Business Process Management Journal
Business process management: a maturity assessment of Saudi Arabian
organizations
Omar AlShathry,
Article information:
To cite this document:
Omar AlShathry, (2016) "Business process management: a maturity assessment of Saudi Arabian
organizations", Business Process Management Journal, Vol. 22 Issue: 3, pp.507-521, https://
doi.org/10.1108/BPMJ-07-2015-0101
Permanent link to this document:
https://doi.org/10.1108/BPMJ-07-2015-0101
Downloaded on: 04 September 2018, At: 00:11 (PT)
References: this document contains references to 26 other documents.
To copy this document: [email protected]
The fulltext of this document has been downloaded 1083 times since 2016*
Users who downloaded this article also downloaded:
(2016),"Process improvement for professionalizing non-profit organizations: BPM approach",
Business Process Management Journal, Vol. 22 Iss 3 pp. 634-658 <a href="https://doi.org/10.1108/
BPMJ-08-2015-0114">https://doi.org/10.1108/BPMJ-08-2015-0114</a>
(2016),"Ownership relevance in aspect-oriented business process models", Business
Process Management Journal, Vol. 22 Iss 3 pp. 566-593 <a href="https://doi.org/10.1108/
BPMJ-01-2015-0006">https://doi.org/10.1108/BPMJ-01-2015-0006</a>
Access to this document was granted through an Emerald subscription provided by emerald-
srm:586319 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald
for Authors service information about how to choose which publication to write for and submission
guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company
manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as
well as providing an extensive range of online products and additional customer resources and
services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the
Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for
digital archive preservation.
D
ow
nl
oa
de
d
by
S
A
U
D
I
D
IG
IT
A
L
L
IB
R
A
R
Y
(
S
D
L
)
A
t
00
:1
1
04
S
ep
te
m
be
r
20
18
(
P
T
)
https://doi.org/10.1108/BPMJ-07-2015-0101
https://doi.org/10.1108/BPMJ-07-2015-0101
https://doi.org/10.1108/BPMJ-07-2015-0101
*Related content and download information correct at time of download.
D
ow
nl
oa
de
d
by
S
A
U
D
I
D
IG
IT
A
L
L
IB
R
A
R
Y
(
S
D
L
)
A
t
00
:1
1
04
S
ep
te
m
be
r
20
18
(
P
T
)
Business process management:
a maturity assessment of Saudi
Arabian organizations
Omar AlShathry
Department of Information Systems,
Imam Mohammed Bin Saud University, Riyadh, Saudi Arabia
Abstract
Purpose – Business Process Management (BPM) has become increasingly common among organizations
in d.
ONTOLOGY DRIVEN KNOWLEDGE MAP FOR ENHANCING BUSINESS PROCESS REENGINEERINGcseij
It has been a constant human desire to be dissatisfied with the status quo as there is always need to
improve upon the way business is being done. As a result, Business process reengineering is introduced
into organization in order to overcome these challenges of inefficiencies and high running cost. A lot of
problems were encountered during the process of reengineering programmes. One of many factors that are
identified as the possible reason for the failures in most business process reengineering is the lack of giving
much emphasis on the knowledge available within the environment in which the business process is taking
place. In this paper therefore we propose a methodology that addresses this issue through the use
knowledge source map and formal organizational ontology. The organization and business process are
model together to provides most efficient way of utilizing the knowledge in the organization in the event of
business process reengineering.
Evaluating phase level for critical success factors of BPM-system implementat...IJMER
International Journal of Modern Engineering Research (IJMER) is Peer reviewed, online Journal. It serves as an international archival forum of scholarly research related to engineering and science education.
Currently, most companies or organizations can select a number of methodologies to improve their business processes, which include Six Sigma, Lean Thinking, Lean Six Sigma, Business Process Reengineering, Total Quality Management, Kaizen and Poka-Yoka. However, selecting an appropriate methodology has to be guided by the organization’s objectives. In this respect, the BPR is one of the best methodologies that can help organizations to ensure the continuity of their businesses so they will remain relevant for a long time.
This presentation provides a high-level overview of BPM and where it is today.
It also touches on some of the core technologies and standards.
Its focus is on the four specific “Challenges” facing BPM and they are aligned to the four phases of the typical application development life cycle.
1. Discovery
2. Design
3. Development
4. Deployment
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
ONTOLOGY DRIVEN KNOWLEDGE MAP FOR ENHANCING BUSINESS PROCESS REENGINEERINGcseij
It has been a constant human desire to be dissatisfied with the status quo as there is always need to
improve upon the way business is being done. As a result, Business process reengineering is introduced
into organization in order to overcome these challenges of inefficiencies and high running cost. A lot of
problems were encountered during the process of reengineering programmes. One of many factors that are
identified as the possible reason for the failures in most business process reengineering is the lack of giving
much emphasis on the knowledge available within the environment in which the business process is taking
place. In this paper therefore we propose a methodology that addresses this issue through the use
knowledge source map and formal organizational ontology. The organization and business process are
model together to provides most efficient way of utilizing the knowledge in the organization in the event of
business process reengineering.
Evaluating phase level for critical success factors of BPM-system implementat...IJMER
International Journal of Modern Engineering Research (IJMER) is Peer reviewed, online Journal. It serves as an international archival forum of scholarly research related to engineering and science education.
Currently, most companies or organizations can select a number of methodologies to improve their business processes, which include Six Sigma, Lean Thinking, Lean Six Sigma, Business Process Reengineering, Total Quality Management, Kaizen and Poka-Yoka. However, selecting an appropriate methodology has to be guided by the organization’s objectives. In this respect, the BPR is one of the best methodologies that can help organizations to ensure the continuity of their businesses so they will remain relevant for a long time.
This presentation provides a high-level overview of BPM and where it is today.
It also touches on some of the core technologies and standards.
Its focus is on the four specific “Challenges” facing BPM and they are aligned to the four phases of the typical application development life cycle.
1. Discovery
2. Design
3. Development
4. Deployment
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
Engineering Research Publication
Best International Journals, High Impact Journals,
International Journal of Engineering & Technical Research
ISSN : 2321-0869 (O) 2454-4698 (P)
www.erpublication.org
A business' choice for using an innovation depends on looking into the variables affecting this use and its favorable circumstances. Innovation deployment significantly influences the way business is led, the optimality of asset usage and increase in the organizations competitive advantage. This research is to identify the role Business Processing Management (BPM) play in selected SMEs in Ghana. The method utilized for this investigation was the descriptive research design. This research is exclusively embraced by the utilization of secondary data. The technique for data analysis will be by the utilization of content analysis. The study revealed that the main principles of BPM implementation in the selected SMEs are commitment from management, customer priority, teamwork, and continuous improvement. The study also showed that BPM has a direct relationship with the productivity of SMEs. The main challenges of BPM on the selected SMEs are the lack of resources, lack of experience in quality management, lack of objectives and strategies, Short term objectives concerns, lack of information technology (IT) experts. Since BPM is a broad and an intense concept that needs to be taken seriously when it comes to SMEs ensuring that the firm produces a high-quality goods and services, it was recommended that SMEs needs to have IT experts who can assist in the integration of BPM in all aspect of the business activities.
A THEMATIC LITERATURE REVIEW ON BUSINESS PROCESS MANAGEMENTijmvsc
Business Process Management (BPM) is considered as a management approach that primarily focuses on analyzing and continuously improving business processes. It has been a key strategy adapted by organizations to manage their businesses successfully along with information technology. In the past few decades BPM has been one of the promising research areas. This paper adds knowledge to the existing research by answering following questions: (1) what is the status of BPM research domain? And (2) what are the possible future research directions on BPM? A thematic review was conducted focusing a series of literature on BPM which have been published between 2001 and 2020. The findings highlight that the integration of BPM into new digital innovations, such as process mining, is essential for an effective and efficient organization. More research on BPM and IT management needs to be conducted to support this integration between BPM and digital innovations.
NAVIGATING THE BUSINESS PROCESS MANAGEMENT (BPM) IMPLEMENTATION JOURNEY: STRA...ectijjournal
Business Process Management (BPM) offers a powerful framework for enhancing organizational efficiency
and effectiveness. However, a significant challenge lies in translating theoretical BPM concepts into
actionable, real-world practices. This research endeavors to investigate and present strategies that
facilitate the seamless integration of BPM theory with practical implementation. The research employs a
comprehensive review of existing literature, supplemented by in-depth interviews with industry experts and
case studies of successful BPM implementations across diverse sectors. By examining these varied
approaches, this research identifies common threads and critical success factors in the journey from BPM
theory to practice. Key findings highlight the importance of stakeholder engagement, organizational
culture alignment, and iterative refinement in the BPM implementation process. Additionally, the research
sheds light on adaptable frameworks and tools that can be employed to bridge the gap between theory and
practice. The outcomes of this research provide a valuable resource for organizations seeking to maximize
the benefits of BPM within their operations. By offering actionable insights and best practices, this
research aims to guide practitioners and decision-makers in navigating the complex terrain of BPM
implementation, ultimately leading to improved operational performance and sustained competitive
advantage.
This slide show incorporates the following topics: Business Process: Terminology ,Business Process: Management, Business Process: Development , Business Process: Re-Engineering , Strategic Process Analysis , Managing Business Process & Managerial issues in Process Management.
Business UseWeek 1 Assignment #1Instructions1. Plea.docxfelicidaddinwoodie
Business Use
Week 1: Assignment #1
Instructions
1. Please read these two articles:
· Using forensics against a fitbit device to solve a murder: https://www.cbsnews.com/news/the-fitbit-alibi-21st-century-technology-used-to-help-solve-wisconsin-moms-murder/
· How Amazon Echo could be forensically analyzed! https://www.theverge.com/2017/1/6/14189384/amazon-echo-murder-evidence-surveillance-data
2. Then go around in your residence / dwelling (home, apartment, condo, etc) and be creative.
3. Identify at least five appliances or devices that you THINK could be forensically analyzed and then identify how this might be useful in an investigation. Note - do not count your computer or mobile device. Those are obvious!
4. I expect at least one paragraph answer for each device.
Why did I assign this?
The goal is to have you start THINKING about how any device, that is capable of holding electronic data (and transmitting to the Internet) could be useful in a particular investigation!
Due Date
This is due by Sunday, May 10th at 11:59PM
Surname 6
Informative speech on George Stinney Jr.
A. Info research analysis
The general purpose of the speech was to inform people about the civil injustice being done against the African American community in the United States. The specific purpose of the speech was to portray to the audience how an innocent 14-year old black boy suffered in the hands of the South Carolina State law enforcing officers. He was falsely accused of killing two white girls and electrocuted within two months after conviction.
I decided the topic of my speech after perusing through all the suggested topics ad found that the story of George Stinney Jr. was touching and emotional entirely.
This topic benefits the audience and the society in general by giving them an insight of the cruelty that the American law system has against the African American community. The audience gets to know how the shady investigations were done with claims that George had pleaded guilty to the charges of murder when there was no real evidence tying him to the crime or a signed plea agreement.
The alternative view that I found in the research was the version of the investigating officer of the case who claimed that the 14-year old boy managed to kill two girls aged 11 and 7 with a blunt object and ditch them in a nearby trench. This alternative point of view did not make sense because it is hard for a 14-year old boy to use the force that was reported by postmortem results to kill the girls. Therefore, I knew everything was a lie and I had to take the point of view of George’s innocence.
