Business process reengineering (BPR) plays an important role in enterprise resource planning (ERP) implementations. There are two options for organizations implementing ERP systems - reengineer business processes before implementation or implement the ERP system with minimal changes and conform processes to the new system. ERP-driven BPR makes it easier to design process changes and leads to better implementation performance compared to not involving BPR. Key aspects of BPR in ERP implementations include developing an implementation plan, addressing employee training needs, and coordinating cross-functional changes.
Business process reengineering module 1POOJA UDAYAN
Business processes are collections of activities that take inputs and create outputs of value to customers. Business process management involves modeling, automating, executing, controlling, measuring, and optimizing business processes. The goals of business process management are to improve processes, gain control over workflows, and optimize processes to create an efficient organization. Business process reengineering takes a radical approach to redesign processes from scratch in order to achieve dramatic improvements in areas like costs, quality, and cycle times.
Business process reengineering module 5POOJA UDAYAN
This document discusses reengineering knowledge work and business processes for growth. It argues that a participative, bottom-up approach to reengineering is more effective than a top-down approach. Reengineering knowledge work requires addressing cultural and social aspects as well as linking business strategy to knowledge requirements. Rapid reengineering can be done using tools that evolve over time, such as through software reengineering. Post-BPR organizations should focus on enhancing value for customers while reducing costs, realigning processes for growth opportunities, and developing employee capabilities.
Business process reengineering module 2POOJA UDAYAN
Business Process Reengineering (BPR) aims to fundamentally rethink and redesign business processes to achieve dramatic improvements. Information Technology (IT) is considered a key enabler of BPR efforts, as it allows processes to be redesigned in new ways. The document discusses the relationship between BPR and IT, with IT having the potential to reshape how business is done and enable new process designs. It also examines the roles of IT before, during, and after the BPR process design. Specifically, IT capabilities can provide insights before design and facilitate integration and decision-making during design. Benefits of integrating IT with BPR include enabling parallelism, integration, and minimizing points of contact.
Business process re-engineering (BPR) involves rethinking and redesigning organizational processes to achieve dramatic improvements in performance metrics like cost, quality, service, and speed. It assumes current processes are irrelevant and should be replaced. BPR follows a three-phased approach of planning, redesign, and implementation. The goals are radical change, dramatic outcomes, and replacing or transforming overall processes. Advantages include satisfaction and growth, while risks include resistance to change. Common benefits are enterprise integration, fewer steps and rules, and reduced inspections. Critiques argue BPR focuses too much on efficiency over people.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in performance metrics like cost, quality, service, and speed. It means "starting over" rather than incrementally changing existing processes. BPR aims to identify and remove non-value adding activities, minimize various checks and reconciliations, and provide customers with a single point of contact. Challenges to BPR include identifying customer needs and performance problems, managing the initiative, and facilitating organizational changes. Critical success factors include clear vision, top management commitment, focus on core processes, and change management.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures like cost, quality, service and speed. It focuses on how work is done, moving away from functional silos to a process view that cuts across organizational boundaries. BPR aims for breakthrough goals through fundamental changes that question existing structures and procedures, taking nothing for granted. Key steps in BPR include selecting processes for reengineering, understanding the current process, developing a vision for an improved process, identifying an action plan, and executing the plan. Common challenges include not making changes radical enough, over-reliance on the existing process, and failure to gain organizational commitment.
Implementation of Business Process Reengineering in Thermax Ltd.Pramod Patil
Implementation of Business Process Reengineering in Thermax Ltd. to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service and speed by the fundamental rethinking and radical redesign of business processes
IT plays an important role in business process implementation by reducing cycle times. For example, using the internet, design centers and manufacturing plants can communicate designs in days rather than weeks. When combined with business process reengineering (BPR), IT provides benefits like reduced turnaround times, less fraud and corruption, increased accuracy, and faster communication. IT specialists help ensure new processes are properly automated and users are trained on new IT systems. The reengineering of information systems through flexible IT is essential for effective company functioning and helping achieve strategic goals.
Business process reengineering module 1POOJA UDAYAN
Business processes are collections of activities that take inputs and create outputs of value to customers. Business process management involves modeling, automating, executing, controlling, measuring, and optimizing business processes. The goals of business process management are to improve processes, gain control over workflows, and optimize processes to create an efficient organization. Business process reengineering takes a radical approach to redesign processes from scratch in order to achieve dramatic improvements in areas like costs, quality, and cycle times.
Business process reengineering module 5POOJA UDAYAN
This document discusses reengineering knowledge work and business processes for growth. It argues that a participative, bottom-up approach to reengineering is more effective than a top-down approach. Reengineering knowledge work requires addressing cultural and social aspects as well as linking business strategy to knowledge requirements. Rapid reengineering can be done using tools that evolve over time, such as through software reengineering. Post-BPR organizations should focus on enhancing value for customers while reducing costs, realigning processes for growth opportunities, and developing employee capabilities.
