Business process management is the back-bone of many successful organizations, the question is how did they initially achieve this? With so much information available it can easily become overwhelming when it comes to where or how to start the business process improvement journey.
Watch this webinar recording with James Noll, Senior Manager at Satori Consulting as he answers these questions and outlines why taking a structured approach to current-state process analysis is the key to laying the groundwork for successful process transformation.
The document provides an overview of the 4 steps to perform business process mapping (BPM): 1) Process Identification, 2) Information Gathering, 3) Interviewing and Mapping, and 4) Analysis. It describes each step in detail, explaining how to identify processes, gather relevant information through interviews and documentation, map the detailed process steps, and analyze the processes for improvements using techniques like the 7Rs framework. The goal of BPM is to improve organizational efficiency, effectiveness, and customer satisfaction by analyzing existing processes.
Process mapping is a method to visually document and analyze processes by graphically depicting the steps. It involves identifying processes, gathering information through interviews, and generating maps. Process maps show trigger events, activities, decisions, and hand-offs. They are analyzed to eliminate waste and improve processes by focusing on customer needs. Potential pitfalls include mapping without a clear purpose or getting lost in details without finalizing maps.
The document provides guidance on process mapping, which involves creating a visual representation of a process showing the sequence of tasks. The objectives are to map the current process, produce a working document, and recognize value in creation. Process mapping involves defining key elements like inputs, outputs, customers, and mapping at different levels of detail. The map should be flexible and represent alternative paths. Guidelines are provided for effective process mapping, including using specific symbols and analyzing the process to identify improvements.
I've often been charged with business process review and creation, so over time I've developed checklist that highlights the main areas that I want to assess when working on a process analysis project.
Improving Enterprise Performance using a Business Process Improvement DisciplineNathaniel Palmer
This document summarizes an initiative to improve the acquisition processes across the Federal Acquisition Service (FAS) of the U.S. General Services Administration (GSA) using business process improvement techniques. A project management team was formed to map the "as-is" acquisition processes, identify gaps, and develop improved "to-be" processes aligned with information technology systems. Common process improvement teams involving representatives from different FAS business lines were established. The goals are to streamline acquisition workflows, increase integration and data sharing between systems, and quantify benefits such as reduced cycle times and non-value added work.
This document discusses project quality management. It begins with definitions of quality from various sources. It then discusses the importance of quality, including how it leads to customer satisfaction, higher morale, and avoiding costs from lack of quality. Quality principles are outlined, emphasizing prevention over inspection. The quality management processes of plan quality management, perform quality assurance, and control quality are introduced. Various tools that can be used for quality planning and control are also listed. Contact information for Pankaj Sharma is provided throughout the document.
Process mapping --- business process reengineeringRishabh Bansal
This document defines process mapping and describes its benefits. Process mapping involves creating diagrams that show the major processes of an organization, including the key activities, sequencing, inputs/outputs, and how work is actually done versus how it should be done. It helps ensure processes are properly understood and managed. The first structured process mapping method was introduced in 1921. Process maps typically include flowcharts and process definition charts. The major steps are process identification, information gathering, interviewing/mapping, and analysis. Benefits include improved understanding of roles, integration across departments, performance improvement, and encouraging questions about how and why processes are done.
A project is defined as a collection of related activities with clear goals and deliverables to be completed within a defined timeline. It has a project manager responsible for all aspects including tasks, budget, and quality. The key stages of a project are planning, implementation, deliverable creation, and closing. Planning involves defining objectives and deliverables, creating a work breakdown structure and schedule, and establishing communication and risk management plans.
The document provides an overview of the 4 steps to perform business process mapping (BPM): 1) Process Identification, 2) Information Gathering, 3) Interviewing and Mapping, and 4) Analysis. It describes each step in detail, explaining how to identify processes, gather relevant information through interviews and documentation, map the detailed process steps, and analyze the processes for improvements using techniques like the 7Rs framework. The goal of BPM is to improve organizational efficiency, effectiveness, and customer satisfaction by analyzing existing processes.
Process mapping is a method to visually document and analyze processes by graphically depicting the steps. It involves identifying processes, gathering information through interviews, and generating maps. Process maps show trigger events, activities, decisions, and hand-offs. They are analyzed to eliminate waste and improve processes by focusing on customer needs. Potential pitfalls include mapping without a clear purpose or getting lost in details without finalizing maps.
The document provides guidance on process mapping, which involves creating a visual representation of a process showing the sequence of tasks. The objectives are to map the current process, produce a working document, and recognize value in creation. Process mapping involves defining key elements like inputs, outputs, customers, and mapping at different levels of detail. The map should be flexible and represent alternative paths. Guidelines are provided for effective process mapping, including using specific symbols and analyzing the process to identify improvements.
I've often been charged with business process review and creation, so over time I've developed checklist that highlights the main areas that I want to assess when working on a process analysis project.
Improving Enterprise Performance using a Business Process Improvement DisciplineNathaniel Palmer
This document summarizes an initiative to improve the acquisition processes across the Federal Acquisition Service (FAS) of the U.S. General Services Administration (GSA) using business process improvement techniques. A project management team was formed to map the "as-is" acquisition processes, identify gaps, and develop improved "to-be" processes aligned with information technology systems. Common process improvement teams involving representatives from different FAS business lines were established. The goals are to streamline acquisition workflows, increase integration and data sharing between systems, and quantify benefits such as reduced cycle times and non-value added work.
This document discusses project quality management. It begins with definitions of quality from various sources. It then discusses the importance of quality, including how it leads to customer satisfaction, higher morale, and avoiding costs from lack of quality. Quality principles are outlined, emphasizing prevention over inspection. The quality management processes of plan quality management, perform quality assurance, and control quality are introduced. Various tools that can be used for quality planning and control are also listed. Contact information for Pankaj Sharma is provided throughout the document.