B. informative outline
Introduction:
George Stinney Jr. was an African American boy born on October 21, 1929 in Pinewood, South Carolina, U.S. He is considered as the youngest person to be executed by the United State government in 20th century.
Main body
Investigations of the alleged crimes (Bickford, 05)
The investigations concerning the alleged crimes of George S.
Business UsePALADIN ASSIGNMENT ScenarioYou are give.docxfelicidaddinwoodie
Business Use
PALADIN ASSIGNMENT
Scenario:
You are given a PC and you are faced with this scenario: you don’t know the password to the PC which means you can’t login so you can use a forensic tool like FTK IMAGER to capture the hard drive as a bit-for-bit forensic image AND/OR
1. The hard drive is either soldiered onto the motherboard (there are some new hard drives like this!) or cannot be removed because the screws are stripped (this has happened to me);
2. Even if you figured out the password or got an admin password the PC may have its USB ports blocked via a GPO policy (this is very common in corporations now);
3. Even if you can get the GPO policy overridden you may have some concerns about putting it on the network (which is true especially if you are dealing with malware).
So what you can you do? The best solution is to boot the PC up into forensically sound environment that lets you bypass the password aspect; GPO policy; etc and take a bit-for-bit image. One software that has done the job very well for me is Paladin.
How to get points
If you can send me a screenshot showing me that you had installed Paladin .ISO and made your USB device a bootable device with Paladin using Rufus then you get 10 points.
If you can send me a screenshot showing that you had a chance to boot your computer into Paladin then you will earn an extra 10 points. It is not necessary for you to take a forensic image of your PC but I have included generic instructions here.
Assumptions:
1. You have downloaded Rufus on your computer
2. You have downloaded Paladin on your computer.
Instructions:
1. Make sure you have at least one USB drive.
2. If not down already, download Rufus from https://rufus.ie/.
3. If not done already, download the Paladin ISO image from this website: https://sumuri.com/product/paladin-64-bit-version-7/ which is free. It’s suggested price is $25.00 but you can adjust the price to $0 then order. To be clear – do not pay anything.
4. Insert the USB device in your computer.
5. Run Rufus where you install the Paladin .ISO file on the USB device and make it bootable. Now I could provide you step by step instructions, but this is a Masters class so I want you to explore a bit and figure this out. One good video is this: https://www.youtube.com/watch?v=V6JehM0WDTI.
6. After you are done using Rufus where you have installed Paladin.ISO on the USB device and made it bootable then make sure the USB device is in the PC.
7. Restart your PC. Press F9(HP) laptop) or F12 (Dell laptop) so you can be taken into the BIOS bootup menu.
8. This is where things get a bit tricky e.g. your compute may be configured differently where you have to adjust your BIOS settings. If you do not feel comfortable doing this then stop here. I do not want you to mess up your computer. You have already earned ten extra points!
9. If you still proceed then you will see a list of bootable devices. You may, for example, see a list of devices. Pick the device .
More Related Content
Similar to Business Process Management JournalBusiness process manageme.docx
Engineering Research Publication
Best International Journals, High Impact Journals,
International Journal of Engineering & Technical Research
ISSN : 2321-0869 (O) 2454-4698 (P)
www.erpublication.org
A business' choice for using an innovation depends on looking into the variables affecting this use and its favorable circumstances. Innovation deployment significantly influences the way business is led, the optimality of asset usage and increase in the organizations competitive advantage. This research is to identify the role Business Processing Management (BPM) play in selected SMEs in Ghana. The method utilized for this investigation was the descriptive research design. This research is exclusively embraced by the utilization of secondary data. The technique for data analysis will be by the utilization of content analysis. The study revealed that the main principles of BPM implementation in the selected SMEs are commitment from management, customer priority, teamwork, and continuous improvement. The study also showed that BPM has a direct relationship with the productivity of SMEs. The main challenges of BPM on the selected SMEs are the lack of resources, lack of experience in quality management, lack of objectives and strategies, Short term objectives concerns, lack of information technology (IT) experts. Since BPM is a broad and an intense concept that needs to be taken seriously when it comes to SMEs ensuring that the firm produces a high-quality goods and services, it was recommended that SMEs needs to have IT experts who can assist in the integration of BPM in all aspect of the business activities.
A THEMATIC LITERATURE REVIEW ON BUSINESS PROCESS MANAGEMENTijmvsc
Business Process Management (BPM) is considered as a management approach that primarily focuses on analyzing and continuously improving business processes. It has been a key strategy adapted by organizations to manage their businesses successfully along with information technology. In the past few decades BPM has been one of the promising research areas. This paper adds knowledge to the existing research by answering following questions: (1) what is the status of BPM research domain? And (2) what are the possible future research directions on BPM? A thematic review was conducted focusing a series of literature on BPM which have been published between 2001 and 2020. The findings highlight that the integration of BPM into new digital innovations, such as process mining, is essential for an effective and efficient organization. More research on BPM and IT management needs to be conducted to support this integration between BPM and digital innovations.
NAVIGATING THE BUSINESS PROCESS MANAGEMENT (BPM) IMPLEMENTATION JOURNEY: STRA...ectijjournal
Business Process Management (BPM) offers a powerful framework for enhancing organizational efficiency
and effectiveness. However, a significant challenge lies in translating theoretical BPM concepts into
actionable, real-world practices. This research endeavors to investigate and present strategies that
facilitate the seamless integration of BPM theory with practical implementation. The research employs a
comprehensive review of existing literature, supplemented by in-depth interviews with industry experts and
case studies of successful BPM implementations across diverse sectors. By examining these varied
approaches, this research identifies common threads and critical success factors in the journey from BPM
theory to practice. Key findings highlight the importance of stakeholder engagement, organizational
culture alignment, and iterative refinement in the BPM implementation process. Additionally, the research
sheds light on adaptable frameworks and tools that can be employed to bridge the gap between theory and
practice. The outcomes of this research provide a valuable resource for organizations seeking to maximize
the benefits of BPM within their operations. By offering actionable insights and best practices, this
research aims to guide practitioners and decision-makers in navigating the complex terrain of BPM
implementation, ultimately leading to improved operational performance and sustained competitive
advantage.
This slide show incorporates the following topics: Business Process: Terminology ,Business Process: Management, Business Process: Development , Business Process: Re-Engineering , Strategic Process Analysis , Managing Business Process & Managerial issues in Process Management.
Business UseWeek 1 Assignment #1Instructions1. Plea.docxfelicidaddinwoodie
Business Use
Week 1: Assignment #1
Instructions
1. Please read these two articles:
· Using forensics against a fitbit device to solve a murder: https://www.cbsnews.com/news/the-fitbit-alibi-21st-century-technology-used-to-help-solve-wisconsin-moms-murder/
· How Amazon Echo could be forensically analyzed! https://www.theverge.com/2017/1/6/14189384/amazon-echo-murder-evidence-surveillance-data
2. Then go around in your residence / dwelling (home, apartment, condo, etc) and be creative.
3. Identify at least five appliances or devices that you THINK could be forensically analyzed and then identify how this might be useful in an investigation. Note - do not count your computer or mobile device. Those are obvious!
4. I expect at least one paragraph answer for each device.
Why did I assign this?
The goal is to have you start THINKING about how any device, that is capable of holding electronic data (and transmitting to the Internet) could be useful in a particular investigation!
Due Date
This is due by Sunday, May 10th at 11:59PM
Surname 6
Informative speech on George Stinney Jr.
A. Info research analysis
The general purpose of the speech was to inform people about the civil injustice being done against the African American community in the United States. The specific purpose of the speech was to portray to the audience how an innocent 14-year old black boy suffered in the hands of the South Carolina State law enforcing officers. He was falsely accused of killing two white girls and electrocuted within two months after conviction.
I decided the topic of my speech after perusing through all the suggested topics ad found that the story of George Stinney Jr. was touching and emotional entirely.
This topic benefits the audience and the society in general by giving them an insight of the cruelty that the American law system has against the African American community. The audience gets to know how the shady investigations were done with claims that George had pleaded guilty to the charges of murder when there was no real evidence tying him to the crime or a signed plea agreement.
The alternative view that I found in the research was the version of the investigating officer of the case who claimed that the 14-year old boy managed to kill two girls aged 11 and 7 with a blunt object and ditch them in a nearby trench. This alternative point of view did not make sense because it is hard for a 14-year old boy to use the force that was reported by postmortem results to kill the girls. Therefore, I knew everything was a lie and I had to take the point of view of George’s innocence.
B. informative outline
Introduction:
George Stinney Jr. was an African American boy born on October 21, 1929 in Pinewood, South Carolina, U.S. He is considered as the youngest person to be executed by the United State government in 20th century.
Main body
Investigations of the alleged crimes (Bickford, 05)
The investigations concerning the alleged crimes of George S.
Business UsePALADIN ASSIGNMENT ScenarioYou are give.docxfelicidaddinwoodie
Business Use
PALADIN ASSIGNMENT
Scenario:
You are given a PC and you are faced with this scenario: you don’t know the password to the PC which means you can’t login so you can use a forensic tool like FTK IMAGER to capture the hard drive as a bit-for-bit forensic image AND/OR
1. The hard drive is either soldiered onto the motherboard (there are some new hard drives like this!) or cannot be removed because the screws are stripped (this has happened to me);
2. Even if you figured out the password or got an admin password the PC may have its USB ports blocked via a GPO policy (this is very common in corporations now);
3. Even if you can get the GPO policy overridden you may have some concerns about putting it on the network (which is true especially if you are dealing with malware).
So what you can you do? The best solution is to boot the PC up into forensically sound environment that lets you bypass the password aspect; GPO policy; etc and take a bit-for-bit image. One software that has done the job very well for me is Paladin.
How to get points
If you can send me a screenshot showing me that you had installed Paladin .ISO and made your USB device a bootable device with Paladin using Rufus then you get 10 points.
If you can send me a screenshot showing that you had a chance to boot your computer into Paladin then you will earn an extra 10 points. It is not necessary for you to take a forensic image of your PC but I have included generic instructions here.
Assumptions:
1. You have downloaded Rufus on your computer
2. You have downloaded Paladin on your computer.
Instructions:
1. Make sure you have at least one USB drive.
2. If not down already, download Rufus from https://rufus.ie/.
3. If not done already, download the Paladin ISO image from this website: https://sumuri.com/product/paladin-64-bit-version-7/ which is free. It’s suggested price is $25.00 but you can adjust the price to $0 then order. To be clear – do not pay anything.
4. Insert the USB device in your computer.
5. Run Rufus where you install the Paladin .ISO file on the USB device and make it bootable. Now I could provide you step by step instructions, but this is a Masters class so I want you to explore a bit and figure this out. One good video is this: https://www.youtube.com/watch?v=V6JehM0WDTI.
6. After you are done using Rufus where you have installed Paladin.ISO on the USB device and made it bootable then make sure the USB device is in the PC.
7. Restart your PC. Press F9(HP) laptop) or F12 (Dell laptop) so you can be taken into the BIOS bootup menu.
8. This is where things get a bit tricky e.g. your compute may be configured differently where you have to adjust your BIOS settings. If you do not feel comfortable doing this then stop here. I do not want you to mess up your computer. You have already earned ten extra points!