Business process reengineering module 2POOJA UDAYAN
Business Process Reengineering (BPR) aims to fundamentally rethink and redesign business processes to achieve dramatic improvements. Information Technology (IT) is considered a key enabler of BPR efforts, as it allows processes to be redesigned in new ways. The document discusses the relationship between BPR and IT, with IT having the potential to reshape how business is done and enable new process designs. It also examines the roles of IT before, during, and after the BPR process design. Specifically, IT capabilities can provide insights before design and facilitate integration and decision-making during design. Benefits of integrating IT with BPR include enabling parallelism, integration, and minimizing points of contact.
Business process re-engineering (BPR) involves rethinking and redesigning organizational processes to achieve dramatic improvements in performance metrics like cost, quality, service, and speed. It assumes current processes are irrelevant and should be replaced. BPR follows a three-phased approach of planning, redesign, and implementation. The goals are radical change, dramatic outcomes, and replacing or transforming overall processes. Advantages include satisfaction and growth, while risks include resistance to change. Common benefits are enterprise integration, fewer steps and rules, and reduced inspections. Critiques argue BPR focuses too much on efficiency over people.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in performance metrics like cost, quality, service, and speed. It means "starting over" rather than incrementally changing existing processes. BPR aims to identify and remove non-value adding activities, minimize various checks and reconciliations, and provide customers with a single point of contact. Challenges to BPR include identifying customer needs and performance problems, managing the initiative, and facilitating organizational changes. Critical success factors include clear vision, top management commitment, focus on core processes, and change management.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures like cost, quality, service and speed. It focuses on how work is done, moving away from functional silos to a process view that cuts across organizational boundaries. BPR aims for breakthrough goals through fundamental changes that question existing structures and procedures, taking nothing for granted. Key steps in BPR include selecting processes for reengineering, understanding the current process, developing a vision for an improved process, identifying an action plan, and executing the plan. Common challenges include not making changes radical enough, over-reliance on the existing process, and failure to gain organizational commitment.
Implementation of Business Process Reengineering in Thermax Ltd.Pramod Patil
Implementation of Business Process Reengineering in Thermax Ltd. to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service and speed by the fundamental rethinking and radical redesign of business processes
IT plays an important role in business process implementation by reducing cycle times. For example, using the internet, design centers and manufacturing plants can communicate designs in days rather than weeks. When combined with business process reengineering (BPR), IT provides benefits like reduced turnaround times, less fraud and corruption, increased accuracy, and faster communication. IT specialists help ensure new processes are properly automated and users are trained on new IT systems. The reengineering of information systems through flexible IT is essential for effective company functioning and helping achieve strategic goals.
The document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements. The key is to focus on processes, not tasks or jobs. It outlines the 5 main activities of BPR: 1) Prepare for reengineering 2) Map and analyze the existing ("as-is") process 3) Design the new ("to-be") process 4) Implement the new process and 5) Continuously improve the process. It provides an example of how BPR was used to dramatically improve an insurance application approval process.
Marketing control involves measuring marketing performance against plans and taking corrective action when needed. It is a cyclic process with four main steps: 1) Establishing performance standards, 2) Measuring actual performance, 3) Comparing actual performance to standards and evaluating any deviations, and 4) Taking corrective actions to align performance with standards. Effective marketing control provides accurate and timely information, focuses on strategic areas, is economically realistic, coordinates with organizational workflows, is flexible, and is accepted by organizational members. It helps monitor performance, locate issues, update information, reformulate plans, and adapt to environmental changes.
The document discusses subsystems and types of management information systems (MIS). There are two approaches to defining subsystems: organisational function and activity. Organisational function subsystems support marketing, production, personnel, etc. Activity subsystems support transactions, operations, etc. Common MIS subsystems include transaction processing, production, marketing, and personnel. Types of systems include operations support systems, management support systems like management information systems and decision support systems, and executive information systems.
The document is a presentation on business process re-engineering (BPR) by Anit Jain and Pritesh Patil. It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical performance measures. The presentation outlines the history, characteristics, methodology and implementation of BPR. It also discusses benefits, causes of failure, duration, costs and provides a case study on BPR implementation at M&M.
Business process reengineering (BPR) seeks dramatic improvements in critical performance measures like cost, quality, service and speed through fundamentally rethinking and redesigning business processes. It requires taking a clean-sheet approach to processes rather than assuming current processes are optimal. Key steps involve selecting processes for reengineering, appointing cross-functional teams, understanding the current "as-is" process, developing and communicating a vision for an improved "to-be" process, identifying an action plan, and executing the plan through process simplification and standardization while removing non-value adding activities. Common challenges include processes being too broadly or narrowly defined, over-reliance on existing processes, and failure to align BPR with business objectives.
The document lists various tools and techniques used in business process reengineering (BPR), including purpose analysis, competitive comparison, process quality management, strategic capacity analysis, critical success factors analysis, change management techniques, process mapping, waste analysis, ownership analysis, benchmarking, product lifecycle analysis, Pareto analysis, segmentation, input/process/output diagrams, control systems design, measures of performance design, culture development, postponement analysis, impact/ease analysis, risk analysis, simulation, and several other techniques. Many of these techniques are taught in detail in training courses on BPR and related topics. However, innovative lateral thinking is also needed to achieve breakthrough improvements rather than just making current processes more efficient.
