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Business Process Management

Transcript: Business Process WHEn A project manager's journey HOW INF30005 - John Bott SP1-2017 Management WHAT What DID I LEARN? Business Process Modelling Notation BPM & Automation BPMN Flow Charts Process Diagrams finance 110010101 Dumas et al. 2013, p. 97 Tian 2017 BPM & AUtomation Leadership Operational Technical Chang 2005 Khoshafian 2011 ? REFERENCES REFERENCES Chang, JF 2005, Business process management systems: strategy and implementation, Taylor & Franeis Group, New York, USA. Dumas, M, La Rosa, M, Mendling, J & Reijers, HA 2013, Fundamentals of business process management, Springer, Springer ebooks. Khoshafian, S 2011, Ten technology trends in ten years … for BPM, Pega, viewed 24 May 2017, <http://www.pega.com/community/pega-blog/ten-technology-trends-in-ten-years-for-bpm-part-i-of-ii#sthash.kUjflRGn.dpuf>. Tian, X 2017, 'Lesson 7 Part 1', INF30005 Business Process Management, Learning materals on Blackboard, Swinburne University of Technology, 4 January, viewed 2 May 2017.

Business Process Management

Transcript: Process Redesign Group 20 standard machine delivery Sub-process: check quality requirements What we changed Procurement Gassmann Testing Metrology GmbH (GTM): small manufacturing company in Germany Production of various devices (inter alia force transducers and standard machines) Depicted business process: Standard Machine delivery Machine for force measurement applications Process Description Shipping Process Context Thank you for your attention Production Company wide integrated IT system Supports faster interdepartmental information exchange reduced information search time Improved communication with suppliers Reduction of cycle time Reduction of costly errors Improved internal quality Less flexibility The Devil's Quadrangle David Mischke Aydan Gasimova Giada Binelli Saskia Garbe Process Description Expected Benefits standard machine delivery - redesigned Problems with the process Introduction of new integrated ERP system improved communication with supplier Resequenced "Calibration number request" Sub-process: check quality requirements - redesigned Business Process Management Slow interdepartmental paper-based communication Error-prone manual copying of information Poor internal quality: process participants do not feel in control of the process Fragmented IT infrastructure: each department uses its own IT system Slow communication with suppliers Production Procurement Start event: Order received Output: Standard machine End point: Delivered standard machine Involved participants: GTM: Procurement, Production, Laboratory, Finance Suppliers, Logistics partner

Business Process Management

Transcript: Features There‘s a way to do it better – find it. Thomas A. Edison * Einführung in BPM: - Historie - Wer führt BPM aus? - Wichtigkeit von BPM - BPM Triade * BPM Features and Goals * BPM Life Cycle * The Golden rules * BPM Kennzahlen * Vorrangig, anwendung, verbesserung * Vorteile und Nachteile * Ziele * Software * Biespiele * Schlussfolgerung * Questions ERP vs. BPM 4. Monitoring: is a phase where process performance is measured, analyze, evaluate, tracking every single processes, so that information on their state can be easily seen and statistics of each peformances can be provided. *Erfassung und Überwachung von Prozessen. *Behandlung von Schnittstellen und Aufgaben nach Störanfälligkeiten in einem späteren Zeitpunkt. *Ermittlung von benötigten Methoden, Daten und Zeiten für Prozessabläufe *Identifizierung und Reduzierung von Überlastungen oder Überkapazitäten. *Einblick in Prozessschritte und damit Simulierung von Prozessveränderungen. -BPM is a discipline, it’s something a company does. -Process means a flow of business activities and seeing those activities as connected toward the achievement of some business transaction. -BPM is about improving processes. It presumes the idea that you view business as a set of processes and BPM is the act of improving those processes. -BPM should not be a one-time exercise. It involves a continuous evaluation of the processes and includes taking actions to improve the total flow of processes. -A person/company doing BPM needs to have the big-picture view of the process (or so called “end-to-end view”). To understand the correct optimizations we need to consider those optimizations within the context of a complete business process. Improving a single step of a process is not BPM. Vorrangig, anwendung und verbesserung -Cost efficiency -Revenue growth -To reduce human error through automation -Harmonisation of procedural landscape -Increasing quality and customer’s satisfaction -Productivity improvements Durchlaufzeit Wann kann man mit einem Ergebnis rechnen? Gesamter Zeitbedarf einer kompletten Prozessdurchführung Liegezeit Zeiten ohne Aktivität im Prozess. Kriterium für Verbesserungspotenzial? Einarbeitungszeit oder Rüstzeit Prozessbeteiligter wechselt zu oft die Aufgabe > Zeit steigt Kommunikationskennzahlen zweckmäßige, räumliche Nähe Bearbeitungszeit Dauer um Aufgabe zu erledigen Wer? Was? Womit? Wichtigkeit von BPM Wer führt BPM aus? BPM is complimentary to ERP and may move into the ERP domain but is not likely t become the new development platform for ERP solutions. Process Management and automation Inhalt *CEO - Chief Executive Officer *CTO - Chief Technology Officer *COO - Chief Operations Officer *CPO - Chief Procurement Officer *Controlling *Quality Manager *Bereichsleiter *Arbeitsgruppen *Mitarbeiter focuses on optimizing the efficiency of existing business processes; monitoring process effectiveness, process modelling and simulations. It can thus, be described as a process-intelligent layer that may or may not be integrated with an organization’s ERP. Steigerung Produktivität Senkung Kosten höhere Effizienz Transparenz freigesetzte Ressourcen bessere Leistung Teamzufriedenheit Kundenzufriedenheit 2. Modeling: takes the theoretical design and introduces combinations of variables. BPM Features and Goals BPM Triade Ziele 1. making sure the Co-workers have confidence and trust in each other 2. Ensuring an open communication between employees and managers. 3. sharing vision and information with employees. 4. organization is able to respond to changes in markets quickly. 5. Senior management has confidence and trust in you and your manager 6. having efficient communication channels for transferring information. 7. appointing people responsible for processes. 8. The organization extensively uses information system. 9. Managers support changes in processes 1. Making a process management to a top management initiative The introduction of process management , with an objective to harmonize and also optimizing business processes, is long-term oriented strategical matter. For a company approach, which in harmony with its company strategy, it needs a top-down approach. Next is a change-management-task, that can only work, if the thinking and action is always be called for in the process. 2. Embedding process management into company’s DNA The advantages of process management can only be implemented entirely, if the thinking and action in the process merge into company’s DNA and therefor entering the daily task of the employees. 3. Begin targeted initiatives for process optimization Targeted initiatives for process optimization should be initiated, to embed process management sustainable in the company. It is really important for the start of the implementation. 4. Organizing all processes as end-to-end processes for customer consequently Most of the tasks in the company are distributed over the whole complex organizational structure. This is also applied for the