9. If you still proceed then you will see a list of bootable devices. You may, for example, see a list of devices. Pick the device .
Business UsePractical Connection WorkThis work is a writte.docxfelicidaddinwoodie
Business Use
Practical Connection Work
This work is a written assignment where students will demonstrate how this course research has connected and been put into practice within their own career.
Assignment:
Provide a reflection of at least 500 words of how the knowledge, skills, or theories of this course, to date, have been applied, or could be applied, in a practical manner to your current work environment.
If you are not currently working, then this is where you can be creative and identify how you THINK this could be applied to an employment opportunity in your field of study.
Requirements:
Provide a 500 word minimum reflection.
Use of proper APA formatting and citations. If supporting evidence from outside resources is used those must be properly cited.
Share a personal connection that identifies specific knowledge and theories from this course.
You should NOT provide an overview of the assignments given in the course. Reflect and write about how the knowledge and skills obtained through meeting course objectives were applied or could be applied in the workplace.
// Pediatric depressionTherapy for Pediatric Clients with Mood Disorders
An African American Child Suffering From Depression
BACKGROUND INFORMATION
The client is an 8-year-old African American male who arrives at the ER with his mother. He is exhibiting signs of depression.
Client complained of feeling “sad” Mother reports that teacher said child is withdrawn from peers in class Mother notes decreased appetite and occasional periods of irritation Client reached all developmental landmarks at appropriate ages Physical exam unremarkable Laboratory studies WNL Child referred to psychiatry for evaluation Client seen by Psychiatric Nurse Practitioner
MENTAL STATUS EXAM
Alert & oriented X 3, speech clear, coherent, goal directed, spontaneous. Self-reported mood is “sad”. Affect somewhat blunted, but child smiled appropriately at various points throughout the clinical interview. He denies visual or auditory hallucinations. No delusional or paranoid thought processes noted. Judgment and insight appear to be age-appropriate. He is not endorsing active suicidal ideation, but does admit that he often thinks about himself being dead and what it would be like to be dead.
The PMHNP administers the Children's Depression Rating Scale, obtaining a score of 30 (indicating significant depression)
RESOURCES
§ Poznanski, E., & Mokros, H. (1996). Child Depression Rating Scale--Revised. Los Angeles, CA: Western Psychological Services.
Decision Point OneSelect what the PMHNP should do:Begin Zoloft 25 mg orally daily
Begin Paxil 10 mg orally daily
Begin Wellbutrin 75 mg orally BID
.
Business System Analyst
SUMMARY:
· Cognos Business In experience intelligence with expertise in Software Design, Development, and Analysis, Teradata, Testing, Data Warehouse and Business Intelligence tools.
· Expertise in Cognos 11/10.2, 10.1, 8.x (Query Studio, Report Studio, Analysis Studio, Business Insight/Workspace, Business Insight/Workspace Advanced, Metric Studio (Score carding), Framework Manager, Cognos Connection)
· Expertise in Installation and Configuration of Cognos BI Products in Distributed environment on Windows
· Expertise with Framework Manager Modeling (Physical Layer, Business Layer, Packages) and Complex Report building with Report Studio.
· Expertise developing complex reports using drill-through reports, prompts, dashboards, master-detail, burst-reports, dynamic filtering in Cognos.
· Expertise in creating Dashboard reports using Java Script in Report studio.
· Expertise in building scorecard reports and dashboard reports using metric studio.
· Expertise with Transformer models and cubes that were used in Power play analysis and also these cubes were used in various Analysis Studio reports.
· Expertise with MDX Functions in Report Studio using Multi-dimensional Sources.
· Expertise with Cognos security (LDAP, Active Directory, Access manager, object level security, data security).
· Expertise with Tabbed Inter-phases and with Interactive Behavior of value based chart highlighting.
· Sound Skills in developing SQL Scripts, PL/SQL Stored Procedures, functions, packages.
· Expertise on production support and troubleshoot/test issues with existing reports and cubes.
· Experienced with MS SQL Server BI Tools like SSIS, SSRS and SSAS.
· Expertise in creation of packages, Data and Control tasks, Reports and Cubes using MS SQL Server BI Tools.
· Ability to translate business requirements into technical specifications and interact with end users to gather requirements for reporting.
· Good understanding of business process in Financial, Insurance and Healthcare areas.
· Expertise in infrastructure design for the cognos environment and security setup for different groups as per business requirement.
· Creating training material on all the Ad-Hoc training
· Expertise in all the basic administrative tasks like deployments, routing rule setup’s , user group setup , folder level securities etc.
· Have deployment knowledge of IBM Cognos report in Application servers like WAS.
· Have knowledge on handling securities and administration functionalities on IBM Cognos 10.x
· Good work ethics, detail oriented, fast learner, team oriented, flexible and adaptable to all kinds of stressful environments. Possess excellent communication and interpersonal skills.
Technical Skills:
BI Platform
Cognos 11,10.2, 10.1, 8.x (Query Studio, Report Studio, Analysis Studio, Business Insight/Workspace, Business Insight/Workspace Advanced, Metric Studio (Score carding), Framework Manager, Cognos Connection)
Data Base
MS Access, MS SQL Server, Orac.
Business StrategyOrganizations have to develop an international .docxfelicidaddinwoodie
Business Strategy
Organizations have to develop an international Human Resources Management Strategy, when they expand globally. Which do you think is more critical for international Human Resource Management:
Understanding the cultural environment, or
Understanding the political and legal environment?
Please choose 1 position and give a rationale; examples are also a way to demonstrate your understanding of the learning concepts.
.
Business StrategyGroup BCase Study- KFC Business Analysis.docxfelicidaddinwoodie
Business Strategy
Group B
Case Study- KFC Business Analysis
Abstract
Introduced in 1952 by Colonel Sanders
Second largest restaurant chain today in terms of popularity
Annual revenue of $23 billion
Diversified its menu to suit cultural needs of people across different countries
Hindering factors in KFC’s growth are growing consumer health consciousness, animal welfare criticism, environmental criticism
Introduction
KFC was born in 1952 and its founder was Colonel Sanders
First franchise to grow globally over international market
By the 1960s – 1980s the market was booming in countries like England, Mexico, China
Management and ownership transferred over the years to Heublin, Yum Brands and PepsiCo.
Annual revenue of $23 billion in 2013
KFC had expanded its menu to suit cultural needs of people across different countries
Hindering factors in KFC’s growth are growing consumer health consciousness, animal welfare criticism, environmental criticism, logistic management issue in UK, cultural differences in Asian countries towards accepting the fried chicken menu.
Factors contributing to KFC’s global success
The core reason for KFCs success is it’s mandate to follow strict franchise protocols that have continuously satisfied customers demands:
The quality of the chicken cooked in KFC has certain specific guidelines
The size of the restaurant should be 24x60 feet.
The restaurant washrooms and ktichen has certain cleanliness standards
Food that is not sold off needs to be trashed
The workers need to have a specific clothing and uniform.
A certain % of the gross earnings should be used for advertisement and R&D
Air conditioning is mandatory in the outlets
Global number of KFC restaurants in the past decade
Importance of cultural factors to KFC’s sales success in India and China
Culture is the collective programming of the human mind that distinguishes the members of one human group from those of another. Culture in this sense is a system of collectively held values
“Culture is everything that people have, think, and do as members of their society”, which demonstrating that culture is made up of (1) material objects; (2) ideas, values, attitudes and beliefs; and (3) specified, or expected behavior.
Many scholars have theorized and studied the notion of cross-cultural adaptation, which tends to move from one culture to another one, by learning the elements such as rules, norms, customs, and language of the new culture (Oberg 1960, Keefe and Padilla 1987, Kealey 1989). According to Ady (1995),
“Cultural adaptation is the evolutionary process by which an individual modifies his personal habits and customs to fit into a particular culture. It can also refer to gradual changes within a culture or society that occur as people from different backgrounds participating in the culture and sharing their perspectives and practices.”
Cultural factors in India that go against KFC’s original recipe.
.
Business Strategy Differentiation, Cost Leadership, a.docxfelicidaddinwoodie
Business Strategy:
Differentiation, Cost Leadership,
and Integration
Lina Deng
Business Strategy and Competitive Advantage
• A business-level strategy is an integrated and
coordinated set of commitments and actions designed
to provide value to customers and to gain a competitive
advantage by utilizing core competencies in specific
individual product markets.
6–2
Business-Level Strategy:
How to Compete for Advantage?
• Answer the “Who, What, Why, and How”
Ø Who - which customer segments to serve?
Ø What needs, wishes, desires will we satisfy?
Ø Why do we want to satisfy them?
Ø How will we satisfy customers’ needs?
• Details actions that managers take in the quest
for competitive advantage
Ø Single product or group of similar products
6–3
Industry and Firm Effects Jointly Determine
Competitive Advantage
6–4
Business Strategy and Competitive Advantage
• Two fundamental questions:
Ø How do you generate advantage?
Ø How do you sustain advantage?
• Key idea for sustainability is “barriers to imitation.”
Ø How long will it be before the first rival
imitates the first mover?
Ø How fast does new imitation occur
once it starts?
v These two factors determine appropriability.
6–5
Business Strategy and Competitive Advantage
• Does market share generate competitive advantage?
Ø The computer industry is an excellent example of the lack
of correspondence between market share and profit rates.
IBM was a clear market leader in terms of market share
but had only mediocre economic performance relative to its
rivals. High market share is no guarantee of high rates
of profitability.
6–6
Business Strategy and Competitive Advantage
• Does market share generate competitive advantage?
Ø Perhaps high market share causes high profit rates.
Ø But it could equally well be that there is a third factor
(e.g., good service capabilities, such as those of
Caterpillar), either not considered or unobserved by us,
that causes both high profitability and high market share.
v In this case, we would see a correlation
between profitability and market share
but there is no causal explanation.
Business Strategy and Competitive Advantage
• When can market share work to generate and sustain
an advantage?
Ø Scale economies (to generate cost leadership advantage)
combined with high exit costs (to sustain the advantage)
may make market share a defensible advantage.
6–8
Business Strategy and Competitive Advantage
• An organization’s knowledge or expertise can lead to
sustainable advantage if:
Ø The knowledg.
Business RequirementsReference number Document Control.docxfelicidaddinwoodie
Business Requirements
Reference number:
Document Control
Change Record
Date
Author
Version
Change Reference
Reviewers
Name
Position
Table of Contents
2Document Control
1
Business Requirements
4
1.1
Project Overview
4
1.2
Background including current process
4
1.3
Scope
4
1.3.1
Scope of Project
4
1.3.2
Constraints and Assumptions
5
1.3.3
Risks
5
1.3.4
Scope Control
5
1.3.5
Relationship to Other Systems/Projects
5
1.3.6
Definition of Terms (if applicable)
5
1 Business Requirements
1.1 Project Overview
Provide a short, yet complete, overview of the project.
1.2 Background including current process
Describe the background to the project, (same section may be reused in the Quality Plan) include:
This project is
The project goal is to
The IT role for this project is
1.3 Scope
1.3.1 Scope of Project
The scope of this project includes a number of areas. For each area, there should be a corresponding strategy for incorporating these areas into the overall project.