This document discusses end user development, which refers to activities and tools that allow end users who are not professional developers to program computers. It provides examples of end user development like creating 3D models, game modifications, and web mashups. The document outlines characteristics of end user development like the end user being the developer and maintainer. It notes advantages like encouraging user participation and speeding development, but also disadvantages like a lack of expertise potentially leading to underdeveloped systems.
A product line refers to a group of related products manufactured by a single company. The width of a product line depends on the number of similar products, while the depth depends on product variants. Managing a large product line width and depth poses risks, such as difficulty overseeing performance and competitors filling gaps. Firms must assess risks and correct issues. When sales of products in late maturity decline, firms can either revitalize through modification or new markets, or eliminate the product. Revitalization requires investment while elimination requires thorough analysis.
Information technology plays a key role in modern marketing by enabling processes like CRM, digital marketing, internet marketing, and mobile marketing. IT allows companies to gather customer data, target specific audiences, and communicate through online and mobile channels. This has significantly impacted industries like music, agriculture, banking, healthcare, and automobiles by improving productivity and customer relationships while reducing costs. IT tools like ESS, DSS, and MIS also help marketers with decision making.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures such as cost, quality, service and speed. It aims to help companies fundamentally restructure their organizations by focusing on the work and redesigning the work in order to better support the organizational mission and take advantage of technological changes. BPR seeks to achieve breakthrough improvements rather than incremental changes. Common causes of BPR include changes in customer demands, competition and technology. While BPR can dramatically improve performance, it also carries risks if not implemented properly.
The document discusses total quality management (TQM), defining it as a management approach centered around quality that involves participation from all organization members to achieve long-term success through customer satisfaction and benefits for the organization and society. It notes that TQM has three elements: philosophical elements, generic tools, and tools from the quality control department. The document also outlines tangible benefits like improved quality and productivity, as well as intangible benefits such as better employee participation and problem solving capacity. Potential barriers to TQM implementation include lack of management commitment, improper planning, and insufficient training and communication.
Business Process Re-engineering (BPR): Role of ITAbhinav Johnson
IT plays three key roles in business process reengineering (BPR):
1. As an enabler before the process is designed, by providing insights into existing conditions and capabilities to help define strategies and visions.
2. As a facilitator during process design, through tools that help analyze current processes, model new designs, and improve collaboration.
3. As an implementer after the design is complete, to automate new processes and introduce digital technologies that support the redesigned processes.
Business Process Reengineering | Case studiesSumit Sanyal
Management Of Transformations discusses case studies on business process reengineering (BPR) examples. It provides three examples of how IT can help roadmap BPR by acting as an enabler, facilitator, and implementer. It also discusses how the BPR model can be applied to the three examples and provides suggestions for changing existing processes. The document discusses steps involved in BPR including current state assessment, gap analysis, and identifying opportunities. It emphasizes that business process reengineering aims to improve processes, quality, and reduce costs through streamlining workflows and leveraging technology.
Production/operations management (POM) involves planning, organizing, and controlling the production process. As part of management, the key functions of POM are to optimize resource utilization, make decisions about production, and ensure goals are aligned with the overall organization's strategy. The POM manager seeks to effectively plan, organize, control, and model human behavior during the conversion of raw materials into finished goods.
The document discusses the MIS structure of digital firms. It notes that with advancements in internet, web communications, and information technology, business processes now cross organizational boundaries and make operations digital. All supply chain processes from ordering to delivery are now digital. This covers areas like ERP, SCM, and CRM. It also discusses how traditional hierarchical organizational structures are being replaced by flatter structures in digital firms to allow for more flexibility, delegation of decision making, and a more outcome-driven culture. Employees can now work more flexible hours and locations through technology.
MRP II is an integrated information system that synchronizes all aspects of a business, including sales, purchasing, manufacturing, finance, and engineering. It coordinates these areas by adopting a focal production plan and using a unified database to plan and update activities across all systems. MRP II provides feedback on resource adequacy and commitments as well as performance quality to help improve planning and control in manufacturing.
This document discusses current trends in marketing, including definitions of marketing and marketing trends. It covers several specific trends like green marketing, event marketing, network marketing, direct marketing, social marketing, social media marketing, buzz marketing, viral marketing, e-commerce marketing, and global marketing. For each trend, it provides a definition and overview of advantages and disadvantages.
This presentation is based on the topic human resource management which covers- meaning and definition of HRM, scope of HRM, Characteristics of HRM, difference between HRM and Personnel Management
The document discusses different types of production systems and factors that influence process selection. It describes four main types of production systems: project, job, batch, and mass production. It also discusses intermittent and continuous manufacturing systems. Key factors that influence process selection include variety, volume, flexibility, and expected output. Process selection impacts capacity planning, facility layout, equipment design, and work design.