Business Process Management

Transcript: Cost Implementation Time Risk Data Management User resistance Platinum Concepts Pty Ltd No solid marketing strategy Improper inventory control Ineffective HR department Lack of communication and co-ordination EFFICIENCY EFFECTIVENESS Recommendation Major Problems BPM and Strategy As-Is Process To-Be Process Enterprise Resource Planning Customer Relationship Management AGILITY Urgent Problem Proposed Solution Solution Consideration An enterprise resource planning (ERP) system is a software and database that automates and integrates information processing in real time over a large number of business processes and functions in an organization.” (Anderson, Banker, Menon, Romero 2011 ) Supply Chain Management Business Process Management Project Scoping Diagram Thank you Implementation of IT Inter-departmental co-ordination Resource Utilization Customer satisfaction Manual Paper based method Business Process Architecture Supplier Relationship Management Group no. 69 Reshma Srinivasan 213391764 Eric Rodrigues 211040882 Mipandeep Singh 213511718 Based on Jim Harvey's speech structures Problem Analysis BPM is defined by Jeston & Nelis 2008 as, “the achievement of an organisation’s objectives through the improvement, management and control of essential processes.” Implementation of ERP to avoid delays Employees must be well-trained Solid marketing strategy Use of controlling techniques such as Break Even Analysis Introduction of SCM and SRM Insource its IT function

Business Process Management

Transcript: High cost of implementing custom solutions High cost of recruiting and retaining technical personnel who understand the business well Changes in business rules and operation procedures require system changes. As a result: An organization should be a school of fish. To survive they have to react to changes quickly. Conclusion Thank you for your attention! Why we had to change? What is BPM? Keep asking… Enterprise BPM Agenda Why BPM? Features Of BPM Platforms Benefits Of BPM BPM Competency Center Gardner : "BPM is a structured approach employing methods, policies, metrics, management practices and software tools to measure, synchronize and continuously optimize the organization's activities and processes." "BPM governance is a management practice that provides for governance of a business's process environment toward the goal of improving agility and operational performance and revenue." is here Does your IT model offer the necessary agility? Can you compete at your scale? Are you getting an appropriate return on your technology investment? Are you managing your technology or it is managing you? Is your IT optimally aligned to the business? And one more thing...

Business Process Management

Transcript: Finance & Purchasing Research & Development Introduction Definitions Benefits Functional Areas Methodologies Life Cycle Process Configuration Process Design Process Execution Life Cycle Process Discovery Service Integration Agenda Business Process Management (BPM) Functional Areas Human Resources Methodologies Service Development Introduction Six Sigma Lean Lean Six Sigma BP Trends Customer Relationship Management Benefits Process Monitoring Continuous Improvement in the Business Greater Efficiency Outstanding Profits Process Improvement Process Deployment Definitions

Business Process Management

Transcript: Business Process Management Marketing Why Where Every organization is liable and likely to face the Iceberg Syndrome Perception in China The Iceberg Syndrome is a phenomenon that can hardly be avoided. However, efforts are being made to diminish the negative impact it has regarding processes. In this fast pacing innovative world we live in nowadays it is crucial to bear in mind the skills of a leader and manager in regards to the "birds eye view" of the organization in order to have an efficiently run organization. Debora Piancastelli Heiderich (s29809) & Grigorios Pavlidis (s27482) Different people or departments have access to different parts of the processes. Bureaucracy Lack of organization Geographical aspects The Iceberg Syndrome Is a common phenomenon that often endangers projects within an organization. Production How to avoid? What you see "Interderpatmental" processes High flow of communication External professional Introduction for new employees Good leaders! Sales & Production: Customer order closed by sales department Delivery & Logistics: No consideration of traffic and rush hours Marketing & Finance: Misscommunication in budget issues What really happens Source: Cnn online Finance Board The Iceberg Syndrome What Introduction Iceberg Syndrome BPM projects - Matell Additional example How to avoid? Conclusion Conclusion Contents

Business Process Template

Transcript: Process Description including the participants Creators Name Process Master Date Modified Expcected Time to Complete Business Process Name Summary Summary A quick overview the process The Process is triggered when x occurs. Process Start Process Start What Happens Next What Happens Next and then and then Sometimes there are sub steps Sometimes there are sub steps An More Sub steps An More Sub steps The Process is completed The Process is completed Detailed This is the detailed verison of the process. This is invented to be viewed by the process operators To Complete this process you will need the following Access to XY and Z The completed..... The Detailed Process some Stuff Step 1 Step2 Part 1 Part 2 Part 3 Step 3 How not to park a traction Engine

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