Applications
In order to meet the target production date, only these applications will be implemented:
Sites
These sites are considered part of the implementation:
Process Re-engineering
Re-engineering will
Customization
Customizations will be limited to
Interfaces
the interfaces included are:
Architecture
Application and Technical Architecture will
Conversion
Only the following data and volume will be considered for conversion:
Testing
Testing will include only
Funding
Project funding is limited to
Training
Training will be
Education
Education will include
1.3.2 Constraints and Assumptions
The following constraints have been identified:
The following assumptions have been made in defining the scope, objectives and approach:
1.3.3 Risks
The following risks have been identified as possibly affecting the project during its progression:
1.3.4 Scope Control
The control of changes to the scope identified in this document will be managed through the Change Control, with business owner representative approval for any changes that affect cost or timeline for the project.
1.3.5 Relationship to Other Systems/Projects
It is the responsibility of the business unit to inform IT of other business initiatives that may impact the project. The following are known business initiatives:
1.3.6 Definition of Terms (if applicable)
List any definitions that will be used throughout the duration of the project.
5
A working structure is the fundamental programming that bargains with all the mechanical social affair and other programming on a PC. It other than pulls in us to visit with the PC without perceiving how to talk the piece PC programs language's. A working structure is inside theory of programming on a contraption that keeps everything together. Working systems visit with the's contraption. They handle everything from your solace and mice to the Wi-Fi radio, gathering contraptions, and show. Symbolically, a worki.
Business ProposalThe Business Proposal is the major writing .docxfelicidaddinwoodie
Business Proposal
The Business Proposal is the major writing assignment in the course. You are to create and submit a formal proposal that suggests how to change something within an organization. This organization can be large or small, a place of employment now or in the past, or an organization to which the students belong. From past experiences, it is best to use a business with fewer than 200 employees, and one with which you have personal experience. It could be a place where you currently work or a place you have worked or volunteered in the past.
The change can be specific to a unit or can apply to the whole organization; it can relate to how important information is distributed, who has access to important information, how information is accessed, or any other change in practices the students see as having a benefit. The proposal should be directed to the person or committee with the power to authorize the change. However, if you are working within a large organization, and asking for a small organizational change, communicating with a CEO or president may not make the most sense. You need to think about who within the organization might be the best person for the type of change suggested.
For the submission, you are to follow the guidelines for formal proposals available in Chapter 10 of the text. You can review 10.1, 10.4, and 10.19 for more information about specific components for a well-written formal business proposal. A complete proposal must have all required sections of a formal report excluding the copy of an RFP and the Authorization. The final draft of the proposal should be 1500–2000 words, and include the following necessary formal proposal components:
Letter of transmittal
Executive summary
Title page
Table of contents
List of illustrations
Introduction
Background: Purpose/problem
Proposal: plan, schedule, details
Staffing
Budget
Appendix
Formatting does matter for this assignment, and you are to check the text for details about how to format and draft the different proposal segments. Proposals don't just have text; graphics and charts are necessary, too. In addition, research is important, and footnotes and references must be included. All content should be concise, clear, and detailed. The proposal should be well-written with appropriate grammar, spelling, and punctuation.
This is a scaffolded writing project that consists of four assignments.
.
Business ProjectProject Progress Evaluation Feedback Form .docxfelicidaddinwoodie
Business Project
Project Progress Evaluation
Feedback Form Week 3
Date:
__________________________________________________
Student Name:
__________________________________________________
__________________________________________________
Project Title: Effect Of Increasing Training Budget
Project Type: Business Research
Researchers:
Has a topic been chosen and a problem statement created?
Yes { } NO { }
Was the problem statement submitted in a 1-4 page paper that includes an introduction to the topic with appropriate documentation?
Yes { } No { }
Specifically, if any, needs additional content or rewriting to create more clarity? What specific recommendations do you have to help in this process?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
What is your workable timetable that states specific objectives and target completion dates for completing the final draft of the plan? Write the timetable below:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Feedback Form #3 – Project Proposal and Plan
▼
THE UK’S LEADING PROVIDER OF EXPERT SERVICES FOR IT PROFESSIONALS
NATIONAL COMPUTING CENTRE
IT Governance
Developing a successful governance strategy
A Best Practice guide for decision makers in IT
IT Governance
Developing a successful governance strategy
A Best Practice guide for decision makers in IT
The effective use of information technology is now an accepted organisational imperative - for
all businesses, across all sectors - and the primary motivation; improved communications and
commercial effectiveness. The swift pace of change in these technologies has consigned many
established best practice approaches to the past. Today's IT decision makers and business
managers face uncertainty - characterised by a lack of relevant, practical, advice and standards
to guide them through this new business revolution.
Recognising the lack of available best practice guidance, the National Computing Centre has
created the Best Practice Series to capture and define best practice across the key aspects of
successful business.
Other Titles in the NCC Best Practice series:
IT Skills - Recruitment and Retention ISBN 0-85012-867-6
The New UK Data Protection Law ISBN 0-85012-868-4
Open Source - the UK opportunity ISBN 0-85012-874-9
Intellectual Property Rights - protecting your intellectual assets ISBN 0-85012-872-2
Aligning IT with Business Strategy ISBN 0-85012-889-7
Enterprise Architecture - underst.
BUSINESS PROCESSES IN THE FUNCTION OF COST MANAGEMENT IN H.docxfelicidaddinwoodie
BUSINESS PROCESSES IN THE FUNCTION OF COST
MANAGEMENT IN HEALTHCARE INSTITUTIONS
1
1
st
IVANA DRAŽIĆ LUTILSKY
Departement of Accounting
Faculty of Economics and Business
University of Zagreb
Croatia
[email protected]
2
nd
LUCIJA JUROŠ
Faculty of Economics and Business
[email protected]
Abstract: This paper is dealing with the importance of business processes regarding costs
tracking and cost management in healthcare institutions. Various changes within the health
care system and funding of hospitals require the introduction of management information
systems and cost accounting. The introduction of cost accounting in public hospitals would
allow the planning and control of costs, monitoring of costs per patient or service and the
calculation of indicators for the analysis and assessment of the economic performance of the
business of public hospitals and lead to the transparency of budget spending. A model that
would be suited to the introduction in the public hospital is full cost allocation model based on
activities or processes that occur, known as the ABC method. Given that this is a calculation
of cost of services provided through various internal business processes, it is important to
identify all business processes in order to be able to calculate the costs incurred by services.
Although the hospital does not do business with the aim to make a profit, they must follow all
the costs (direct and indirect) to be able to calculate the full costs i.e. the price of the service
provided. In addition, the long-term sustainability of business activities in terms of funding
difficulties and the continuous growth of cost of services provided, hospitals must control and
reduce the cost of the program and specific activities. Therefore, the objective of this paper is
to point out the importance of business processes while introducing ABC method.
Keywords: Business Processes, Cost management, ABC method, Healthcare Institutions
1
This work has been fully supported by University of Zagreb funding the project “Business processes in the
implementation of cost management in healthcare system”, Any opinions, findings, and conclusions or
recommendations expressed in this paper are those of the authors and do not necessarily reflect the views of
University of Zagreb.
mailto:[email protected]
1 Introduction
In recent years, the efficiency of the management in health care services and the system of
quality in health care institutions significantly increased. Patients expect more from
healthcare providers and higher standards of care. At the same time, those who pay for
health services are increasingly concerned about the rising costs of health care services, but
also the potential ineffectiveness of the health care system. Consequently, there is a broad
interest in understanding the ways of efficient work of health care management and .
Business Plan[Your Name], OwnerPurdue GlobalBUSINESS PLANDate.docxfelicidaddinwoodie
Business Plan[Your Name], Owner
Purdue Global
BUSINESS PLAN
Date
1. EXECUTIVE SUMMARY
1.1 Product
1.2 Customers
1.3 What Drives Us
2. COMPANY DESCRIPTION
2.1 Mission and Vision Statements
2.2 Principal Members at Startup (In Unit 7 you will expand on this section to include medium and long term personnel plans for all team members, including the line staff.)
2.2.1 Using chapter 10 of your text, write the plan, using the section in Chapter 10 that shows how to introduce each team member and describe their background and responsibilities. You will start with the leaders and managers, then discuss other employees as needed for your company to grow.
2.2.2 Use this spreadsheet to show the planning
Leaders/managers (unit 1)
When needed (number of months/years after opening)
Outside Services Needed
Key Functions
Add line staff (Unit 7)
2.3 Legal Structure
3. MARKET RESEARCH
3.1 Industry (from SBA, Business Guides by Industry, and Bureau of Labor Statistics)
3.1.1 Industry description
3.2.1 Resources used
3.2 Customers (from SBA site fill in worksheet, then use text for spreadsheets and follow-up explanations)
Add SBA part here:
Then, fill in spreadsheet using this example from the text:
Housewife:
Married Couple:
Age:
35–65
Age:
35–55
Income:
Fixed
Income:
Medium to high
Sex:
Female
Sex:
Male or Female
Family:
Children living at home
Family:
0 to 2 children
Geographic:
Suburban
Geographic:
Suburban
Occupation:
Housewife
Occupation:
Varies
Attitude:
Security minded
Attitude:
Security minded, energy conscious
Older Couple:
Elderly:
Age:
55–75
Age:
70+
Income:
High or fixed
Income:
Fixed
Sex:
Male or Female
Sex:
Male or Female
Family:
Empty nest
Family:
Empty nest
Geographic:
Suburban
Geographic:
Suburban
Occupation:
White-collar or retired
Occupation:
Retired
Attitude:
Security minded, energy conscious
Attitude:
Security minded, energy conscious
Explain who you are targeting and where they are located. Insert information here using these guidelines:
Information About Your Target Market – Narrow your target market to a manageable size. Many businesses make the mistake of trying to appeal to too many target markets. Research and include the following information about your market:
Distinguishing characteristics – What are the critical needs of your potential customers? Are those needs being met? What are the demographics of the group and where are they located? Are there any seasonal or cyclical purchasing trends that may impact your business?
Size of the primary target market – In addition to the size of your market, what data can you include about the annual purchases your market makes in your industry? What is the forecasted market growth for this group? For more information, see the market research guide for tips and free government resources that can help you build a market profile.
How much market share can you gain? – What is the market share.
Business PlanCover Page Name of Project, Contact Info, Da.docxfelicidaddinwoodie
Business Plan
Cover Page
Name of Project, Contact Info, Date
Picture/graphics
Table of Contents
Executive Summary
The Company
The Project
The Industry
The Market
Distribution
Risk Factors
Financing
Sources
List of sources, specific articles, and websites
I WILL PROVIDE MORE INFORMATION IN CHAT TO COMPLETE PROPOSAL.
.
Business Planning and Program Planning A strategic plan.docxfelicidaddinwoodie
Business Planning and Program Planning
A strategic plan specifies how a particular program will realize its objectives. With a strategic plan, it is possible to focus efforts on the accomplishment of a program's goals. A strategic plan provides a link between what a program seeks to accomplish and the required actions for successful program implementation (Kettner, Moroney & Martin, 2017). A business plan, on the contrary, defines the path of business. It includes a company's organizational structure, marketing plan as well as financial projections (Kettner et al., 2017).
Impact of Business Plan on a Program’s Strategic Plan
The logic model can help understand the impact of a business plan on a program’s strategic plan. The logic model comprises five major elements such as inputs, activities, outputs, outcomes, and impacts. The inputs are the resources such as funding, facilities, staff and volunteers needed for a given program. The activities are the events or actions of a program such as running the program and data collection. Outputs are the direct products and the desired effects of a program. Impact recalls the goals of a program (Hodges & Videto, 2011).