This document outlines the key stages in the new product development (NPD) process. It begins with idea generation which can come from internal or external sources. Ideas are then screened using criteria like market size and costs. Selected ideas are developed into product concepts and prototypes which undergo customer concept testing and business analysis to assess economic viability. Successful concepts then proceed to product development, test marketing in small markets, and commercialization through broader launches if testing is positive. The systematic NPD process helps businesses focus investment on promising projects and shorten the time to revenue.
Business process management (BPM) aims to align organizations with client needs through efficient and flexible processes. BPM activities include design, modeling, execution, monitoring, and optimization of processes. Design defines new processes, modeling simulates process variations, execution automates processes, monitoring tracks process performance, and optimization improves processes based on monitoring data. BPM uses tools like process engines for modeling and execution, analytics for issue identification, and collaboration tools to remove barriers.
The document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements. The key is to focus on processes, not tasks or jobs. It outlines the 5 main activities of BPR: 1) Prepare for reengineering 2) Map and analyze the existing ("as-is") process 3) Design the new ("to-be") process 4) Implement the new process and 5) Continuously improve the process. It provides an example of how BPR was used to dramatically improve an insurance application approval process.
Marketing control involves measuring marketing performance against plans and taking corrective action when needed. It is a cyclic process with four main steps: 1) Establishing performance standards, 2) Measuring actual performance, 3) Comparing actual performance to standards and evaluating any deviations, and 4) Taking corrective actions to align performance with standards. Effective marketing control provides accurate and timely information, focuses on strategic areas, is economically realistic, coordinates with organizational workflows, is flexible, and is accepted by organizational members. It helps monitor performance, locate issues, update information, reformulate plans, and adapt to environmental changes.
The document discusses subsystems and types of management information systems (MIS). There are two approaches to defining subsystems: organisational function and activity. Organisational function subsystems support marketing, production, personnel, etc. Activity subsystems support transactions, operations, etc. Common MIS subsystems include transaction processing, production, marketing, and personnel. Types of systems include operations support systems, management support systems like management information systems and decision support systems, and executive information systems.
The document is a presentation on business process re-engineering (BPR) by Anit Jain and Pritesh Patil. It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical performance measures. The presentation outlines the history, characteristics, methodology and implementation of BPR. It also discusses benefits, causes of failure, duration, costs and provides a case study on BPR implementation at M&M.
Business process reengineering (BPR) seeks dramatic improvements in critical performance measures like cost, quality, service and speed through fundamentally rethinking and redesigning business processes. It requires taking a clean-sheet approach to processes rather than assuming current processes are optimal. Key steps involve selecting processes for reengineering, appointing cross-functional teams, understanding the current "as-is" process, developing and communicating a vision for an improved "to-be" process, identifying an action plan, and executing the plan through process simplification and standardization while removing non-value adding activities. Common challenges include processes being too broadly or narrowly defined, over-reliance on existing processes, and failure to align BPR with business objectives.
The document lists various tools and techniques used in business process reengineering (BPR), including purpose analysis, competitive comparison, process quality management, strategic capacity analysis, critical success factors analysis, change management techniques, process mapping, waste analysis, ownership analysis, benchmarking, product lifecycle analysis, Pareto analysis, segmentation, input/process/output diagrams, control systems design, measures of performance design, culture development, postponement analysis, impact/ease analysis, risk analysis, simulation, and several other techniques. Many of these techniques are taught in detail in training courses on BPR and related topics. However, innovative lateral thinking is also needed to achieve breakthrough improvements rather than just making current processes more efficient.
This document discusses end user development, which refers to activities and tools that allow end users who are not professional developers to program computers. It provides examples of end user development like creating 3D models, game modifications, and web mashups. The document outlines characteristics of end user development like the end user being the developer and maintainer. It notes advantages like encouraging user participation and speeding development, but also disadvantages like a lack of expertise potentially leading to underdeveloped systems.
A product line refers to a group of related products manufactured by a single company. The width of a product line depends on the number of similar products, while the depth depends on product variants. Managing a large product line width and depth poses risks, such as difficulty overseeing performance and competitors filling gaps. Firms must assess risks and correct issues. When sales of products in late maturity decline, firms can either revitalize through modification or new markets, or eliminate the product. Revitalization requires investment while elimination requires thorough analysis.
Information technology plays a key role in modern marketing by enabling processes like CRM, digital marketing, internet marketing, and mobile marketing. IT allows companies to gather customer data, target specific audiences, and communicate through online and mobile channels. This has significantly impacted industries like music, agriculture, banking, healthcare, and automobiles by improving productivity and customer relationships while reducing costs. IT tools like ESS, DSS, and MIS also help marketers with decision making.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures such as cost, quality, service and speed. It aims to help companies fundamentally restructure their organizations by focusing on the work and redesigning the work in order to better support the organizational mission and take advantage of technological changes. BPR seeks to achieve breakthrough improvements rather than incremental changes. Common causes of BPR include changes in customer demands, competition and technology. While BPR can dramatically improve performance, it also carries risks if not implemented properly.
