOA can result in a business that is more efficient and flexible
- BPM as a service
- BPM on the cloud and includes IaaS, PaaS and SaaS)
- IaaS
- See picture above
- PaaS
- Key layer for realisation of BPM
- SaaS
- layer closest to the user
- Divided into application layer and software
- Through the 3 layered model BPM software can collect, optimise and develop info of BP
- Drivers and advantages
- Drivers of BPM
- Transparency
- Visibility into the organisations operations (how data produced and consumed along BP)
- Real time visibility and analysis of events ensures up to date information for decision making
- Quality-efficiency
- Quality looks at conformance to business quality standards and specifications
Anmerkungen:
- Quality can be customer satisfaction and number of defects
- BPM platforms can help reduce costs and streamline processes(automation & remove redundancies)
- Improve productivity and op efficiiency (automation and removing bottlenecks)
- Agility-Compliance
- Helps organisations adapt to rapidly changing business environment
- Compliance with process standards, corporate governance and regulatory requirements
- Integration
- Manage BP to minimise impact of process changes (employee resistance)
- Advantages of BPM
- Process automation
- Competitive advantage
- Measurement mechanisms
- Disadvantages and challenges
- Acquire required process management competancies
Anmerkungen:
- Business strategy
People and technology
Governance
- Challenges relate to the competancies
- Management Issues
- Create and maintain BP architecture
- BP architecture enables organisations to achieve business agility
- The more up to date the architecture the more valuable the tool
- May require db or repository for maintaining info
- Identifying and prioritising scope of business change projects
- Maintaining and managing process performance
- Tracking, reporting and using measures to evaluate performance
- Support process manager
- Provide training to help with managing processes
Anmerkungen:
- Managing compliance
- Key Vendors
- IBM
Anmerkungen:
- Wide range of BPM solutions
IBM has extensive skills and expertise
- Pegasystems
Anmerkungen:
- Deliver a solution to address specific needs
Needs to be customised to meet customer needs
- Software AG
- Future trends
- BI with BPM systems
- Social networking analysis for BPM
- Cloud Business Rule Engine services