Process mapping --- business process reengineeringRishabh Bansal
This document defines process mapping and describes its benefits. Process mapping involves creating diagrams that show the major processes of an organization, including the key activities, sequencing, inputs/outputs, and how work is actually done versus how it should be done. It helps ensure processes are properly understood and managed. The first structured process mapping method was introduced in 1921. Process maps typically include flowcharts and process definition charts. The major steps are process identification, information gathering, interviewing/mapping, and analysis. Benefits include improved understanding of roles, integration across departments, performance improvement, and encouraging questions about how and why processes are done.
A project is defined as a collection of related activities with clear goals and deliverables to be completed within a defined timeline. It has a project manager responsible for all aspects including tasks, budget, and quality. The key stages of a project are planning, implementation, deliverable creation, and closing. Planning involves defining objectives and deliverables, creating a work breakdown structure and schedule, and establishing communication and risk management plans.
Business Process Improvement (BPI 7) Process Training ModuleFrank-G. Adler
The Business Process Improvement (BPI 7) Methodology Training Module v2.0 includes:
1. MS PowerPoint Presentation including 127 slides covering our seven-steps Business Process Improvement Methodology.
2. MS Word Process Measure Definition Worksheet
3. MS Word Activity Assessment Worksheet
4. MS Word Change Management Worksheet
5. MS Word Process Management Worksheet
This document outlines a process framework for continuous business process improvement. It discusses identifying best practices, analyzing the current ("As Is") state and envisioning an improved ("To Be") state. Two approaches are business process improvement, which simplifies and optimizes existing processes, and business process reengineering, which radically redesigns processes from scratch. Principles for improvement include simplifying processes, using metrics to test changes, minimizing hand-offs, integrating tasks, leveraging IT, working backwards from outputs to inputs, establishing clear ownership, and viewing processes from the customer perspective. The document also lists information needed to map processes, such as responsibilities, key performance indicators, activities, inputs/outputs, suppliers, customers, and volumes.
Metrics-Based Process Mapping: Part 1 of 3TKMG, Inc.
Recorded webinar: http://slidesha.re/1eYtbZM
Part 2 - http://slidesha.re/17pgwcS
Part 3 - http://slidesha.re/139L8Sb (Excel tool product demo)
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments.
Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping.
Learn how to create a metrics-based process map to identify and eliminate waste in an office/service process. Part 1 of 3.
The BPM lifecycle consists of 6 phases: 1) Process identification to determine what processes can be automated. 2) Process discovery to create "as-is" process models. 3) Process analysis to identify issues and improvement opportunities. 4) Redesign processes to create improved "to-be" process designs. 5) Process implementation by systemically using BPM software or non-systemically. 6) Process monitoring and controlling on an ongoing basis to measure performance and make adjustments.
Process improvement involves identifying opportunities to optimize existing processes by eliminating waste, streamlining steps, and reducing resources needed. Common process improvement methodologies include Six Sigma, Kaizen, PDCA, and Work Process Improvement. The WPI methodology is a 5-step approach involving preparing for the project, understanding the current process, improving and testing changes, and standardizing the new process. Overall, process improvement aims to continuously enhance processes to increase effectiveness, efficiency and quality.
The document discusses project cost management. It describes that project cost management includes processes to estimate, budget, and control project costs so the project can be completed within budget. It discusses estimating costs as developing an approximation of monetary resources needed to complete project activities. Different types of cost estimates like order of magnitude, conceptual, preliminary and definitive estimates are described along with their typical ranges.
Innovation is a key element for companies in providing growth and for increasing results. Innovation means a new way of doing business; it may refer to incremental, radical and/or revolutionary changes in extracting value for a business through a fundamental change in approach to a market, a technology, or a process. A company that overlooks new and better ways of doing business will eventually lose customers to another competitor that has found a better way.
However innovations as any other aspect of a business require an investment and investment is about the future. Sometimes you invest in a future that plays by the same rules as today. Other investment is about a new future that plays by new rules. If you make investment decisions on an extrapolated new future based on the today’s rules then you can make costly mistakes.
Investment decisions can require complex analyses. To make them easier, managers often use tools to help with the financial analysis. The problem with these tools is that they often value innovation and non innovation in the same terms. They encourage managers to make unfair demands on returns on investment for internal innovation projects.
We believe that creativity is a process not an accident (“chance prefers the prepared mind”), although it’s often tempting to believe that individuals are creative or non-creative. Creative people also love to play around with the ideas that they collect. For them everything is connected – part of an overall pattern. Old ideas are moved around, combined, squeezed, and stretched to make new ideas.
Innovation within businesses is achieved in many ways. One way involves the use of creativity techniques. These are methods that encourage original thoughts and divergent thinking (e. g. brainstorming, morphological analysis, TRIZ). New ideas that have been generated by the use of creativity techniques have to be structured and evaluated. In order to complete the innovation process the selected promising ideas have to be deployed into practice.
For this reason we have developed a structured methodology that supports the ongoing evaluation of innovations throughout the prioritization, piloting, and deployment lifecycle We make use of process performance analyses as an input to three levels of statistical thinking that support the innovation process from identified needs to pilot results.
The first step is collect together old ideas – as well as existing facts. You need to know as much about the world in general and get a solid, deep working knowledge of the business situation that underlies the need for a new idea. This may seem daunting or unnecessary, but facts are the raw material for innovation. And because of changes to markets, competition, regulation, and technologies, “old ideas” previously dismissed may, perhaps after further adaptation, take on renewed promise.