The document discusses total quality management (TQM), defining it as a management approach centered around quality that involves participation from all organization members to achieve long-term success through customer satisfaction and benefits for the organization and society. It notes that TQM has three elements: philosophical elements, generic tools, and tools from the quality control department. The document also outlines tangible benefits like improved quality and productivity, as well as intangible benefits such as better employee participation and problem solving capacity. Potential barriers to TQM implementation include lack of management commitment, improper planning, and insufficient training and communication.
Business Process Re-engineering (BPR): Role of ITAbhinav Johnson
IT plays three key roles in business process reengineering (BPR):
1. As an enabler before the process is designed, by providing insights into existing conditions and capabilities to help define strategies and visions.
2. As a facilitator during process design, through tools that help analyze current processes, model new designs, and improve collaboration.
3. As an implementer after the design is complete, to automate new processes and introduce digital technologies that support the redesigned processes.
Business Process Reengineering | Case studiesSumit Sanyal
Management Of Transformations discusses case studies on business process reengineering (BPR) examples. It provides three examples of how IT can help roadmap BPR by acting as an enabler, facilitator, and implementer. It also discusses how the BPR model can be applied to the three examples and provides suggestions for changing existing processes. The document discusses steps involved in BPR including current state assessment, gap analysis, and identifying opportunities. It emphasizes that business process reengineering aims to improve processes, quality, and reduce costs through streamlining workflows and leveraging technology.
Production/operations management (POM) involves planning, organizing, and controlling the production process. As part of management, the key functions of POM are to optimize resource utilization, make decisions about production, and ensure goals are aligned with the overall organization's strategy. The POM manager seeks to effectively plan, organize, control, and model human behavior during the conversion of raw materials into finished goods.
The document discusses the MIS structure of digital firms. It notes that with advancements in internet, web communications, and information technology, business processes now cross organizational boundaries and make operations digital. All supply chain processes from ordering to delivery are now digital. This covers areas like ERP, SCM, and CRM. It also discusses how traditional hierarchical organizational structures are being replaced by flatter structures in digital firms to allow for more flexibility, delegation of decision making, and a more outcome-driven culture. Employees can now work more flexible hours and locations through technology.
MRP II is an integrated information system that synchronizes all aspects of a business, including sales, purchasing, manufacturing, finance, and engineering. It coordinates these areas by adopting a focal production plan and using a unified database to plan and update activities across all systems. MRP II provides feedback on resource adequacy and commitments as well as performance quality to help improve planning and control in manufacturing.
This document discusses current trends in marketing, including definitions of marketing and marketing trends. It covers several specific trends like green marketing, event marketing, network marketing, direct marketing, social marketing, social media marketing, buzz marketing, viral marketing, e-commerce marketing, and global marketing. For each trend, it provides a definition and overview of advantages and disadvantages.
This presentation is based on the topic human resource management which covers- meaning and definition of HRM, scope of HRM, Characteristics of HRM, difference between HRM and Personnel Management
The document discusses different types of production systems and factors that influence process selection. It describes four main types of production systems: project, job, batch, and mass production. It also discusses intermittent and continuous manufacturing systems. Key factors that influence process selection include variety, volume, flexibility, and expected output. Process selection impacts capacity planning, facility layout, equipment design, and work design.
This document outlines the key stages in the new product development (NPD) process. It begins with idea generation which can come from internal or external sources. Ideas are then screened using criteria like market size and costs. Selected ideas are developed into product concepts and prototypes which undergo customer concept testing and business analysis to assess economic viability. Successful concepts then proceed to product development, test marketing in small markets, and commercialization through broader launches if testing is positive. The systematic NPD process helps businesses focus investment on promising projects and shorten the time to revenue.
Business process management (BPM) aims to align organizations with client needs through efficient and flexible processes. BPM activities include design, modeling, execution, monitoring, and optimization of processes. Design defines new processes, modeling simulates process variations, execution automates processes, monitoring tracks process performance, and optimization improves processes based on monitoring data. BPM uses tools like process engines for modeling and execution, analytics for issue identification, and collaboration tools to remove barriers.
Business process management (BPM) is the discipline of improving a business process from end to end by analyzing it, modelling how it works in different scenarios, executing improvements, monitoring the improved process and continually optimizing it.
The document discusses approaches for structuring difficult-to-automate business processes that are human-centric and unstructured. It notes that traditional process automation approaches can be inflexible and require exceptions to be explicitly catered to. The document proposes taking an object-oriented approach to impose structure on such processes in a way that is not inflexible. It suggests modeling business processes and activities as objects with classes, inheritance, encapsulation and polymorphism to provide consistency while allowing for flexibility. The document argues this approach can provide needed structure for auditability, decision-making and efficiency metrics without requiring the business process to strictly conform to the constraints of a system.
