Business process management

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BUSINESS
PROCESS
MANAGEMENT
D e l i g h t P r o f e s s i o n a l S u m m i t s

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W E L C O M E T O
T H I S S E S S I O N !
O U R A G E N D A
Principles & Benefits of BPM
Service Delivery System Design
Process Flow Analysis
Creating Efficiency & Improving Productivity with BPM
Software
Auditing for Potential Optimization.
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O B J E C T I V E S
E X P E C TAT I O N S A N D R U L E S
Participants will appreciate how business
processes help organizations improve the
bottom line by providing a higher level of
quality and consistency for customers.
1. Participate
2. Exercise respect at all times
3. Mute your audio unless called upon
4. Review what you write before sending
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I N T R O D U C T I O N
B U S I N E S S P R O C E S S M A N A G E M E N T
• A business process is a collection of linked tasks which find their end in the
delivery of a service or product to a client.
• A business process has also been defined as a set of activities and tasks that,
once completed, will accomplish an organizational goal.
• A process forms the lifeline for any organization and helps it streamline
individual activities, making sure that resources are put to optimal use.
• Business process management covers how organizations study, identify,
change, and monitor business processes to ensure they run smoothly and can
be improved over time.
• BPM is best thought of as a business practice, encompassing techniques, and
structured methods.
• Business Process Management (BPM) solutions are software tools designed to
carry out the essential operations of business process management: namely
modeling, executing, evaluating, and improving business processes to ensure
optimal efficiency and productivity.
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P R I N C I P L E S O F B P M
• BPM principles represent a set of capabilities essential for mastering
contemporary and future challenges in BPM.
• They strengthen its core of BPM to guide its initiatives in practice so they can
live up to the promise of a holistic and sustainable transformation.
• The value of the principles lies in providing standardized advice to
practitioners to comprehensively scope their BPM initiatives and provide
general guidance for BPM implementation.
• The principles are:
a) Context-awareness
b) Continuity
c) Enablement
d) Holism
e) Institutionalization
f) Involvement
g) Joint understanding
h) Purpose
i) Simplicity
j) Technology appropriation
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T H E T E N P R I N C I P L E S O F B P M
PRINCIPLE OF CONTEXT-
AWARENESS
BPM requires consideration of the given
organizational setting.
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PRINCIPLE OF CONTINUITY
BPM should be a permanent practice that
facilitates continuous gains in efficiency and
effectiveness.
PRINCIPLE OF ENABLEMENT
BPM program to focus on developing
individual and organizational BPM
capabilities.
PRINCIPLE OF HOLISM
Scope of BPM implementation should be
holistic for the entire organization.
PRINCIPLE OF
INSTITUTIONALIZATION
Embed BPM in the organizational structure
by introducing formal BPM roles and
responsibilities.
PRINCIPLE OF INVOLVEMENT
All stakeholder groups who are affected by
BPM should be involved.
PRINCIPLE OF JOINT
UNDERSTANDING
BPM should be used as a mechanism to
introduce and sustain a common language
allowing different stakeholders to view,
frame and analyze organizational systems.
PRINCIPLE OF PURPOSE
BPM is a management method to achieve
organizational change and create value.
PRINCIPLE OF SIMPLICITY
The amount of resources invested into BPM
should be economical..
PRINCIPLE OF TECHNOLOGY
APPROPRIATION
BPM should make opportune use of
technology, particularly IT. to foster the
efficiency and effectiveness of business
processes.

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B E N E F I T S
B U S I N E S S P R O C E S S M A N A G E M E N T
The organization will:
• Gain control of chaotic and unwieldy processes.
• Create, map, analyze, and improve its business processes.
• Run everyday operations more efficiently.
• Realize bigger organizational goals.
• Systematically move toward digital transformation.
• Improve and optimize tangled operations.
• Closely track individual items as they move through a workflow.
• Lower operational costs.
• Reduce operational risks.
• Promote product safety.
• Improve predictability.
• Enjoy enhanced process consistency.
• Have greater brand protection.
• Simplify its operations.
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S E R V I C E D E L I V E R Y
S Y S T E M D E S I G N
• Service delivery refers to what actually happens when customers buy a
service.
• The service delivery system encompasses the service processes, people and the
physical facilities.
• Designing an excellent service delivery system focuses on creating value to
which the customer is willing to pay for and engage service employees in
delivering wonderful experience to customers.
• The design of the service delivery system addresses the question of “how” the
service concept is delivered to target customers.
• Competitiveness of service organizations depends on the design and structure
of the service delivery system through which the service concept, and the value
proposition inherent within it, is provided to target customers.
• Design decisions include aspects of structure, infrastructure, and integration.
• Structural choices relate to the physical aspects of the service system such as
facilities, layout, and equipment.
• Infrastructural choices refer to the role of service providers such as job design,
policies, and skill set.
• Integration choices concern co-ordination issues, service supply chains, and
adaptive mechanisms.
• A successful designed service delivery system has these four elements: service
culture, service quality, employee engagement and customer experience.
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E S S E N T I A L E L E M E N T S O F A S E R V I C E D E L I V E R Y
S Y S T E M
SERVICE CULTURE
• Culture is the set of overriding principles
according to which management controls,
maintains and develops the social process
that manifests itself as delivery of service
and gives value to customers.
• Service culture is built on leadership
principles, norms & work habits and
vision, mission and values.
• Once a superior service delivery system
and a realistic service concept have been
established, there is no other component
so fundamental to the long-term success
of a service organization as its culture.
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EMPLOYEE ENGAGEMENT
• Best designed processes and systems will
only be effective if carried out by people
with higher engagement.
• Employee engagement includes employee
attitude activities, purpose driven
leadership and HR processes.
• Engagement is the moderator between
the design and the execution of the
service delivery system.
SERVICE QUALITY
• Strategy and process design is
fundamental to the design of the overall
service delivery system.
• Service quality includes strategies,
processes and performance management
systems.
• Helping the client fulfil their mission and
supporting them in the pursuit of their
purpose, must be the foundation of any
service provider partnership.