It is important to approach innovation and its evaluation through a broad appreciation for causality: al
The document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and redesign of business processes to achieve dramatic improvements in key metrics like cost, quality, and speed. BPR has emerged from earlier management approaches like scientific management. The document outlines common symbols and rules used in BPR flowcharts and identifies some typical challenges with BPR projects like not making changes dramatic enough. It emphasizes the importance of customer focus, executive support, and integrating information technology in successful BPR.
Process mapping is a method to graphically describe the steps that make up a process. It involves documenting, analyzing, controlling, improving, and redesigning processes. The major steps of process mapping are process identification, information gathering, interviewing, and map generation and analysis. Process mapping provides benefits like understanding processes visually, taking a holistic view, developing employee buy-in and pride, and creating customer-focused processes. Potential pitfalls include mapping without a clear purpose, getting lost in details, and not focusing on customers' needs.
Six Sigma, Lean and organizational change management strategies and techniques were discussed. The presentation provided background on the presenter's experience with Six Sigma and Lean. An overview of the history and evolution of Six Sigma, Lean and related methodologies was given. Key aspects of the Six Sigma DMAIC process and commonly used tools were summarized. Change management strategies like the Change Acceleration Process and McKinsey 7S model were also reviewed briefly.
The document discusses various business process improvement (BPI) tools and techniques that can be used to analyze, measure, and enhance business processes. It describes tools like process modeling, check sheets, surveys, interviews, brainstorming, and the nominal group technique. Process improvement aims to reduce costs, improve efficiency, enhance quality, and reduce cycle times through methods for analyzing "as-is" processes, defining opportunities, and designing improved "to-be" processes.
This Quality Assurance Plan outlines the processes and procedures to ensure quality in a software project. It includes sections on quality objectives, management tasks and responsibilities, documentation requirements, standards, metrics, reviews, testing, problem resolution, tools, configuration management, subcontractor controls, records, training, and risk management. The plan references various other project documents and artifacts to define its scope and how quality assurance activities are integrated into the project lifecycle.
A flowchart is an outline or schematic drawing of the process your team is trying to measure or improve. It can also be a picture of an ideal process that you would like to use.
I invite you to join as a member of the PEX Network Group http://tinyurl.com/3hwakem, you will have access to Key Leaders Globally, Events, Webinars, Presentations, Articles, Case Studies, Blog Discussions, White Papers, and Tools and Templates. To access this free content please take 2 minutes for a 1 time FREE registration at http://tiny.cc/tpkd0
Warm Regards,
Steven Bonacorsi, LSS MBB, President
International Standard for Lean Six Sigma
Cell: 603-401-7047
skype: sbonacorsi
E-mail: sbonacorsi@comcast.net
Twitter: http://twitter.com/Sbonacorsi (Follow Lean Six Sigma Content)
LinkedIn: http://www.linkedin.com/in/StevenBonacorsi
FREE Lean Six Sigma and BPM content - register at http://tiny.cc/tpkd0
The document discusses process mapping and how it can be used to analyze and improve processes within an organization. Process mapping involves visually displaying the steps in a process, including inputs, outputs, responsibilities and issues. This helps identify non-value added activities, bottlenecks and other problems. An effective process map requires identifying the scope, capturing details in sessions with stakeholders, and analyzing metrics to find areas for quick wins and process improvements.
The document provides an overview of business processes and business process modeling. It discusses that every business has business processes in key areas like sales, finance, compliance, marketing, and others. It then defines different types or levels of business processes from operational to management processes. The document also introduces common terminology used in business process modeling like process mapping, analysis, design, modeling, and simulation. It provides examples of using basic BPMN notation to map out process frameworks and detailed workflows. Finally, it discusses goals for business process work like documentation, improvement, and automation and techniques used like SIPOC, value stream mapping, and enhancing BPMN models.
The document discusses business process re-engineering and provides information on various aspects of process re-design and improvement such as the two approaches to business process re-engineering, defining processes, guidelines for selecting processes, visualization, process redesign issues, BPR project structure and methodology, and barriers to BPR.
The document provides an overview of developing a project charter and project management plan. It discusses that a project charter is the first documentation that formally authorizes a project and provides the project manager authority. It identifies key inputs to developing the charter like the project statement of work, business case, and organizational process assets. The project management plan is a collection of subsidiary plans that describes how the project will be executed, monitored, and controlled. It includes plans for scope, schedule, cost, quality and other aspects. The plan establishes baselines and the change control process for managing changes to the project documentation and deliverables.
The document provides information on key concepts and processes for project schedule management according to the PMBOK Guide. It discusses defining activities, sequencing activities, estimating durations, and developing the project schedule. It outlines various inputs, tools/techniques, and outputs for each process. Trends in scheduling mentioned include iterative scheduling with a backlog and on-demand scheduling. Considerations for agile environments include short planning cycles, rapid feedback, prioritizing backlogs, and welcoming change.
A Goal-oriented Approach for Business Process Improvement Using Process Wareh...M Khurram Shahzad
The document presents a goal-oriented approach called the Decision Relationship Model (DRM) for business process improvement using data from a process warehouse. The DRM allows business experts to define goals, identify relevant data to evaluate decisions, and elicit and realize decisions through a semi-automated four step method. An example application to a healthcare case study demonstrates how the DRM was used to optimize doctor utilization by rescheduling duties based on workload analysis. Future work aims to scale the DRM to support complex, high-level goals and decisions.
This document provides information about quality management procedures including forms, tools, and strategies. It discusses the purpose and requirements of quality management procedures such as having quality objectives and using procedures/deliverables like a project management plan, communication management procedure, risk management procedure, and checklists. Quality management tools explained include check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Other related topics like quality management systems and standards are also listed.