Enterprise Resource Planning (ERP) software integrates business processes across an organization. Business Process Reengineering (BPR) involves radically redesigning core business processes to improve productivity, quality, and cycle times. BPR starts with a blank slate and rethinks existing processes to better meet customer needs. It aims to reduce costs and cycle times by eliminating unnecessary activities and establishing clear process ownership. Planning and understanding existing processes are critical before reengineering can begin.
Suggest an intelligent framework for building business process management [ p...ijseajournal
As companies enter into the digital world, information technology is playing a major role in bringing
process improvements to the forefront of business management. In the recent decades, many organizations
have struggled to redesign and improve their business processes to reduce their total cost. The main
contribution of this research study is to propose an intelligent framework that possesses the ability to
employ a database of best practices, business standards, and business activity history in order to permit the
manager to analyze and improve the design of the business processes.
In addition, the other objective of this research is to build a business process or workflow directly from its
process design logic in order to enable rapid process development and deployment. This procedure
requires some technical improvements of the business design, as it is mainly based on building the business
process using Microsoft Office Visio, which communicates the defined business process to the business
process management engine.
Enterprise resource planning (ERP) systems integrate core business functions like finance, manufacturing, sales, and human resources by sharing common data across various departments. ERP implementation involves several phases including project planning, gap analysis, business process reengineering, configuration, testing, training, go-live, and post-implementation support. While ERP requires large upfront costs and time for implementation, it provides benefits like reduced costs, improved customer satisfaction, and increased flexibility through integrated business processes and data. Major ERP vendors include SAP, which is a market leader with various application modules used by over 80% of Fortune 500 companies.
This document provides an overview of business process management (BPM) and key related concepts like enterprise resource planning (ERP) systems. It discusses what BPM is, the typical stages of BPM, how organizations can model and improve business processes, and how information systems play an important role in implementing business processes. Specific topics covered include cross-functional processes, supply chain management processes, the Business Process Modeling Notation (BPMN) standard, customer relationship management (CRM) systems, and how ERP systems integrate activities across the organization's value chain.
Enterprise resource planning, Evolution, Importance, Advantage for BusinessPraveen Venugopal
ENTERPRISE RESOURCE PLANNING (ERP)
(ERP) is a process by which a company (often a manufacturer) manages and integrates the important parts of its business. An ERP management information system integrates areas such as planning, purchasing, inventory, sales, marketing, finance, human resources, etc.
Business process management (BPM) involves systematically managing and improving a company's workflow and business processes. The goal of BPM is to reduce errors, improve efficiency and adapt to changes. It involves modeling processes, executing them using software, monitoring performance, and optimizing processes. BPM can improve process quality, operational efficiency, customer satisfaction and business agility. Key aspects of BPM include process design, modeling, execution, monitoring and optimization.
Future directives in erp, erp and internet, critical success and failure factorsVarun Luthra
This ppt explains Future Directives in ERP, ERP and Internet, its critical success and failure factors, Hit 'Like' button if the ppt turns out to be useful for you in any way. Enjoy :)
Towards a Software Framework for Automatic Business Process RedesignIDES Editor
A key element to the success of any organization is
the ability to continuously improve its business process
performance. Efficient Business Process Redesign (BPR)
methodologies are needed to allow organizations to face the
changing business conditions. For a long time, practices for
BPR were done case-by-case and were based on the insights
and knowledge of an expert to the organization. It can be
argued that efficiency, however, can further be achieved with
the support of automatic process redesign tools which are few
at the moment. Process mining as a recent approach allows
for the extraction of information from event logs recorded in
different information systems. In this paper we argue that
results driven by process mining techniques can be used to
capture the various types of inefficiencies in the organization
and hence propose efficient redesigns of its business model.
We first give an outline on the current directions towards
automatic BPR followed by a review on the different process
mining techniques and its usage in different applications.
Then, a specific framework of a Software tool that uses process
mining to support automatic BPR is presented.
Master Global Project ManagementTorrens University Aus.docxendawalling
Master Global Project Management
Torrens University Australia
BUSINESS PROCESS
MANAGEMENT & SYSTEM
PROJ6009
Subject Structure
Module 1 – Foundation of Business Process Management (BPM)
Module 2 – Drivers of BPM Projects and Opportunities
Module 3 – Phase of Business Process Management
Module 4 – Business Process Analytics and Improvement
Module 5 – Lean and Six Sigma in BPM
Module 6 – Enterprise Systems and Applications in BPM
Roughly Two sessions (weeks) per Module
Business Process
A Business Process consists of a set of activities that are performed in coordination in an organisational and technical environment.
Business process is a collection of inter-related events, activities and decision points that involve a number of actors and objects, and that collectively lead to an outcome that is of value to at least one customer.
A business process model consists of a set of activity models and execution constraints between them. Typical examples:
Quote to Order
Order to Cash
Procure to Pay
Issue to
Solution
Application to Approval
Business Process Model
Observe to Analyse
Analyse to Interpret
Interpret to Decision-Making
Strategy to Operations
Performance to Evaluation
Pillars of BPM
People (Process Owner)
Process (Operations Flow)
Technology (Better process enabler)
BPM Life Cycle
The business process lifecycle consists of phases that are related to each other which are organised in a cyclical structure, showing their logical dependencies.