The financial projection element of a business plan can impact the strategic planning process of a program. This medium is because the allocated budget, as well as its parameters, must be assessed to ascertain if the funds available are enough to perform the tasks and activities of a program, which is what amounts to strategic planning. Hodges and Videto (2011) asserted that the resources required to implement a program, including those available and those needed, should be reviewed to determine if there are enough resources to achieve the goals of a program. The budget must include allocations for facilities and space, staff, supplies and materials, marketing resources as well as other operational expenses. An accurate budget is vital for the success of a program, and it is critical to consider all the possible expenses plus income.
The relationship between Business Planning and Program Planning
Programs usually face resource constraints, including the difficulty to attract funding streams. Business planning, according to the United States Small Business Administration (n.d.) is a methodology that can be used to address the challenge of financial constraints systematically. A business plan can demonstrate the link or association between a proposed program and social return. Through a funded plan, it is possible for a program to secure funding sources. As such a program plan must include a budget that specifies the number of revenues needed to achieve the program's goals and objectives. From this medium perspective, a budget is considered as an integral component rather than a stand-alone activity of program planning process (Kettner, Moroney and Martin, 2017).
The program planning process must include areas that require add.
Business Plan In your assigned journal, describe the entity you wil.docxfelicidaddinwoodie
Business Plan: In your assigned journal, describe the entity you will utilize and explain your decision.
Must be:
At required length or longer
Written in American English at graduate level
Received on or before the deadline
Must pass turn it in
Written in APA with references
.
Business Plan Part IVPart IV of the Business PlanPart IV of .docxfelicidaddinwoodie
Business Plan Part IV
Part IV of the Business Plan
Part IV of the business plan is due in week 7. Together with this part, you must show to your instructor that you have implemented the necessary corrections based on the part I feedback.
Part IV Requirements
1. Financials Plan
a. Present an in-depth narrative to demonstrate the viability of your business to justify the need for funding.
b. In this section describe financial estimates and rationale which include financial statements and forms that document the viability of your proposed business and its soundness as an investment.
c. Tables and figures must be introduced in the narrative.
i. Describe the form of business (sole-proprietor, LLC, or Corporation).
ii. Prepare three-year projections for income, expenses, and sources of funds.
iii. Base predictions on industry and historical trends.
iv. Make realistic assumptions.
v. Allow for funding changes at different stages of your company’s growth.
vi. Present a written rationale for your projections.
vii. Indicate your startup costs.
viii. Detail how startup funds will be used to advance your proposed business
ix. List current capital and any other sources of funding you may have
x. Document your calculations.
xi. Use reasonable estimates or actual data (where possible).
2. Continuous Improvement System
a. Present a brief summary of the continuous improvement processes that you will utilize for quality management (Six sigma, TQM, etc).
.
BUSINESS PLAN FORMAT Whether you plan to apply for a bu.docxfelicidaddinwoodie
BUSINESS PLAN FORMAT
Whether you plan to apply for a business loan or not, you need to have a roadmap or plan to get you from where you are to the successful operation of your business. The pages that follow demonstrate the content of a simple business plan which has been found to be successful in obtaining startup funds from banks. You are encouraged to use all or whatever portions of this fit your business.
Please DO NOT write page after page of drivel or copy from someone else’s plan or one of those templates you can find on the Internet. In most cases this will not “sound" like you, nor will it be short and to the point. Those who read these things are busy people and will not be inclined to spend time reading irrelevant paperwork.
Throughout this sample, there are
italicized
comments which are meant to guide you in preparation. If you follow this format it is reasonable to expect a finished document with 15-20 pages plus the supporting documents in the last section.
If you have good quality pictures of your space, products or other items, you might include them as another way to convey just what you plan to do. A map of your location, diagram of floor space, or other illustration is also sometimes helpful. On the other hand, do not add materials simply to “bulk-up” the report.
While content is critical, it is also important to make this presentation look as good as possible. For this course, you will create the business plan in Word and submit the plan and all attachments through the Assignment drop box. That means all attachments have to be in digital form. For a bank loan or an investor, you would normally provide them with a print version. Print the pages in black ink on a high quality tinted letterhead paper. Color is not necessary but would add some interest in headlines, etc. Bind the document in a presentation folder or with a spiral binding. Don’t simply punch a staple in the upper left corner.
If your were going to pursue a bank loan or an investor, it would be normal to take this business plan to your SCORE counselor for a review and critique.
NOTE: Before you begin your inspection of the simple plan outline which follows, take a moment to review the Business Plan Checklist on the next page.
BUSINESS PLAN CHECKLIST
By way of review, here is a concise list of the basic requirements for a Business Plan, as recommended by the MIT Enterprise Forum:
·
Appropriate Arrangement
- prepare an executive summary, a table of contents and chapters in the right order.
·
Right Length
- make it not too long and not too short, not too fancy and not too plain.
·
Expectations
- give a sense of what founder(s) and the company expect to accomplish three to seven years in the future.
·
Benefits
- explain in quantitative and qualitative terms the benefit to the consumer of the products and services.
·
Marketability
- present hard evidence of the mar.
Business Pitch AssignmentDaniela Aleman Danae Alonso J.docxfelicidaddinwoodie
Business Pitch Assignment
Daniela Aleman | Danae Alonso | Javier Llanos | Kelly Pena | Aymara Priede | Alec Walter
VALOR AIRLINES
“Sky High Value”
Valor Airlines is a new, low-cost carrier primarily serving passengers for long-haul travel to South
America. Based in Miami, Valor Airlines is projected to have about ten aircraft by 2025, which will
serve around 20 destinations across North and South America. Our mission is to provide competitive
pricing for customers who would like to travel long-haul but can’t a�ord the prices of legacy carriers.
Currently, America’s legacy carriers are the only options on some long-haul travel routes to South
America and this has led them to having a monopoly on prices and frequencies. For example, if you
wanted to �y non-stop from Miami, Florida, to Montevideo, Uruguay, you would have to use
American Airlines, which charges a staggering $1000+ average fare per person!
Meanwhile, low-cost competitors like Spirit Airlines and Frontier Airways have competitive prices
but they simply can’t take you as far and deep into South America as we would be able to because
of their �eet types.
However, thanks to our Airbus 321LRs, Valor Airlines will be a leader in long-haul direct service to
small and large, international cities. Our narrow-body jets allow us to connect to the smaller cities
in South America that don’t have direct service yet. This allows us to connect more people and cities
without customers having to have a second or third layover to get to their destination. Operating
routes with thinner tra�c is a key strategy for Valor Airlines; we would be able to operate these
routes with less seats that larger carriers can’t pro�tably sustain with a jumbo-jet like a Boeing 747.
Valor Airlines: “Sky-High Value.”
BargainAir Express Airways
Name subject to change
IDEA PITCH FOR GROUP
Purpose
To provide competitive fares on routes into deep South America where
legacy carriers have premium fares.
Example: Miami to Montevideo flights
Realize how there is only one carrier
on the route and it is one of
America’s legacy carriers, American
Airlines. $1,311 is a bit steep.
Market Analysis
The Low Cost Carrier {LCC} has been an airline model that has surged in
popularity and growth within the past few years. In the United States,
we have several large LCC’s.
In Europe, the second biggest carrier is an LCC named Ryanair. They
also have Norwegian Air.
Market Analysis [Part 2]
While Europe and North America might seem saturated with LCC’s, South America is a different
story. Spirit Airlines has a great market share for Central American routes and short distance
South American routes such as Colombia or Ecuador. On the other hand, there are no American
LCC’s flying into deep South America such as Paraguay, Argentina, or southern Brazil.
The primary airlines that do are…
LATAM
AMERICAN
DELTA
UNITED
AVIANCA
None are considered low-cost
Market Analysis [Part 3]
Inte.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Business Process Management JournalBusiness process manageme.docx
1. Business Process Management Journal
Business process management: a maturity assessment of Saudi
Arabian
organizations
Omar AlShathry,
Article information:
To cite this document:
Omar AlShathry, (2016) "Business process management: a
maturity assessment of Saudi Arabian
organizations", Business Process Management Journal, Vol. 22
Issue: 3, pp.507-521, https://
doi.org/10.1108/BPMJ-07-2015-0101
Permanent link to this document:
https://doi.org/10.1108/BPMJ-07-2015-0101
Downloaded on: 04 September 2018, At: 00:11 (PT)
References: this document contains references to 26 other
documents.
To copy this document: [email protected]
The fulltext of this document has been downloaded 1083 times
since 2016*
Users who downloaded this article also downloaded:
(2016),"Process improvement for professionalizing non-profit
organizations: BPM approach",
Business Process Management Journal, Vol. 22 Iss 3 pp. 634-
658 <a href="https://doi.org/10.1108/
BPMJ-08-2015-0114">https://doi.org/10.1108/BPMJ-08-2015-
0114</a>
(2016),"Ownership relevance in aspect-oriented business
process models", Business
2. Process Management Journal, Vol. 22 Iss 3 pp. 566-593 <a
href="https://doi.org/10.1108/
BPMJ-01-2015-0006">https://doi.org/10.1108/BPMJ-01-2015-
0006</a>
Access to this document was granted through an Emerald
subscription provided by emerald-
srm:586319 []
For Authors
If you would like to write for this, or any other Emerald
publication, then please use our Emerald
for Authors service information about how to choose which
publication to write for and submission
guidelines are available for all. Please visit
www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to
the benefit of society. The company
manages a portfolio of more than 290 journals and over 2,350
books and book series volumes, as
well as providing an extensive range of online products and
additional customer resources and
services.
Emerald is both COUNTER 4 and TRANSFER compliant. The
organization is a partner of the
Committee on Publication Ethics (COPE) and also works with
Portico and the LOCKSS initiative for
digital archive preservation.
D
ow
nl
7. Business process management:
a maturity assessment of Saudi
Arabian organizations
Omar AlShathry
Department of Information Systems,
Imam Mohammed Bin Saud University, Riyadh, Saudi Arabia
Abstract
Purpose – Business Process Management (BPM) has become
increasingly common among organizations
in different industries. There is very limited research on the
application of BPM in the MENA region
and particularly in Saudi Arabia. The purpose of this paper is to
provide empirical maturity assessment
for selected Saudi Arabian organizations from broad range of
industries. Findings showed that there is
notable variability of BPM perception within the functional
groups of the sample organizations.
Organizations with holistic business strategy and resilient
change management procedures showed
more adherence to BPM practices than those with functionally
driven or ad-hoc BPM initiatives.
Design/methodology/approach – In this empirical study,
structured interviews were undertaken
with selected business functions owners from ten Saudi
organizations. All selected organizations
resides in the city of Riyadh with most of them having local and
regional branches. The selection of
the organization followed non-probability sampling technique
whereby the selected organizations were
those seemed easy to access and showed willingness to
participate in the research. The sample
organizations included different types of businesses in different
industries. Even though the purpose of
8. the study is not applicable to a particular industry type or
sector, variety of business domains and
variability in organizations size were considered in the selection
process. Table 1 shows an overview of
the organization business sector.