Business Process Improvement (BPI 7) Process Training ModuleFrank-G. Adler
The Business Process Improvement (BPI 7) Methodology Training Module v2.0 includes:
1. MS PowerPoint Presentation including 127 slides covering our seven-steps Business Process Improvement Methodology.
2. MS Word Process Measure Definition Worksheet
3. MS Word Activity Assessment Worksheet
4. MS Word Change Management Worksheet
5. MS Word Process Management Worksheet
This document outlines a process framework for continuous business process improvement. It discusses identifying best practices, analyzing the current ("As Is") state and envisioning an improved ("To Be") state. Two approaches are business process improvement, which simplifies and optimizes existing processes, and business process reengineering, which radically redesigns processes from scratch. Principles for improvement include simplifying processes, using metrics to test changes, minimizing hand-offs, integrating tasks, leveraging IT, working backwards from outputs to inputs, establishing clear ownership, and viewing processes from the customer perspective. The document also lists information needed to map processes, such as responsibilities, key performance indicators, activities, inputs/outputs, suppliers, customers, and volumes.
Metrics-Based Process Mapping: Part 1 of 3TKMG, Inc.
Recorded webinar: http://slidesha.re/1eYtbZM
Part 2 - http://slidesha.re/17pgwcS
Part 3 - http://slidesha.re/139L8Sb (Excel tool product demo)
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments.
Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping.
Learn how to create a metrics-based process map to identify and eliminate waste in an office/service process. Part 1 of 3.
The BPM lifecycle consists of 6 phases: 1) Process identification to determine what processes can be automated. 2) Process discovery to create "as-is" process models. 3) Process analysis to identify issues and improvement opportunities. 4) Redesign processes to create improved "to-be" process designs. 5) Process implementation by systemically using BPM software or non-systemically. 6) Process monitoring and controlling on an ongoing basis to measure performance and make adjustments.
Process improvement involves identifying opportunities to optimize existing processes by eliminating waste, streamlining steps, and reducing resources needed. Common process improvement methodologies include Six Sigma, Kaizen, PDCA, and Work Process Improvement. The WPI methodology is a 5-step approach involving preparing for the project, understanding the current process, improving and testing changes, and standardizing the new process. Overall, process improvement aims to continuously enhance processes to increase effectiveness, efficiency and quality.
The document discusses project cost management. It describes that project cost management includes processes to estimate, budget, and control project costs so the project can be completed within budget. It discusses estimating costs as developing an approximation of monetary resources needed to complete project activities. Different types of cost estimates like order of magnitude, conceptual, preliminary and definitive estimates are described along with their typical ranges.
Innovation is a key element for companies in providing growth and for increasing results. Innovation means a new way of doing business; it may refer to incremental, radical and/or revolutionary changes in extracting value for a business through a fundamental change in approach to a market, a technology, or a process. A company that overlooks new and better ways of doing business will eventually lose customers to another competitor that has found a better way.
However innovations as any other aspect of a business require an investment and investment is about the future. Sometimes you invest in a future that plays by the same rules as today. Other investment is about a new future that plays by new rules. If you make investment decisions on an extrapolated new future based on the today’s rules then you can make costly mistakes.
Investment decisions can require complex analyses. To make them easier, managers often use tools to help with the financial analysis. The problem with these tools is that they often value innovation and non innovation in the same terms. They encourage managers to make unfair demands on returns on investment for internal innovation projects.
We believe that creativity is a process not an accident (“chance prefers the prepared mind”), although it’s often tempting to believe that individuals are creative or non-creative. Creative people also love to play around with the ideas that they collect. For them everything is connected – part of an overall pattern. Old ideas are moved around, combined, squeezed, and stretched to make new ideas.
Innovation within businesses is achieved in many ways. One way involves the use of creativity techniques. These are methods that encourage original thoughts and divergent thinking (e. g. brainstorming, morphological analysis, TRIZ). New ideas that have been generated by the use of creativity techniques have to be structured and evaluated. In order to complete the innovation process the selected promising ideas have to be deployed into practice.
For this reason we have developed a structured methodology that supports the ongoing evaluation of innovations throughout the prioritization, piloting, and deployment lifecycle We make use of process performance analyses as an input to three levels of statistical thinking that support the innovation process from identified needs to pilot results.
The first step is collect together old ideas – as well as existing facts. You need to know as much about the world in general and get a solid, deep working knowledge of the business situation that underlies the need for a new idea. This may seem daunting or unnecessary, but facts are the raw material for innovation. And because of changes to markets, competition, regulation, and technologies, “old ideas” previously dismissed may, perhaps after further adaptation, take on renewed promise.
It is important to approach innovation and its evaluation through a broad appreciation for causality: al
The document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and redesign of business processes to achieve dramatic improvements in key metrics like cost, quality, and speed. BPR has emerged from earlier management approaches like scientific management. The document outlines common symbols and rules used in BPR flowcharts and identifies some typical challenges with BPR projects like not making changes dramatic enough. It emphasizes the importance of customer focus, executive support, and integrating information technology in successful BPR.
Process mapping is a method to graphically describe the steps that make up a process. It involves documenting, analyzing, controlling, improving, and redesigning processes. The major steps of process mapping are process identification, information gathering, interviewing, and map generation and analysis. Process mapping provides benefits like understanding processes visually, taking a holistic view, developing employee buy-in and pride, and creating customer-focused processes. Potential pitfalls include mapping without a clear purpose, getting lost in details, and not focusing on customers' needs.
Six Sigma, Lean and organizational change management strategies and techniques were discussed. The presentation provided background on the presenter's experience with Six Sigma and Lean. An overview of the history and evolution of Six Sigma, Lean and related methodologies was given. Key aspects of the Six Sigma DMAIC process and commonly used tools were summarized. Change management strategies like the Change Acceleration Process and McKinsey 7S model were also reviewed briefly.