Many design and development activities are conducted during each of these phases, and incremental and evolutionary approaches involving con-current activities in multiple phases are not uncommon. (Segatto 2013)
Segatto, M., Pádua, S. I. D. d., & Martinelli, D. P. (2013). Business process management: a systemic approach? Business Process Management Journal, 19(4), 698-714.
6
Administration
& Stakeholders
BPM Life Cycle
Evaluation
Design & Analysis
Configuration
Enactment
Business Process Levels
Organisational vs Operational
What happened here, what happened out there?
So what in it for me (the business)?
Why we intent to do this?
Now we are doing it?
Hang on, how we gonna do it?
Any 7 Ss enable us to do it?
Now we are REALLY doing it…
Oh Sh*t, something went wrong…
What can we find from mistakes?
Let’s change people, methods, environment?
Are we ready to do it again?
Do it now, do it right, do it with methods...
Cool, we did it!
We did it well!
Can we do it again?
Business Process Levels
Key BPM Capabilities
Leverage for Efficiency
BPM enables by service oriented architecture (SOA)
BPM solutions maximise assets re-use
Respond Faster
BPM allow flexible processes design, quick responses to customer, partners and competitions
Manage Change
Streamline processed to keep employees productive and customers satisfied
Basic Components of BPM
Modeling and Simulation
Business Activity Monitoring (BAM)
Rules and Pre-built .
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
Business Process Modeling & Automation: Where are we?Denis Gagné
The document discusses business agility and how organizations need to be able to quickly reconfigure resources in response to business needs and opportunities. It outlines the challenges companies face in constantly adapting to changes in the market and customer expectations. The problems discussed include the gap between strategic vision and operational execution, as well as challenges with legacy IT systems that hinder flexibility and adaptability. Business process management is presented as a way to help organizations achieve alignment between business goals and IT processes to gain a sustainable competitive advantage through increased agility.
Continual Improvement with Status EnterpriseRich Hunzinger
This document outlines how Status Enterprise can be used to implement continual improvement programs through information modeling, workflow tasks, reporting, and data mining of process data. Status Enterprise allows users to create an information model that connects operational and business data from multiple sources. This enables the visualization of relationships that reveal opportunities for optimization. Workflow tasks can automate activities like condition-based maintenance or report generation. Data mining techniques can be used to detect anomalies and patterns indicating areas for improvement. Changes implemented through continual improvement programs can then be easily repeated and scaled across the organization using the information model.
An ERP implementation project involves many complex phases and challenges to manage. The key phases include planning, gap analysis, configuration, testing, training, and post-implementation support. Some of the top challenges include the large project size, staffing issues, risk management, and organizational politics. Successful ERP implementations require strong executive support, focused project management, thorough testing and training, and change management to address resistance to the new system.
Towards a Software Framework for Automatic Business Process RedesignIDES Editor
A key element to the success of any organization is
the ability to continuously improve its business process
performance. Efficient Business Process Redesign (BPR)
methodologies are needed to allow organizations to face the
changing business conditions. For a long time, practices for
BPR were done case-by-case and were based on the insights
and knowledge of an expert to the organization. It can be
argued that efficiency, however, can further be achieved with
the support of automatic process redesign tools which are few
at the moment. Process mining as a recent approach allows
for the extraction of information from event logs recorded in
different information systems. In this paper we argue that
results driven by process mining techniques can be used to
capture the various types of inefficiencies in the organization
and hence propose efficient redesigns of its business model.
We first give an outline on the current directions towards
automatic BPR followed by a review on the different process
mining techniques and its usage in different applications.
Then, a specific framework of a Software tool that uses process
mining to support automatic BPR is presented.
The DevOps promise: IT delivery that’s hot-off-the-catwalk and made-to-lastPeter Shirley-Quirk
DevOps promises rapid delivery AND stable operations by integrating business, development, test, deployment and operations into a cohesive workflow with a rapid feedback cycle. So how is that possible?
Similar to BUSINESS PROCESS REENGINNERING MODULE 4 (20)
Concentration strategy involves focusing a business's efforts on a specific target such as a customer group, product, or geographic market. There are three main types of concentration strategies: market penetration, market development, and product development. Market penetration aims to gain market share in an existing market. Market development expands an existing product to new markets. Product development introduces new products for the existing market. Companies that employ concentration strategies specialize in their area of focus to develop expertise and efficiencies. Examples include McDonald's focusing on the Latin American market through advertising and Starbucks selling coffee beans through other retailers.
Executive Business Communication MBA notesPOOJA UDAYAN
Kerala University MBA
Executive business Communication
Module 1
Principles of Business Communication-Types of Business Communication-Methods and Media of Communication- Process& Models of Business Communication - Barriers to Organizational Communication- Overcoming barriers and Strategies for improving Business Communication, Types of Organizational Communication- Communication for interpersonal influences
Performance management module 2 Kerala UniversityPOOJA UDAYAN
Characteristics of Healthy Organizations, 360 Degree Feedback and its relevance, Steps in giving a Constructive Feedback Levels of Performance Feedback, Performance Goal Setting – Setting of Objectives.