Findings – This research investigates the current status of BPM
implementation among Saudi
Arabian organizations. Although there is positive favour
towards BPM concepts among Saudi
organizations, it seems that the practical understanding of BPM
is yet to be matured. One of the noticed
findings from the survey is the apparent sharp disjoint between
information technology (IT)
and business strategy. This segregation, from a BPM
perspective, created two variants of BPM
understanding; a business variant related to designing and
managing business operations, and the IT
one which focusses on configuring and installing BPM systems.
There is a lack of a holistic view of
business processes and its associated activities within an
organization. Most surveyed organizations
have either no clear business strategy or it is too complicated
the thing that make it difficult to
integrate it with BPM initiatives. Some organizations have no
defined process owners for their main
core business processes neither there are measurable goals for
their performance. Their main BPM
endeavour is mainly focused on the process activities rather
than the process output and performance.
Originality/value – This is the first research paper that provides
empirical research on the status of
BPM in the MENA region and particularly in Saudi Arabia.
Keywords BPR, BPM, Business excellence, Work flow, Process
maturity, BPTrend
Paper type Research paper
12. Wolf, 2014). It is seen as a vital approach for keeping business
process in control by
implementing continuous analysis, optimization and
improvement activities the thing
that results in clearer business visibility and better performance.
The importance of
BPM is confirmed by a recent report from Gartner (2010)
showing that BPM is the most
identified issue by CEOs for six consecutive years. The idea of
process management is
to manage the business process in a way it meets its intended
customers’ requirements
and hence ensures their satisfaction. This concept of BPM faced
some criticism as
being a barrier to the organizations creativity which may
encourage them to find easier
ways for making profit (McCormack et al., 2009; Sanders Jones
and Linderman, 2014).
The objective of this research is to conduct an empirical
assessment study on the
status of BPM application among Saudi Arabia organizations.
Different organizations
from varied sectors, which were believed to have BPM solutions
in place, were selected
and assessed against a proper BPM maturity assessment. This
research intends not
only to provide informed data about the BPM status of the
surveyed organizations, but
also to pave the way to them for process improvement plans. In
the next section, a
literature review is presented focusing on the BPM and process
approach concept.
In Section 3 the research methodology is presented, in Section 4
13. the results are analysed
and discussed. Finally, Section 5 includes the conclusion and a
short indication for
future studies.
2. Literature review
2.1 Process approach and organizations
The term “process” has evolved dramatically since the pre-
historic times when people
relied on themselves to produce the products they need (Dumas
et al., 2013; Harmon,
2015). The consumer and the producer of a product, at that
time, was the same
individual. This concepts has changed dramatically following
the development of
societies in the ancient times, where people had become
specialised in producing
specific types of products, i.e., different activities for producing
different products.
At the inception of the industrial times, the concept of process
improved further when
individuals have become specialised in part of an activity in the
production process of a
product, rather than being the sole designer of the product.
Generally, a process is
defined as a sequence of activities that convert an input into an
output. In business
term, business process consists of a set of independent activities
that are purposefully
structured to deliver a specific output which can be an event, an
input or a trigger to
other business applications or human actors. In other words, a
business process is a
series of processes that function in business context. Business
in this definition can be
an organization or a division in an organization responsible for
14. providing goods or
services (Sanders Jones and Linderman, 2014). Organizations
who have variety of
processes started to adopt the process approach in order to
integrate multiple
functional areas related to their day to day operations (Sanders
Jones and Linderman,
2014; Harmon, 2015). Porter and Rosemann and vom Brocke
(2015) defined two set of
processes: core processes and support processes. Core processes
include processes that
are linked in the creation of value product/services to the
organization. The support
processes, on other hand, are processes that enable and allow to
the creation of the first
category processes, such as; human resource (HR), information
technology (IT)
infrastructure procurement, etc. (Rosemann and vom Brocke,
2015). Other categories of
process types were proposed which include management-related
process such as
corporate governance. The number of business processes in an
organization relies on
its ability to provide management resources to coach and
monitor such processes.
508
BPMJ
22,3
D
ow
nl
oa
16. A
t
00
:1
1
04
S
ep
te
m
be
r
20
18
(
P
T
)
2.2 Business process models
There are plenty of business process frameworks or
methodologies organizations can
adopt to design their business work flow. Some of these
methodologies have a
holistic, enterprise nature of business process like Six Sigma,
17. Lean BPTrend,
Rummler Brache, CMMI, etc. Others are more specific at the
implementation level like
ARIS, UML BPMN. However, BPM should not be looked as set
of steps to be
completed, but it has to be viewed as an organization capability
which is incubated
by supportive factors. Rosemann and vom Brocke (2015)
proposed six elements
(components) defined as success factors that are to be integrated
in any BPM
initiative. These elements are: strategic alignment, governance,
methods, IT, people
and culture. Thomas Kohlborn et al. (2014) proposed ten
principals that guides
successful implementation of BPM. Figure 1 shows an overview
of business process
methodologies wrt to the business hierarchy.
2.3 BPM maturity assessment
Since the early invention of capability maturity model
integration, the term “maturity”
has begun to be the defacto for measuring a business capability
in performing specific
functionality. Maturity models are a set of criteria or standards
that are used by
organization and business owners to assess the level of their
process management
efficiency and compliance. It is an approach by which the
ability of an organization
towards a class of application domain is portrayed in a level-
based sequence
(Rosemann and vom Brocke, 2015; Becker et al., 2009).
Maturity models are designed as
a set of levels each of which has its own requirements that have
to be addressed by an
18. organization to be considered compliant to that level. The
current level of an
organization describes its business capability and how this
capability can evolve by
achieving higher levels. Many BPM maturity models were
proposed in the past years.
Notwithstanding the scope of this research is not to evaluate
such models efficiency, it
is important to give a short overview about some of the common
widely applied
models. Generally when referring to process maturity there are
two types of maturity
models: process-based models and the organizational-based
ones (Rohloff, 2011).
In other words, there are models that assess the attributes of a
process in terms of its
documentation, control and management, etc., and others that
assess the holistic
Enterprise Level
Strategy, Process Architecture,
Process Management, BPM
Governance and Planning Enterprise
Process
Management
Business
Process
Improvement
Projects
Human
Resource
19. Infrastructure
IT
Infrastructure
Physical Plant and Hardware Used
More Comprehensive Methodologies
• Enterprise Adoption of Six Sigma • Balanced Scorecard Perf.
Eval. and
Strategy
• CMMI-BPMM Process Management
Change
• SCOR (Bolstorff-Rosenbaum)
• Business Rules Methodologies (Ross)
• BPTA Enterprise Methodology
• Rummler-Brache-PDL Methodology
• xBPL Methodology (Business Genetics)
• Lean Six Sigma (DMAIC)
• BPTA Process Redesign Methodology
• BPM Methodology
• RIVA and HIM
• IDEF0 Methodology
• ARIS (IDS Scheer)
• Unified Software Development
20. Process (Rational, UML methodology)
More Specialized Methodologies
Process Documentation,
Redesign and Improvement
Projects Undertaken to
Develop Resources to
Support New Processes
Business Process Level
Implementation Level
Source: Harmon (2015)
Figure 1.
Business process
pyramid
509
Business
process
management
D
ow
nl
oa
de
22. t
00
:1
1
04
S
ep
te
m
be
r
20
18
(
P
T
)
organization capability towards BPM (Roglinger et al., 2012).
These models vary in
their application and efficiency wrt the size of enterprise or the
business domain. Many
researchers argue that a good selection of a maturity model
should consider aspects
like its validity, reliability and more on its cost effectiveness
(Simonsson et al., 2007).
23. The CMMM model was intended to assess the software
development contractors for
their ability to perform software development projects
(Roglinger et al., 2012).
This model has improved to a more standardized process-
oriented version CMMI for
software development process. At present CMMI has three
model standards for process
improvement: product and service development (CMMIDEV),
service acquisition
(CMMIACO) and service establishment and management
(CMMI-SVC)(Rohloff, 2011).
In 2007, Harmon (2007) proposed BMP model which is derived
from the CMM model.
He separated process maturity from business maturity by
proposing the process audit
approach that forms competencies checks for both the process
and the business.
Another model by Rummler-Brache Group, proposed a set of
success factors that key
business process shall comply to in order to achieve the
required business excellence
(Van Looy et al., 2010). Curtis adopted CMM into the business
process using similar
levels-based approach (Curtis and Alden, 2007). The
incremental approach of the model
insists on completing the previous level before moving up to
higher maturity levels.
Curtis model is now supported by Object Management Group as
a Process Maturity
Model (BPMM). BPMM is a detailed specifications following
the evolutionary approach
of CMM on how organizations assess their business process
maturity. Rosemann and
De Bruin (2005) proposed a three dimensional model that
account for five factors: IT/IS
24. alignment, methodology, performance, accountability and
culture. These factors are
considered as main drivers for successful implementation of the
model. Despite having
rich tools of supportive surveys and case studies that aids in its
implementation,
Rosemann’s model has received criticism in regard to its
complexity. A detailed
literature on process assessment maturity models can be found
in Roglinger et al. (2012)
and Van Looy et al (2010). Apart from using assessment
models, some researchers
addressed areas that are believed to have impact on the
efficiency of BPM adoption;
like using process aware infrastructure (ERP, CRM, etc.), the
understanding of the
organization culture etc. (vom Brocke and Sinnl, 2011;
Schmiedel et al., 2015).
2.4 BPM in Saudi Arabia
There is little literature that provides a comprehensive view on
the current status of
BPM among Saudi Arabia organizations. A study by Nader
Abdul-Hadi et al. (2005)
surveyed 33 organizations in the construction industry for the
barriers affecting
business process re-engineering (BPR) implementation. Among
the 29 barriers found,
lack of proper implementation methodology was the main
prominent one. Another
study surveyed 88 Saudi organizations against the level of
awareness towards BPR
procedures (Rahali et al., 2008). Findings showed that there is
positive awareness
among Saudi organizations, however, it could be improved by
having better BPR
25. strategy that encapsulate all business functions and
responsibilities. The other
available literature seen relative reviewed BPM in the context
of change management
analysis (Schierholz and Al-Mudimigh, 2007), role of IT in
organizations or the adoption
of quality standards or eServices (Magd, 2006; Alsmadi et al.,
2012). It would seem that
there is lack or even limited literature covering the area of BPM
application among
Saudi Arabian firms. The lack of such literature could be
attributed to the infancy of
such concept among world businesses. Thus, this research
contribute to the literature
by providing an empirical study on the status of Saudi Arabian
organization wrt BPM.
510
BPMJ
22,3
D
ow
nl
oa
de
d
by
S
A
U
27. S
ep
te
m
be
r
20
18
(
P
T
)
2.5 Goals of this research
The main objective of this research is to have a clear picture of
the current status of
BPM in Saudi Arabia. It also aims to assess the organization
BPM efficiency
and gives business stack holders an overview of their gaps and
conformities to
BPM best practices which in turns helps them for future
improvements. It also aims
to give organizations the confidence on their current BPM level
of compliance to
BMP best practices.
3. Methodology
3.1 Sample design
28. In this empirical study, structured interviews were undertaken
with selected business
functions owners from ten Saudi organizations. All selected
organizations resides
in the city of Riyadh with most of them having local and
regional branches.
The selection of the organization followed non-probability
sampling technique
whereby the selected organizations were those sounded easy to
access and showed
willingness to participate in the research. The sample
organizations included
different types of businesses in different industries. Even
though the purpose of the
study is not applicable to particular industry type or sector,
variety of business
domain and variability in organizations size were considered in
the selection process.