The document discusses various business process improvement (BPI) tools and techniques that can be used to analyze, measure, and enhance business processes. It describes tools like process modeling, check sheets, surveys, interviews, brainstorming, and the nominal group technique. Process improvement aims to reduce costs, improve efficiency, enhance quality, and reduce cycle times through methods for analyzing "as-is" processes, defining opportunities, and designing improved "to-be" processes.
This Quality Assurance Plan outlines the processes and procedures to ensure quality in a software project. It includes sections on quality objectives, management tasks and responsibilities, documentation requirements, standards, metrics, reviews, testing, problem resolution, tools, configuration management, subcontractor controls, records, training, and risk management. The plan references various other project documents and artifacts to define its scope and how quality assurance activities are integrated into the project lifecycle.
A flowchart is an outline or schematic drawing of the process your team is trying to measure or improve. It can also be a picture of an ideal process that you would like to use.
I invite you to join as a member of the PEX Network Group http://tinyurl.com/3hwakem, you will have access to Key Leaders Globally, Events, Webinars, Presentations, Articles, Case Studies, Blog Discussions, White Papers, and Tools and Templates. To access this free content please take 2 minutes for a 1 time FREE registration at http://tiny.cc/tpkd0
Warm Regards,
Steven Bonacorsi, LSS MBB, President
International Standard for Lean Six Sigma
Cell: 603-401-7047
skype: sbonacorsi
E-mail: sbonacorsi@comcast.net
Twitter: http://twitter.com/Sbonacorsi (Follow Lean Six Sigma Content)
LinkedIn: http://www.linkedin.com/in/StevenBonacorsi
FREE Lean Six Sigma and BPM content - register at http://tiny.cc/tpkd0
The document discusses process mapping and how it can be used to analyze and improve processes within an organization. Process mapping involves visually displaying the steps in a process, including inputs, outputs, responsibilities and issues. This helps identify non-value added activities, bottlenecks and other problems. An effective process map requires identifying the scope, capturing details in sessions with stakeholders, and analyzing metrics to find areas for quick wins and process improvements.
The document provides an overview of business processes and business process modeling. It discusses that every business has business processes in key areas like sales, finance, compliance, marketing, and others. It then defines different types or levels of business processes from operational to management processes. The document also introduces common terminology used in business process modeling like process mapping, analysis, design, modeling, and simulation. It provides examples of using basic BPMN notation to map out process frameworks and detailed workflows. Finally, it discusses goals for business process work like documentation, improvement, and automation and techniques used like SIPOC, value stream mapping, and enhancing BPMN models.
The document discusses business process re-engineering and provides information on various aspects of process re-design and improvement such as the two approaches to business process re-engineering, defining processes, guidelines for selecting processes, visualization, process redesign issues, BPR project structure and methodology, and barriers to BPR.
The document provides an overview of developing a project charter and project management plan. It discusses that a project charter is the first documentation that formally authorizes a project and provides the project manager authority. It identifies key inputs to developing the charter like the project statement of work, business case, and organizational process assets. The project management plan is a collection of subsidiary plans that describes how the project will be executed, monitored, and controlled. It includes plans for scope, schedule, cost, quality and other aspects. The plan establishes baselines and the change control process for managing changes to the project documentation and deliverables.
The document provides information on key concepts and processes for project schedule management according to the PMBOK Guide. It discusses defining activities, sequencing activities, estimating durations, and developing the project schedule. It outlines various inputs, tools/techniques, and outputs for each process. Trends in scheduling mentioned include iterative scheduling with a backlog and on-demand scheduling. Considerations for agile environments include short planning cycles, rapid feedback, prioritizing backlogs, and welcoming change.
A Goal-oriented Approach for Business Process Improvement Using Process Wareh...M Khurram Shahzad
The document presents a goal-oriented approach called the Decision Relationship Model (DRM) for business process improvement using data from a process warehouse. The DRM allows business experts to define goals, identify relevant data to evaluate decisions, and elicit and realize decisions through a semi-automated four step method. An example application to a healthcare case study demonstrates how the DRM was used to optimize doctor utilization by rescheduling duties based on workload analysis. Future work aims to scale the DRM to support complex, high-level goals and decisions.
This document provides information about quality management procedures including forms, tools, and strategies. It discusses the purpose and requirements of quality management procedures such as having quality objectives and using procedures/deliverables like a project management plan, communication management procedure, risk management procedure, and checklists. Quality management tools explained include check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Other related topics like quality management systems and standards are also listed.
Improving IT services by implementing best practices. Strategic approval with clear RACI. Details plan covering entire process to improve the efficiency of IT team.
The document discusses requirements determination, which aims to convert high-level business needs into detailed requirements. It covers requirements analysis strategies like business process automation, improvement, and reengineering. Techniques for gathering requirements are described, including interviews, questionnaires, joint application development sessions, document analysis, and observation. Alternative documentation methods like concept maps and story cards are also presented. The chapter concludes with an overview of the contents of a system proposal document.
The document discusses Business Process Reengineering (BPR), including its definition, key characteristics, origins, benefits, and challenges. BPR involves fundamentally rethinking and redesigning business processes to achieve dramatic improvements in performance metrics like cost, quality, and speed. It should result in radical transformation rather than incremental changes and must focus on end customers. Common challenges to successful BPR include an overreliance on existing processes, lack of commitment to change, and isolating BPR as a one-time activity rather than integrating it with business objectives.