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C O N T I N U E D
CUSTOMER EXPERIENCE
• Perception is critical and constantly
evaluating how both customer and end-
user perceive service delivery is important
for continuous collaboration.
• Customer experience includes customer
intelligence, account management and
continuous improvements.
• Successful service delivery works on the
basis that the customer is a part of the
creation and delivery of the service and
then designs processes built on that
philosophy.
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• Process Flow Analysis is used to help organizations fully understand the
current condition of their processses.
• Process Flows are used to identify all elements within an organization, from
raw materials through to people and waste routes.
• Efficient flows equates to efficient production.
• Process Flows help organizations identify efficiencies, layout improvements
and enhanced material/ customer flows to gain robust insights into how they
can evolve more efficiently.
• A value stream map is a visual tool that displays all critical steps in a specific
process and easily quantifies the time and volume taken at each stage.
• Value Stream Mapping allows the efficient assessment of process flows and the
clear identification of the right process.
• Value stream maps show the flow of both materials and information as they
progress through the process.
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P R O C E S S F L O W A N A LY S I S
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• Cycle Time: Time between two consecutive units departing the process.
• Flow Rate: Rate at which units depart the system = 1/Cycle Time).
• Throughput Time/ Flow Time: Time it takes a flow unit to go through the
entire process – from the time it enters to the time it departs the process.
• If there are parallel activities, the Flow Time is the longest path from start to
finish.
• An activity with the smallest flow rate or longest cycle time is the bottle neck
activity.
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P R O C E S S F L O W M E T R I C S
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P R O C E S S F L O W E X A M P L E
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C R E AT I N G E F F I C I E N C Y &
I M P R O V I N G P R O D U C T I V I T Y
W I T H B P M S O F T W A R E
• Business Process Management (BPM) software are ideal tools for digitizing
processes, bridging organizational silos, and reinventing operations, thereby
enabling enterprises to stay ahead of the curve.
• BPM software assists the organization to streamline front and back-end
processes and drive continuous innovation, transforming the experience of
their internal and external customers.
• BPM software may be on-premise or cloud-based in terms of installation and
come in a variety of shapes, sizes, and prices.
• Key features for a good BPM software include:
a) Drag-and-drop form builders
b) Rule-based workflows that dictate the flow of data through a process,
routing it by making logical decisions, which in turn are defined by
‘rules’ set by the user.
c) Automation capabilities
d) Process monitoring
e) Cloud technology
f) Secure mobile devices access
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C R E AT I N G E F F I C I E N C Y &
I M P R O V I N G P R O D U C T I V I T Y
W I T H B P M S O F T W A R E
• Benefits of using business process software include:
a) Reduction of risks
b) Elimination of redundancies
c) Minimized costs
d) Improved collaboration
e) Agility
f) Improved productivity
g) Higher efficiency
h) Higher compliance
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A U D I T I N G F O R P O T E N T I A L
O P T I M I Z AT I O N
• One of the most common reasons for inefficient processes is the failure to
examine and streamline them. Once the documentation for a process is done,
department heads and employees tend to leave the process unattended.
• Unless there is something seriously wrong with a process, attempts to improve
it are never made.
• Processes form the core of any business and it is desirable to always want the
core to operate at high efficiency to enable quick processing and make faster
leaps towards business goals.
• Business process audit is a series of steps to follow when auditing and
analyzing a business process in an organization.
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Business process audit objectives include:
a) Elimination of anomalies.
b) Promoting transparency.
c) Confirming adherence to the goals and objectives set by senior management.
d) Encouraging continuous improvement.
e) Risk Control.
f) Definition of contingency plans.
g) Suggestions for improvements.
h) Solidifying the “process culture” in the company.
i) Promoting best management practices.
j) Providing more data for decision-making by leaders.
k) Enabling the proper training of employees.
l) Assessment of IT resources being used.
m) Provide safer and more reliable information.
n) Increasing productivity.
o) Adequacy of physical and structural resources for the tasks.
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• Business process audit has three steps, namely:
a) Preparing the data: Choose an appropriate time frame that gives enough
sample data. Metrics and KPIs to measure include:
• Average cycle time
• Number of errors and reworks
• List of the most common errors
• Steps that have the highest processing time
• Number of in-progress, unattended, and lost requests
• The ratio of approved to rejected requests
• collecting qualitative data by taking feedback from individual
stakeholders in the process
b) Analyzing the process
c) Making changes to the process:
• Any changes to a process and the reason for the changes should be
communicated to everyone to avoid errors in the future.
• Changes should be introduced in small iterations.
• The new process should be deployed for a short time to see how it
performs.
• Any new challenges should be promptly addressed.
• Once everyone is comfortable and understands the new process, it
should be deployed fully.
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Any QUESTIONS/ Comments?
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T H A N K Y O U F O R
A L O V E LY S E S S I O N .
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Business process management

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