Table I shows an overview of the organization business sector.
The selection of the
sample organization ensures that all organization have been
active for at least ten
year with a considerable annual profit earning. The sample
organizations of our
study have achieved annual revenue in 2014 financial year in
the range from SR
12 million SAR to 850 million SAR (Figure 2).
Sector No. of organizations
Telecommunication 2
Oil and Gas 2
Manufacturing 2
Government agencies 2
Healthcare 2
32. sampling method
called stratified sampling. Stratified sampling is a type of
probability sampling
techniques which allows for sampling a group or sub-population
from the overall
population under study (Neuman, 2005). The term “population”
refers to the group of
people to whom the findings and results of this survey could be
applicable and
extendible. The process of stratified sampling is done by
dividing the population
into homogeneous groups or strata. Every stratum categorize the
population of an
organization based on participants’ roles and the functional
areas they belong to.
The following identified sub-populations or strata are applied to
every organization
in our sample:
• business executive: management role in the organization;
• IT function: any matured IT function individual;
• human resource: any senior HR individual;
• finance manager: any senior finance individual; and
• line manager: sub-ordinate to HR manager who administrate
production line of
services or products.
The classification of the sample groups or “strata” were based
on their exposure and
involvement to BPM activities in their organizations. The scope
of the study is meant
to include five levels of the organization business authorities.
The enterprise level, by
targeting business executive members, the mid-level represented
by the supportive
33. functions of the organization like IT, HR and finance, and
finally the line manager
level where we target process owners of a main core functional
area. Business
executives or enterprise-level member pose important
knowledge on the organization
functional areas and the cross-functional activities of the main
business processes.
IT function along with line managers hold shared knowledge
regarding the
organization business processes and how IT is facilitating the
execution of their day
to day work (Ray et al., 2004). Therefore, representatives from
those two categories
are expected to provide more in-depth view of how business
processes are
orchestrated throughout the organization.
3.3 Interview specification
The interviews were guided by ten questions all of them were
asked to every
respondent in the same order. The questions are completely
derived from and follow
the same fashion of Harmon survey of BPM maturity assessment
(Harmon and Wolf,
2014). Every question holds weight of 1 to 5 mapped
qualitatively into a maturity scale
of five levels (from never to always) as follows: if the
respondent shows no signs of
performing this activity before, a value of one is assigned. If,
on the other hand, the
interviewee shows positive awareness to the practices involved
in the activity in a way
that it is part of the routine work (100 per cent of the time), a
value of 5 is assigned.
Other scale values are assigned depending on the researcher
34. judgement and analysis.
The feedback from all functional areas in an organization is
calculated (Table II) w.r.t
every maturity question, and then aggregated to produce a mean
value mapped to a
proper maturity scale.
512
BPMJ
22,3
D
ow
nl
oa
de
d
by
S
A
U
D
I
D
IG
IT
A
36. 20
18
(
P
T
)
4. Maturity assessment result
4.1 Are work processes documented?
Business processes should be fully documented in terms of its
procedures, policies,
models, etc., so that process users know how to follow the
process proper execution.
Based on our interviews with the domain experts of the sample
organizations,
it would seem that four organizations (40 per cent) responded
that they document
their main business process frequently, i.e., 31-60 per cent of
the time (Figure 3).
One organization responded that they do not usually document
their main business
processes. In total, 20 per cent (two organizations) have good
process documentation
of their business processes with a relatively clear process charts
and description.
One of those two organizations works in the oil and gas industry
and has ISO health
and safety certification. Mr A.N., a line manager of a massive
ITIL compliant
incident management process in a telecom company which uses
BMC software,
37. Organization 1
Maturity question/functional area Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8
Q9 Q10
IT function 4 5 1 1 3 4 5 2 1 4
HR function 5 4 4 2 4 1 5 3 3 2
Line manager
Finance function
Business executive
Average value (/25)
Maturity level (never →always)
Organization 2
↓ ↓ ↓ ↓ ↓ ↓ ↓ ↓ ↓ ↓
Organization 10
↓ ↓ ↓ ↓ ↓ ↓ ↓ ↓ ↓ ↓
Maturity-level result
Maturity level (never→always)
Scale value Occurrence (%) Value
Never did it 0 1
Occasionally 1-30 2
Frequently 31-60 3
Most times 61-99 4
Always 100 5
Table II.
Maturity
assessment form
Are Work Processes Documented?
20%
40%
40. 1
04
S
ep
te
m
be
r
20
18
(
P
T
)
quoted that “we know what we should do every time, we have
become matured
enough and familiarized in working with coming incidents
without referring to any
process documentation”.
4.2 Do units that perform similar activities use standard or
similar processes?
The main aim of this question is to check the level of
consistency between business
processes among organization divisions. Large companies with
hundreds of business
41. processes may share complete or segments of their business
processes in different
business functions. These business processes should be
implemented and executed
similarly using the same structure and tools to avoid
discrepancy of process performance.
Also, some organizations may have different business processes
that serve the same goal,
leading to inconsistency and low-performance records. One
witnessed case from our
survey is for an organization which has two variants of order
fulfilment process, one in the
sales function and the other in the materials acquisition; both
processes have two different
performance and efficiency levels. M. S., an IT executive in a
government agency quoted
“Some of our units were previously separated units each of
which has its own business
model, but we are trying to fine-tune them into a single business
model”. This statement
was in response to our inquiry to the reason of having two
variants of a capacity
management process. With respect to our survey (Figure 4), two
(20 per cent)
organizations showed good level of standardization for their
main business processes and
sub-processes. Both organizations belong to the IT service
sector where ITSM compliant
process engines are in place. It is noted that most of the IT
service organizations benefits
from common ITSM frameworks like ITIL to manage their IT
processes which represent
their core business, and this has reflected on high
standardization levels of such processes.
4.3 Are standard process models defined for each major
42. process?
Organization processes whether supportive or core ones may
span through different
business functions and functional areas within the organization;
to form what so called
value chains. Such business architecture, which organizations
are reliant on to generate
values, has to be well maintained to sustain consistency and to
improve performance.
The questions in this aspect is to do with the availability of
process charts, models or
even an understanding of the major processes that belongs to a
specific value chain.
Based on our respondents’ feedback (Figure 5), one
organization (10 per cent) showed a
well-defined process model for their major business process, 30
per cent of the
organizations showed no signs of having such models for their
major process neither
an understanding of value chain concepts.
Never
10% 10%
30%30%
20%
Occasionally
Frequently
Most Times
Always
43. Do Units That Perform Similar Activities
Use Standard or Similar Processes?
Figure 4.
Standardization of
business processes
514
BPMJ
22,3
D
ow
nl
oa
de
d
by
S
A
U
D
I
D
IG
IT
A
45. 20
18
(
P
T
)
4.4 Are standard process measures defined for each major
process?
This part of the survey emphasizes on the importance of having
key performance
indicators KPI, performance criteria or any sort of measurement
to help organizations
assess the performance level of their single or major value chain
processes.
By looking at our survey responses in Figure 6, it was
surprisingly discovered that
around 40 per cent (four out of ten) organizations showed no
signs of having process
measurement for their main business process that represent the
main value chain of
their core business. In total, 20 per cent of the respondents have
process measurement
for part of their main business process, especially those work in
the IT service sector.
One organization, on the other hand, showed satisfying signs of
having active process
metrics for all of their main business processes and sub-
processes. There is notable
misunderstanding of the way a process should be assessed by
most of our sample
46. organizations. They have confusion as to define the best process
metric whether it is
the quality of service, or the value generated by the process
output, or even the
compliance level of the process towards certain business or
government regulations.
Mr K.A., a QA manager in a healthcare organization quoted
“One of the KPI used to
maintain the appointment handling process in our department is
the help desk agent
idle time which is calculated and reviewed monthly”. This KPI
would be true for
evaluating the business value of the process rather than the
process performance
itself where the level of satisfaction, active and waiting calls
etc., would be much more
appropriate. One of the IT service providers from the telecom
industry has
implemented a set of KPIs for their incident management
process, which should
theoretically be reviewed by the process owner for process
performance assessment.
However, none of their KPI’s account for user satisfaction or
customer feedback.
Are Standard Process Models Defined
for Each Major Process?
Never30%
30%
30%
10%
50. (
P
T
)
Some organizations have established many KPI’s for their
provisioning management
process with the same level of prioritization, which indicates
that the process owner is
keeping attention to all of the process functionality. A senior
manager of the admission
office in a hospital failed to express knowledge about common
KPIs for his department
such as readmission rate, time spend in emergency room, etc.
4.5 Is support provided by automated applications consistent
with the processes?
In today vibrant business world, business processes are entirely
reliant on software
applications for executing business activities especially for
paper-heavy processes.
This execution may require partial HR interaction or may
completely be automated for
cost saving and better performance targets. However, these
automation supportive tools
should in line with the existing business process models and be
flexible enough to any
modifications to the way business process is undertaken. They
are meant to bridge the
gap between IT division and the business mindset in an
organization so that business
rules are executed and optimized in the real time. According to
our survey findings
51. (Figure 7), 20 per cent of the sample organizations showed no
signs of consistency
between their business process and software applications
running them, 40 per cent
have occasional consistency and notably 10 per cent have fully
compliant business
applications. This findings may be attributed to the lack of
available BPMS in the market
which is fully tailored to support business processes. One
respondents from a government
agency who have recently introduced Ultimus as a BPM suite,
stated that the automation
have changed the way we conduct our tasks, I used to have
different roles from other
work mates working in the same function but they are not fully
addressed. This statement
indicates that some business process needs to care about the
needs and responsibilities of
the process users as indicated to in the abstract process model,
if existed, or by carefully
discovering the as-is process model. Automation should be built
on a matured and
effective business process so as to increase its efficiency or its
throughput rate, rather than
automating already ineffective process which may increase the
inefficiency. It was also
surprising that most surveyed organizations showed no
indication of automating
repetitive procedures like the regulatory compliance
requirements given the huge impact
that such compliance have to the business. A business senior
when asked about this
responded that “compliance stuff is tedious, we just can’t stand
it”.
4.6 Are the skills needed to perform the tasks defined and
52. documented?
Organizations are expected to clearly define the required skills
and training needs for
process owners running their business processes. Some business
activities require
Never
Is Support Provided by Automated
Applications Consistent with the
Processes?
Occasionally
Frequently
Most Times
Always
40%
20%
20%
10%
10%
Figure 7.
Consistent business
automation tools
516
55. specific skills and competency levels that are important for their
running and
execution. Organizations should have their staff training needs
tailored on the basis of
the employees’ levels and responsibilities. One of the main
skills that may be of interest
in this aspect is the knowledge of process owners to BPM
concepts like process
monitoring, redesign and the ability to deal with work flow
notations like UML activity
diagrams, BPMN, etc. Based on Figure 8, it would seem that 20
per cent (2/10) showed
no signs of having such skills documented neither records of
past training sessions to
their process owners. Surprisingly, one of those two
organizations have previous
ISO 9001 certification for major service lines of their business.
Two organization
(20 per cent) showed good signs of having a well detailed
documentation of the required
skills for their process owners, these organization falls in the
manufacturing sector
with an active ISO 9001 certification.
4.7 Are managers trained to do process redesign and to manage
processes?