Business Process Reengineering | Case studiesSumit Sanyal
Management Of Transformations discusses case studies on business process reengineering (BPR) examples. It provides three examples of how IT can help roadmap BPR by acting as an enabler, facilitator, and implementer. It also discusses how the BPR model can be applied to the three examples and provides suggestions for changing existing processes. The document discusses steps involved in BPR including current state assessment, gap analysis, and identifying opportunities. It emphasizes that business process reengineering aims to improve processes, quality, and reduce costs through streamlining workflows and leveraging technology.
: BPR IMPLEMENTAION AND TOOLS THAT SUPPORT BPRPOOJA UDAYAN
1. Business process reengineering (BPR) aims to radically redesign business processes to achieve dramatic improvements in areas like quality, output, cost, service, and speed.
2. There are 5 steps to BPR: map current processes, analyze for gaps, identify improvement opportunities, design a new future state process map, and implement the new design.
3. Key tools that support successful BPR implementation include focusing on customers and processes, visualizing and benchmarking end processes, change management to address human impacts, and business process mapping to understand existing processes.
Streamlining Operations: Workflow Management, Process Documentation, and Stan...Task Train
In the fast-paced landscape of modern business, the quest for efficiency is ever-present. This blog post delves into the intricacies of managing workflows, emphasizes the importance of meticulous process documentation, and presents a comprehensive standard operating procedure (SOP) checklist. These tools and practices are vital for organizations aspiring to not only survive but thrive in today's dynamic and competitive environment.
This document provides an overview of business process analysis (BPA). It defines a business process as a collection of related tasks that produce a specific service or product. BPA involves analyzing and modeling business processes to improve efficiency and enable automation. The key steps of BPA include naming the process, mapping its flow, identifying stakeholders, describing tasks and decisions, and establishing measures. This allows identifying redundant or unnecessary steps and areas for streamlining the process. BPA provides a basis for reengineering processes through elimination, simplification, integration or automation of tasks. The level of change can range from minimal automation (BPA) to significant redesign of processes (BPR). Overall, BPA is used to understand current processes and identify opportunities
CSF analysis is a method developed to guide businesses in creating and measuring success. It is widely used for technology and architectural planning in enterprise IT. Critical success factors are those factors which the management of organizations must focus and manage effectively.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
Bpr business process reengineering ppt excellentSwaraj
BPR seeks to fundamentally rethink and redesign business processes to achieve dramatic improvements in key areas like cost, quality, and speed. It differs from process simplification or continuous improvement in aiming for radical rather than incremental change. Successful BPR requires selecting the right process, appointing a team to lead the effort, understanding the current process, developing a vision for improvement, creating an action plan, and executing that plan while overcoming common challenges.
BPR seeks to fundamentally rethink and redesign business processes to achieve dramatic improvements in key areas like cost, quality, and speed. It differs from process simplification or continuous improvement in aiming for radical rather than incremental change. Successful BPR requires selecting the right process, appointing a project team, understanding the current process, developing a vision for improvement, creating an action plan, and executing that plan while overcoming typical challenges. Information technology can both help implement new processes and drive further innovation.
Enterprise Resource Planning (ERP) software integrates business processes across an organization. Business Process Reengineering (BPR) involves radically redesigning core business processes to improve productivity, quality, and cycle times. BPR starts with a blank slate and rethinks existing processes to better meet customer needs. It aims to reduce costs and cycle times by eliminating unnecessary activities and establishing clear process ownership. Planning and understanding existing processes are critical before reengineering can begin.
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2) Developing a work breakdown structure and function point analysis to plan and track the work.
3) Implementing the project in three phases with deliverables, milestones, and quality standards to verify scope.
4) Establishing a change control process where only designated leads can request
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Case Study – Working with a company’s PMO team and leveraged APQC’s PCF to identify key process areas that would be impacted and the degree or level to which processes needed to be re-designed. When laying out the implementation plan it becomes clear that there was a gap in estimation and planning around required business process re-design work.
by Mark Buchynski - Centric Consulting
Six Sigma is a data-driven methodology used to improve processes and eliminate defects. It was developed at Motorola in 1987 and uses a define-measure-analyze-improve-control (DMAIC) cycle. Green and Black Belts are certified to lead Six Sigma projects through this cycle, first defining problems, measuring key aspects, analyzing root causes, improving processes, and controlling changes. The document provides an overview of Six Sigma and its goals, deployment, methods like DMAIC and DMADV, integration with other methodologies, and the activities involved in each stage of the DMAIC cycle.
The document provides an overview of a project management presentation on SAP CRM implementations and upgrades. It discusses various aspects of managing an SAP CRM project including project initiation, planning, functional and technical execution, change management, and training. It emphasizes the importance of project management techniques, tools, and lessons learned from previous SAP CRM projects.
Processes are the building blocks of every organization. Yet, many organizations do not have consistent and repeatable processes. Research shows that projects managed using structured processes leveraging “best practices” consistently show higher performance than those that do not. This session focuses on a method from ISO to improve processes and eliminate defects. Assessing process capability demonstrably helps lower risk associated with the processes.
Main points covered:
• What is a Process Reference Model?
• What is process capability and how do I measure it?
• How to use a Process Assessment Model to assess processes?
Presenter:
Peter Davis is the Principal of Peter Davis Associates, a management consulting firm specializing in Governance, Security, and Audit. Prior to founding PDA, Mr. Davis’ private sector experience included stints with two large Canadian banks and a manufacturing company. He was formerly a principal in the Information Systems Audit practice of Ernst & Young. In the public sector, Mr. Davis was Director of Information Systems Audit in the Office of the Provincial Auditor (Ontario), where he had oversight audit responsibilities for all Ontario crown corporations, agencies and boards.
Mr. Davis has written or co-written 13 books including “Project Management Process Capability Assessment,” “Lean Six Sigma Secrets for the CIO,” and “Hacking Wireless Networks for Dummies.” Peter currently teaches COBIT 5 Foundation/Implementation/Assessor/Implementing NIST Cyber-security Framework using COBIT 5, ISO 20000 FC/LI/LA ISO 27001 LI/LA, ISO 27032 LM, ISO 27005 RM, and ISO 31000 RM.
