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

Business
Process
Management
Overview

BPM
Lifecycle
                                             Process
Planning
&
                                            ...
BPM
Lifecycle

Process
Planning
&
Strategy
    BPM
lifecycle
begins
with
developing
a
process
driven
strategy
and
     plan
for
the
orga...
Analysis
of
Business
Processes
  Analysis
incorporates
methodologies
with
the
goal
of
   understanding
the
current
organi...
Design
&
Modeling
of
Business
Processes
  Focus
on
the
intentional,
thoughtful
design
of
how
end‐to‐   end
work
occurs
in...
Business
Process
Modeling
  Set
of
activities
involved
in
creating
representations
of
   an
existing
(as‐is)
or
proposed
...
Process
Diagrams,
Maps
and
Models
    Diagrams
         Process
diagram
often
depict
notation
of
the
basic
workflow
of
a...
Process
Attributes
and
Characteristics
  Attributes
and
characteristics
that
describe
the
properties,
   behavior,
purpos...
Purpose
of
Process
Modeling
    A
model
is
rarely
a
complete
and
full
representation
of
the
     actual
process
        ...
Process
Monitoring
and
Controlling
  Continuous
measuring
and
monitoring
of
business
   processes
provides
the
informatio...
Process
Refinement
  Implements
the
output
of
the
iterative
analysis
and
   design
cycle
  Addresses
organizational
chan...
Types
of
Processes
      Management
     Primary
Processes
       Processes
                      Support
Processes

Primary
Processes
  Primary
processes
are
end‐to‐end,
cross‐functional
   processes
which
directly
deliver
value
  Repre...
Support
Processes
  Support
processes
managing
resources
and/or
   infrastructure
required
by
primary
processes
  Differ...
Management
Processes
  Used
to
measure,
monitor
and
control
business
activities
  Ensure
that
a
primary
or
supporting
pr...
Process
Activities
  Value
Added
–
contribute
to
the
process
output
in
a
   positive
way
  Handoff
–
pass
control
of
the...
BPM
Critical
Success
Factors
   Business
Strategy
                    Define
Organization
                   Wide
Business...
BPM
Critical
Success
Factors
    Standardize
Business
Processes
         Adopt
common
design/re‐engineering
methodology
...
Alignment
of
Strategy,
Value
Chain
&
Business
Process
  Most
successful
organizations
implementing
BPM
pay
   attention
t...
Goals
  Business
goals
are
most
often
an
output
of
an
  organizations
strategic
planning
efforts
      Typically
decompo...
Executive
Sponsorship/Governance
  Assigning
executive
leadership
responsibility
to
oversee
the
   performance
of
key
pro...
Process
Ownership
  Successful
BPM
implementations
recognize
that
the
role
   of
a
process
owner
is
critical
  Process
o...
Metrics,
Measures
and
Monitoring
  Management
requires
measurement
  Business
process
measurement
and
monitoring
provide...
Institutional
Practices
  Effective
attainment
of
BPM
success
factors
to
create
  value
for
an
organization
depends
on
  ...
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Introduction to Business Processes - Part III

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Lecture 6 of my Enterprise Resource Planning course. This lecture covers how business process are planned, designed and implemented.

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Introduction to Business Processes - Part III

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

  2. 2. Business
Process
Management
Overview

  3. 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

  4. 4. BPM
Lifecycle

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

  15. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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

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