4. 21.10.11-britta metzen-business process management


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  • Thinking about processes, what are your connecting ideas? lawsuit, litigation, action, case, complicated diagrams which noone understands Which organisations do you know? Normal hirachic organisations or process organisations? Why do we controllers think about business process management? Do you thinkt that you have to think about and work with process management? While working with processes, mistakes occur. Two ways of ending with your thoughts: I want to keep my nose out of it because everything works I don‘t want to keep my nose out of it because I want to think out of my own box (über den Tellerrand blicken) Value added (Wertschöpfung) Economic value added (Geschäftswertbeitrag) Single process stations Accelerate (beschleunigen) Save expenses / costs
  • can branch out = kann verzweigen has logical entailment = hat logische Folgebeziehungen Value added after every subprocess = Wertschöpfung nach jedem Prozessschritt Ein Prozess ist eine Struktur, deren Element, Aufgaben, Aufgabenträger, Sachmittel und Informationen sind, die durch logische Folgebeziehungen verknüpft sind. Darüber hinaus werden deren zeitliche, räumliche und mengenmäßige Dimensionen konkretisiert. Ein Prozess hat ein definierten Startereignis (input) und Ergebnis (output) und dient dazu, einen Wert für Kunden zu schaffen.
  • Produktentwicklungsprozess Bestellprozess Reklamations- und Serviceprozess
  • Geschäftsprozess Management, Geschäftsprozess Optimierung, Geschäftsprozessführung
  • Documentation of chronological an logical sequence of activities
  • Empfehlung
  • Think about buying a car ... What are your requirements? You wanto to have a black car, it should drive fast, you want to have heated seats (Sitzheizung) What about the tyres (Reifen) and rims (Felgen) Reqheap as tool for requirements documentation (sourceforge) DOORS from IBM
  • Weniger fehleranfällig Rahmenbedingungen Rechtssicherheit
  • 4. 21.10.11-britta metzen-business process management

    1. 1. Business process management and process excellence
    2. 2. Processes - connecting ideas
    3. 3. What is meant with process? <ul><ul><li>number of defined activities which might be done by men or machines to achieve a target </li></ul></ul><ul><ul><li>can branch out </li></ul></ul><ul><ul><li>has logical entailment </li></ul></ul><ul><ul><li>can be specified by temporal, spacial, quantitative dimensions </li></ul></ul><ul><ul><li>has defined beginning (input) and an end (output) </li></ul></ul><ul><ul><li>conducts to customer satisfaction </li></ul></ul><ul><ul><li>value added after every subprocess </li></ul></ul><ul><li>management processes / core processes /supporting process </li></ul>
    4. 4. business process and workflow management strategic level functional and conceptual level design of application system operational level strategy formation process management process process process Boundary modelling management workflow management workflow workflow process modelling excecution monitoring design of organisation
    5. 5. thinking in processes not in functions purchasing department product development process order fulfilment process complaint- and service process warehouse manu-facturing sales distribution department objectives O 1 O n department results r 1 r n department objectives O 1 O n department results r 1 r n department objectives O 1 O n department results r 1 r n department objectives O 1 O n department results r 1 r n department objectives O 1 O n department results r 1 r n
    6. 6. business engineering organisation business segment activities responsi- bilities data databasees entity types attributes functions application management transaction information flow personel career management formation of the team staff evaluation business strategy process information system
    7. 7. terminology - glossary process require-ment relation result event activity loops pools & lanes news-stream step gateway connection
    8. 8. How do we explain Business Process Modeling? <ul><ul><li>systematic approach to record automated or non-automated processes </li></ul></ul><ul><ul><li>model, document, measure, supervise and control them </li></ul></ul>
    9. 9. activity <ul><li>activities are the heart of processes </li></ul><ul><li>something has to be done so that the process can be finalised successfully </li></ul>determine hunger prepare meal hunger satisfied buy foodstuffs prepare meal eat meal start event activity intermediate event end event sequence flow
    10. 10. <ul><li>I want to have pasta, steak and salad </li></ul>process with parallel gateway determine hunger hunger satisfied desired dish choose recipy cook pasta eat meal barbecue steak prepare salad 15 minutes 10 minutes 10 minutes 3 minutes 20 minutes parallel gateway (parallelizing) parallel gateway (synchronising)
    11. 11. use case diagram <ul><li>Restaurant model </li></ul><extend> {if wine was consumed} Waiter Chef receive order <extend> Client Cashier <extend {if wine was ordered} <extend> {if wine was served} accept payment pay facilitate payment place order confirm order System Boundary Order Wine Order Food Cook Food Serve Food Serve Wine Drink Wine Eat Food Pay for Wine Pay for Food
    12. 12. recommendation <ul><li>analyse and simulate your processes to improve them </li></ul><ul><li>process documentation </li></ul><ul><li>design or redesign of processes has to be oriented towards customer requirements </li></ul><ul><li>overlapping value added results in ideal interaction of processes and not departments or functions </li></ul>
    13. 13. What is Requirements management <ul><li>is the process of documenting, analyzing, tracing, prioritizing and agreeing on requirements </li></ul><ul><li>controlling change </li></ul><ul><li>communicating to relevant stakeholders </li></ul>
    14. 14. What can I expect? <ul><li>I know how long a process takes </li></ul><ul><li>I know the expenses for the process </li></ul><ul><li>defined performance can be related to defined expenses </li></ul><ul><li>I can achieve process excellence </li></ul><ul><li>all employees do what they should do </li></ul><ul><li>I gain access to continuous improvement process (CIP) </li></ul><ul><li>I will be able to compare, check and improve similar processes </li></ul>
    15. 15. What can I furthermore expect? <ul><li>less fault-prone due to precise definition and framework requirement </li></ul><ul><li>less conflicts due to clear beginning and end </li></ul><ul><li>I gain legal certainity </li></ul><ul><li>I‘m able to learn from the best </li></ul><ul><li>precise documentation can be used by deputy and as training aid for new staff </li></ul><ul><li>gives me planning security </li></ul><ul><li>I know, where the money ends up </li></ul><ul><li>allows me to identify improvement </li></ul>
    16. 16. References / bibliograpy <ul><li>Jakob Freund, Bernd Rücker, Thomas Henninger, Praxishandbuch BPMN, Hanser Verlag (www.hanser,de), camunda the business process company </li></ul><ul><li>Herrmann J. Schmelzer, Wolfgang Sesselmann, Geschäftsprozessmanagement in der Praxis, Hanser Verlag </li></ul><ul><li>Andreas Gadatsch, Grundkurs Geschäftsprozess-Management, vieweg </li></ul><ul><li>http://en.wikipedia.org/wiki/Business_process_modeling </li></ul><ul><li>http://en.wikipedia.org/wiki/Business_Process_Model_and_Notation </li></ul><ul><li>http://sites.google.com/site/omgoceb/glossar-1 </li></ul><ul><li>http://en.wikipedia.org/wiki/Use_case_diagram </li></ul><ul><li>http://www.vceit.com/SD/usecase/uml.htm </li></ul>
    17. 17. Britta Metzen <ul><li>Manager Credit </li></ul><ul><li>TNT Innight GmbH & Co. KG </li></ul><ul><li>Katzbergstrasse 3 </li></ul><ul><li>40764 Langenfeld </li></ul><ul><li>Fon: +49. 160. 6137967 </li></ul><ul><li>[email_address] </li></ul>