Organizer: Ardian Berisha
Date: September 5th, 2018
Recorded webinar link: https://youtu.be/NECQ5Angadw
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Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
5. WHAT IS PROCESS IMPROVEMENT
Structured analysis to support changes to an organization’s processes / structure /
supporting technology with the goal of improvement
4
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Allofthethese
Someorallof
thethese
Increase accuracy /
lower error rate
Lower cycle time
Lower operating cost Increase efficiency
People
Process Technology
Analysis of an organization’s…
With the goal of supporting changes that…
6. SATORI PROCESS DEFINITION ROADMAP
A VIEW OF THE BIG PICTURE FIRST
5
Define scope
Complete process scan
Create process maps
Document procedures
Document testing and
training scenarios
CurrentStateTargetState
Complete process
analysis
Map process to target
system
To CM
Fully documented
target-state process
Steps per sub-process
Design strategies,
corrective actions, goals
Strengths, weaknesses,
objectives, constraints Role and Org mapping
Measures and metrics
Degree of change
Dependencies, roles &
Responsibilities, gaps
To CM
To CM
To CM
(Training)
To CM
(Training)
Business Process
Decomp
Process Analysis
Worksheet
Process Analysis
Worksheet
Process Maps
SOPs
Process Analysis
Worksheet
Process Maps
Catalyst for
change
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
8. CATALYST FOR CHANGE
Your analysis should go into just enough detail to support need you want to do next on
your roadmap
WHAT YOU WANT TO DO NEXT DETERMINES THE RIGHT LEVEL OF DETAIL
7
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Deep Dive
• Pure process improvement
initiatives
Order cycle time reduction
Lowering call center volume /
time per call
• Cost-reduction
• Regulatory compliance remediation
Just Enough
• Vendor or system selection
• System implementation
• Post-merger integration
10. PROCESS ANALYSIS TOOLKIT
USE THE RIGHT TOOLS TO ORGANIZE HOW YOU ANALYZE YOUR CURRENT STATE
9
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Analyze how a process is
executed
Process Scan
Show how a process
happens
Process Maps
Show the organization of a
company and its processes
Business Process Design (BPD)Purchasing and
Replenishment (MRP)
Planning Long-
Term
Replenishment
Planning Weekly
Replenishment
MRP System
Maintenance
Updating Order
Quantities
Managing
Purchased Items
Determing
Replenishments
and Placing Orders
Addressing Daily or
Weekly
Replenishment
Issues
MRP Planning
Identifying Short-
Term Requirements
Calculating Safety
Stock
Updating Safety
Stock
Establishing and
Maintaining Order
Rules
Establishing Item
Planning
Parameters
Communicating
Requirements to
Vendors
1
2
3
11. A BPD DIAGRAM IS A TOOL THAT...
SHOWS MAJOR BUSINESS AREAS, BY THE BUILDING-BLOCK SUB-PROCESSES, WORKFLOWS, AND THEIR
PROCEDURES
COMMUNICATES THE SCOPE OF A PROCESS (WHAT IS VS. WHAT IS NOT) and the scope for our analysis
SHOWS WHAT WE ORGANIZE OUR ACTIVITIES AGAINST
Anatomy of a BPD Diagram
Business Process – Major business unit
(AP, AR, Order Management)
Functional Area – Core activities of
the business unit
– Process – Activities of each
business unit and the roles
executing them
Procedure – Discreet
step-by-step procedures
within a process
Each is a One-to-Many Relationship
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
12. CREATING A BPD – GUIDANCE
11
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Capture content first and organize second
• Get people talking
• Start unstructured and then group
Start with the right resource for laying out the BPD
• Start higher up the org chart, rather than lower
• Get the lower-level subject matter experts to help fill in the sub-processes
Capture the “right” amount of granularity
• Too Much Detail – you get bogged down or build something that can’t communicate clearly
• Too Little Detail – it won’t be usable, what it communicates will be trivial or non-substantive
What are the responsibilities of each person in the department
• Lists of sub-processes and workflows
Are there any special calendar-driven processes: week-ending, month-ending
activities?
Keep the BPD at a consistent level of granularity
• Create summary-level or more detailed diagrams as needed
As you update, use color-coding to show changes
• New processes, retired or consolidated processes, scope changes, status-tracking
13. PROCESS SCAN WORKSHEET
PROVIDES STRUCTURED APPROACH TO CAPTURE INFORMATION AND GUIDE
CURRENT-STATE ANALYSIS
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Who participated in the analysis activities
Attributes of the process
Strengths
Weaknesses
Objectives, Requirements & Constraints
Inputs to the process / outputs from the
process
Steps of the major activities along with
roles and supporting technology
14. PROCESS SCAN WORKSHEET
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Process Scan Worksheet
Process Information
Process Name - Record the process owner and the names of anyone who participated in the process scan sessions
• Important to have a record of who the information is from (who participated / who did not)
• Makes follow-up conversations easier
Define Scope of Current Process
Scan
Current
Process
Strengths - List what works in the current world in order to maintain it going forward
• Ex: We can easily see clients that we have sold in multiple countries, and where the client is located (location of
use).
Weaknesses – List what doesn’t work
• Ex: Reports require manual cleanup (to eliminate duplicate records) before they can be sent to management
Objectives, Requirements & Constraints - List high-level goals, objectives, requirements, constraints that must be
accounted for
• Ex: (Requirement): All contracts are in local currency
• Ex: (Goal): Automate order validation from receipt, to drop to warehouse, to invoicing - Manual intervention only
required for orders with exceptions
• Ex: (Constraint): Overall staffing must decrease 2.5 FTE’s
Functional Area Description
Record
Process
Steps
Define the high-level processes that make up each functional area
• Ask what starts an activity? Ask how you know when an activity has been completed successfully (what outputs
does it produce or what conditions are now true?)