This question investigates the training programs the
organization offers to its line
managers and processes owners to improve their skills in areas
like: project management,
process redesign, etc. It is worth saying that almost all of the
interviewees who
participated in this study and are in a senior positions like
business executives or
56. managing director, showed no past experience of BPM or have
even ever heard of it.
As shown in Figure 9, four organizations (40 per cent) showed
no skills of process analysis
and design, three organizations provided frequent training
workshops and only
one organization showed good training skills for their managers.
This result were
surprising for some organizations who have their own BPMS
running for a long time.
Never
30% 30%
20%20%
Occasionally
Frequently
Most Times
Always
Are the Skills Needed to Perform the
Tasks Defined and Documented?
Figure 8.
Definition and
documentation of
required skills
Never
57. Are Managers Trained to Do Process
Redesign and to Manage Processes?
40%
20%
30%
10%
Occasionally
Frequently
Most Times
Always
Figure 9.
Management skills
of process owners
517
Business
process
management
D
ow
nl
oa
59. A
t
00
:1
1
04
S
ep
te
m
be
r
20
18
(
P
T
)
Mr J.O., a production engineer at an oil and gas organization,
said “we use Honeywell
Process Knowledge System (PKS) and Wonderware Statistical
process to manage the
production process”. He also added “W.r.t process redesign
skills, we have experienced
process engineer available at our plant who has better
60. experience with international
standards and local regulations”.
4.8 Does your organization have process managers who are
responsible for processes?
In this question, we look for defined process managers within
the organization who are
responsible for the process coordination and governance.
Matured organization should
show signs of process approach across their functional areas and
business functions.
When a clearly defined process owner for a single process
exists, he/she is kept
responsible for its final output. As seen in Figure 10
organization from the oil and gas
industry showed excellent process centric architecture among
their functional areas
where there is a known process owner and process accountable
for major value chain
processes. Two organizations also showed evidences of having
process owner for many
business processes along with well-known RACI model for
assigning responsibilities
among process stakeholders. Although having positive feedback
for this questions, most
of the organizations showed lack of synchronizations among
process owners within the
business functions or among the value chain processes. A
business analyst of an IT unit
has failed to understand his process ownership role for a
business solution that he is
literally its process owner.
4.9 Do process managers use performance data to manage
processes?
Process owners should have updated performance reports of
61. their running processes to
evaluate their performance. Although having process owners in
place is seen as a
maturity indication of the organization towards BPM, this has to
be supported by the
frequent analysis of the process data. In Figure 11, two
organizations reported that
they run periodic performance audit checks for their processes.
One organization from
the telecom industry has developed performance checks for their
outsourced call centre
process. Ali, a webSphere administrator at a case organization
quoted “we have IBM
process manager server and I use to monitor key application
bottlenecks but the
metrics we use is not updated nor prioritized?”. This may
indicate that setting a goal
and value target is vital for managing process performance as
monitoring can react to
incidents instead of suggesting improvements.
Never
Does Your Organization Have Process
Managers Who Are Responsible for
Processes?
20%
20%
40%
10%
10%
64. te
m
be
r
20
18
(
P
T
)
4.10 Are process improvement programs in place to maintain
processes
This questions refer to the continuous improvement activities
maintained by
organizations to improve the performance of their business
processes. Findings to this
questions (Figure 12) came moderate with five organizations
have occasional process
improvement programs (once every two year of key processes),
one organizations
showed active process improvement cycles, and three
organizations showed no signs of
such activities. Mr N. AlG., a sales manager in a dairy company
said that, “we have
efficient process improvement actions that monitor the sales
staff performance, sales
agents’ relationships, etc. Some proposed improvement to our
processes was making
65. two levels of sales staff to handle orders, improving the year
targets of sales agents in
accordance with the demand growth using Siebel systems to
maintain marketing plans
and better relationship with our partner”. Another respondent
from a manufacturing
company said that “we follow a rigorous Statistical Process
Controls (SPC) to maintain
any deviation in our production lines from specific thresholds”.
This statement
indicates that there is a lack of preventive actions process or in
other words an active
BPM that is triggered as a result of undertaking periodic checks
of a process
performance against its predefined qualities targets.
5. Conclusion
This research investigates the current status of BPM
implementation among
Saudi Arabian organizations. The purpose of this research was
to give insight about
the level of adoption and conformance towards BPM practices,
the thing that will help
organizations in their future improvement plans. This research
is not intended to
Do Process Managers Use Performance
Data to Manage Processes?
20%
30%
40%
10%
66. Never
Occasionally
Frequently
Most Times
Always
Figure 11.
The use of process
performance data
Are Process Improvement Programs in
Place to Maintain Processes?
Never30%
50%
10%
10%
Occasionally
Frequently
Most Times
Always
Figure 12.
Availability of
process improvement
69. (
P
T
)
address the current weakness related to BPM adoption nor to
explore the success
factors of BPM implementation, which may be considered in
future research. Although
there is positive favour towards BPM concepts among Saudi
organization, it seems that
the practical understanding of BPM is yet to be matured. It
appeared from our careful
observations and interviews that most organizations lacks a
holistic value-based view
towards BPM that encompasses the involvement of all
organization stakeholders.
One of the important noticed findings from our survey is the
apparent disjoint between
IT and business among organizations. This segregation, from a
BPM perspective,
created two variants of BPM understanding; a business variant
related to designing
and managing business operations, and the IT one which
focusses on configuring and
installing BPM systems. Some organizations have no defined
process owners for their
main core business processes neither there are measurable goals
for their performance.
Their main BPM endeavour is mainly focused on the process
activities rather than
the process output and performance. There is lack of end-to-end
holistic view to
70. institutionalize business processes and its associated activities
within an organization.
Organizations should believe in that BPM adoption is a
methodology issue which
requires a holistic top-down view rather than a technology
solution handled by the
internal IT unit. Most surveyed organizations have either no
clear business strategy or
their business strategy is too complicated to be integrated to
their existing BPM systems.
References
Abdul-Hadi, N., Al-Sudairi, A. and Alqahtani, S. (2005),
“Prioritizing barriers to successful
business process re-engineering (BPR) efforts in Saudi Arabian
construction industry”,
Construction Management and Economics, Vol. 23 No. 3, pp.
305-315.
Alsmadi, M., Lehaney, B. and Khan, Z. (2012), “Implementing
Six Sigma in Saudi Arabia:
an empirical study on the fortune 100 firms”, Total Quality
Management & Business
Excellence, Vol. 23 Nos 3-4, pp. 263-276.
Becker, J., Knackstedt, R. and Poppelbuß, D.-W.I.J. (2009),
“Developing maturity models for IT
management”, Business & Information Systems Engineering,
Vol. 1 No. 3, pp. 213-222.
Curtis, B. and Alden, J. (2007), “The business process maturity
model (BPMM): what, why and
how”, BPM Trends, pp. 1-4.
Dumas, M., La Rosa, M., Mendling, J. and Reijers, H.A. (2013),
71. Fundamentals of Business Process
Management, Springer.
Gartner (2010), “Leading in times of transition: The 2010 CIO
Agenda”.
Harmon, P. (2007), Business Process Change, Burlington, MA.
Harmon, P. (2015), “The scope and evolution of business
process management”, Handbook on
Business Process Management 1, Springer, pp. 37-80.
Harmon, P. and Wolf, C. (2014), “The state of business process
management 2014”,
Business Process Trends.
Lohrmann, M. and Reichert, M. (2013), “Understanding
business process quality”,
Business Process Management, Springer, pp. 41-73.
McCormack, K., Willems, J., Van den Bergh, J.,
Deschoolmeester, D., Willaert, P.,
Indihar Stemberger, M., Skrinjar, R., Trkman, P., Bronzo
Ladeira, M., Paulo Valadares
de Oliveira, M., Vuksic, V.B. and Vlahovic, N. (2009), “A
global investigation of key turning
points in business process maturity”, Business Process
Management Journal, Vol. 15 No. 5,
pp. 792-815.
520
BPMJ
22,3
D
75. Saudi Arabia”, Managerial Auditing
Journal, Vol. 21 No. 2, pp. 132-147.
Neuman, W.L. (2005), Social Research Methods: Quantitative
and Qualitative Approaches,
Volume 13, Allyn and Bacon, Boston, MA.
Rahali, E., Chaczko, Z., Agbinya, J.I. and Chiu, C. (2008),
“Business process re-engineering in
Saudi Arabia: a survey of understanding and attitudes”,
Proceedings of the 3rd
International Conference on Broadband Communications,
Information Technology and
Biomedical Applications, Gauteng, pp. 148-155.
Ray, G., Barney, J.B. and Muhanna, W.A. (2004), “Capabilities,
business processes, and
competitive advantage: choosing the dependent variable in
empirical tests of the resource-
based view”, Strategic Management Journal, Vol. 25 No. 1, pp.
23-37.
Roglinger, M., Poppelbuß, J. and Becker, J. (2012), “Maturity
models in business process
management”, Business Process Management Journal, Vol. 18
No. 2, pp. 328-346.
Rohloff, M. (2011), “Advances in business process management
implementation based on a
maturity assessment and best practice exchange”, Information
Systems and e-Business
Management, Vol. 9 No. 3, pp. 383-403.
Rosemann, M. and De Bruin, T. (2005), “Application of a
holistic model for determining BPM
maturity”, BP Trends, pp. 1-21.
76. Rosemann, M. and vom Brocke, J. (2015), “The six core
elements of business process
management”, Handbook on Business Process Management 1,
Springer, pp. 105-122.
Sanders Jones, J.L. and Linderman, K. (2014), “Process
management, innovation and efficiency
performance: the moderating effect of competitive intensity”,
Business Process
Management Journal, Vol. 20 No. 2, pp. 335-358.
Schierholz, R. and Al-Mudimigh, A.S. (2007), “The role and
impact of business process
management in enterprise systems implementation”, Business
Process Management
Journal, Vol. 13 No. 6, pp. 866-874.
Schmiedel, T., vom Brocke, J. and Recker, J. (2015), “Culture
in business process management: how
cultural values determine BPM success”, Handbook on Business
Process Management 2,
Springer, pp. 649-663.
Simonsson, M., Johnson, P. and Wijkstrom, H. (2007), “Model-
based IT governance maturity
assessments with Cobit”, ECIS, pp. 1276-1287.
Thomas Kohlborn, P.J.P., Mueller, O. Dr, Maximilian
Roeglinger, D. Dr, vom Brocke, J., Schmiedel, T.,
Recker, J., Trkman, P., Mertens, W. and Viaene, S. (2014),
“Ten principles of good business
process management”, Business Process Management Journal,
Vol. 20 No. 4, pp. 530-548.
Van Looy, A., De Backer, M. and Poels, G. (2010), “Which
77. maturity is being measured? A
classification of business process maturity models”, 5th
SIKS/BENAIS Conference on
Enterprise Information Systems, pp. 7-16.
vom Brocke, J. and Sinnl, T. (2011), “Culture in business
process management: a literature
review”, Business Process Management Journal, Vol. 17 No. 2,
pp. 357-378.
Corresponding author
Omar AlShathry can be contacted at: [email protected]
For instructions on how to order reprints of this article, please
visit our website:
www.emeraldgrouppublishing.com/licensing/reprints.htm
Or contact us for further details: [email protected]
521
Business
process
management
D
ow
nl
oa
de
d
by
S
A