• Ask what works, what doesn’t work
• Add any notes that are relevant to the step. Notes may include strengths / weaknesses, desired outcomes,
requirements, constraints, and dependencies
• Ask for any sample documents (order forms, reports, etc) that help to illustrate the process
15. Process Maps help people understand processes they own or play a part in, facilitate
communication about the process and its steps, decision points, key inputs and
outputs
PROCESS MAPS
BUILD ON THE PROCESS SCAN WORKSHEETS TO MAP THE CURRENT PROCESSES
14
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Purchasing and
Replenishment (MRP)
Planning Long-
Term
Replenishment
Planning Weekly
Replenishment
MRP System
Maintenance
Updating Order
Quantities
Managing
Purchased Items
Determing
Replenishments
and Placing Orders
Addressing Daily or
Weekly
Replenishment
Issues
MRP Planning
Identifying Short-
Term Requirements
Calculating Safety
Stock
Updating Safety
Stock
Establishing and
Maintaining Order
Rules
Establishing Item
Planning
Parameters
Communicating
Requirements to
Vendors
BPDs show the what of an
organization’s processes
Process maps (workflows) add the
who, when, how
• Who does what (Roles & Hand-
offs)
• Chronological flow
• Decision points
• Inputs and value-added outputs
Annotated Process
Role2NotesRole1
Start
Step
(verb+noun)
Decision
Step
(verb+noun)
Step
(verb+noun)
Label the decision
output
Label the other
option
Capture how the transfer from
one role to the next happens
Reference to
an External
Process
process
feedback
loop
End
Notes
· Dashed line
· No arrows
16. CREATING PROCESS MODELS – GUIDANCE ON
GETTING STARTED
15
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Involve those who participate in the process, not just the process owner
Map the current process as it exists today
Have a clear starting point and ending point that you’re going to document– Define the scope
and focus for any meeting with process owners and subject matter experts
No right tool to document with, just be consistent in your approach
• Use a white-board, Post-it notes, Visio – whatever tools you are comfortable in
• It’s best to use a big surface, and map in person
Start by defining the normal process
• Document what normally happens and use notes to handle variations
• Document ‘Yes” first. Don’t get bogged down in every exception
Use your BPD diagram to define and track the processes that you need to capture. Update your
decomp as needed throughout the process
17. CREATING PROCESS MODELS – GUIDANCE ON
DOCUMENTING THE PROCESS
16
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
One action per box, expressed in verb+noun format
• Break this convention to differentiate call-outs to processes captured elsewhere. Use a title format (e.g.
Technology Vendor Selection and Sourcing process)
Capture the steps and ask what role performs the step to collect the roles. Confirm you’re involving all key
participants in the mapping process
Record how the hand-offs take place
• Any “conditions” that happen when a step crosses from one role to another
• How do I know your job is done and my job starts? What is passed off? How?
Map the process from left-to-right and top-to bottom
• Work upper-left to lower-right to show chronology.
• Align unconnected boxes if activities take place simultaneously
Capture what has happened when the workflow is completed successfully – and all the places where if
something hasn’t happened that it’s failed
Get the process down, then clean it up.
• Once you have a draft, document the process digitally (if you haven’t done so already)
• Distribute for feedback
Don’t get too granular. Capture boxes at the procedure title level, not the step-by-step tasks in the procedure
18. PROCESS MAPPING – CREATION BEST PRACTICES
USE A MINIMUM NUMBER OF SHAPES CONSISTENTLY
17
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Annotated Process
Role2NotesRole1
Start
Step
(verb+noun)
Decision
Step
(verb+noun)
Step
(verb+noun)
Label the decision
output
Label the other
option
Capture how the transfer from
one role to the next happens
Reference to
an External
Process
process
feedback
loop
End
Notes
· Dashed line
· No arrows
20. TRANSITIONING FROM ANALYSIS TO DESIGN
USE YOUR ANALYSIS TO DRIVE
DESIGN OF YOUR TARGET-STATE
19
Define scope
Complete process scan
Create process maps
Document procedures
Document testing and
training scenarios
CurrentStateTargetState
Complete process
analysis
Map process to target
system
To CM
Fully documented
target-state process
Steps per sub-process
Design strategies,
corrective actions, goals
Strengths, weaknesses,
objectives, constraints Role and Org mapping
Measures and metrics
Degree of change
Dependencies, roles &
Responsibilities, gaps
To CM
To CM
To CM
(Training)
To CM
(Training)
Business Process
Decomp
Process Analysis
Worksheet
Process Analysis
Worksheet
Process Maps
SOPs
Process Analysis
Worksheet
Process Maps
Catalyst for
change
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Process Maps
SOPs
Create process maps
Process library
created in Promapp
22. SUMMARY
21
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Let the scope inform how deep a dive you take into current-state analysis
Process Analysis Toolkit
• BPD – start listing processes first and group second. Keep the BPD at a consistent level of
granularity. Make summary-level and more detailed BPDs as needed
• Process Scan Worksheet – Involve process participants and capture what works, what
doesn’t, and any constraints
• Process Maps – Capture processes as they exist today. Start with the normal process. Don’t
get bogged down in details or exceptions
Understand your catalyst for change, and confirm your scope
Use your structured current-state analysis as a foundation for improvement
Process improvement is not linear, it’s a continually evolving journey. Use tools that
support continuous improvement.
Continuous
Improvement
Catalyst for change