PERFORMANCE MANAGEMENT kerala UniversityPOOJA UDAYAN
Various methods to evaluate performance at Individual & Team Levels , Team Performance, Performance of Learning Organizations and Virtual Teams: Team Performance Management.
: BPR IMPLEMENTAION AND TOOLS THAT SUPPORT BPRPOOJA UDAYAN
1. Business process reengineering (BPR) aims to radically redesign business processes to achieve dramatic improvements in areas like quality, output, cost, service, and speed.
2. There are 5 steps to BPR: map current processes, analyze for gaps, identify improvement opportunities, design a new future state process map, and implement the new design.
3. Key tools that support successful BPR implementation include focusing on customers and processes, visualizing and benchmarking end processes, change management to address human impacts, and business process mapping to understand existing processes.
Measurement of performance at Organisational Level.pptxPOOJA UDAYAN
There are several approaches to measuring organizational performance at a high level. The balanced scorecard measures performance from four perspectives: customer, internal processes, learning and growth, and financial. The EFQM model indicates customer satisfaction, employee satisfaction, and societal impact are achieved through leadership and strategic planning, management of resources, processes, and people. Key performance indicators include customer satisfaction, employee satisfaction, cash flow, return on investment, productivity, and achievement of strategic objectives. Organizational dashboards visually display critical metrics and KPIs to aid management in monitoring performance and driving improvement.
Performance management is a systematic process by which an organization evaluates and improves employee performance at both the individual and group level. It involves understanding employee interests, developing their capabilities, setting clear expectations, providing feedback, and rewarding strong performance. The goals are to improve employee performance, organizational performance, communication, and develop employees' careers.
Role of Mobile Application Acceptance in Shaping E-Customer servicePOOJA UDAYAN
Mobile apps are increasingly being used for e-commerce as they provide customers with convenience, ease of use, and access to product and service information from any location. The main benefits of mobile apps for customers include being able to order products and services anywhere in the world without having to visit stores, as well as receiving continuously updated information. Businesses are also seeing benefits such as increased customer loyalty, improved marketing programs, and the ability to gain insights from customer data and analytics.
This document provides an overview of linear programming problems (LPP), including:
1. The key components of an LPP including decision variables, constraints, objective function, and data. LPPs aim to optimize an objective function subject to constraints.
2. Methods for solving LPPs including graphical methods and the simplex method. The simplex method is an iterative procedure that moves from one basic feasible solution to another to ultimately find an optimal solution.
3. Concepts relevant to the simplex method like basic feasible solutions, slack and surplus variables, constructing the simplex table, and key steps in each iteration like identifying the key column and row.
Here are the key types of interviews:
- Selection interview: Used to select the best candidate for a job opening.
- Appraisal interview: Used to provide performance feedback and identify areas for improvement.
- Exit interview: Conducted when an employee leaves the organization to understand their reasons for leaving.
- Grievance interview: Allows employees to voice complaints and helps resolve issues.
Other less common types include group interviews, screening interviews, stress interviews, and campus/off-campus interviews conducted by companies to recruit students. The goal of each type of interview is different but they all involve a formal question/answer process between an interviewer and interviewee.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its scope, functions, objectives and the roles of HR managers. Specifically, it notes that HRM involves planning, organizing, and overseeing the recruitment, management, and training of employees. It also discusses the significance of HRM for achieving organizational goals and facilitating employees' professional growth. Additionally, the document outlines some of the challenges currently facing the HRM field, such as adapting to technological changes and developing skills for modernized work.
The document discusses service package design and management. It defines a service package as a bundle of goods, services, and information provided in some environment. A service package consists of five key elements: 1) supporting facilities, 2) facilitating goods, 3) information, 4) explicit services, and 5) implicit services. Developing an effective service package requires defining the service concept, core services, and supplementary services to meet customer needs. An open systems view of services emphasizes the interactions between a service organization, its customers, suppliers, and external environment. The service vision communicates the benefits a service organization aims to provide.
The document discusses services operations management. It defines operations management as designing and controlling production processes for goods and services. It also defines services and discusses their characteristics, including their intangible nature. The key responsibilities of a service operations manager are outlined, such as managing resources, customers, processes, and outputs to deliver value and meet organizational objectives. Service classification and the role of services in economies are also mentioned.
The document discusses various aspects of effective leadership communication and cross-cultural communication. It covers topics such as principles of effective leadership communication including openness, leading by example, prioritizing communication, and inspiring others. It also discusses the importance of cross-cultural communication for better progress, cultural influence, and management. Some ways to improve cross-cultural communication mentioned are preferring meaningful conversation, slowing down, separating questions, avoiding slangs and maintaining etiquette. Sources of potential miscommunication in cross-cultural settings include assumption of similarities, language differences, nonverbal misinterpretation, preconceptions and stereotypes, tendency to evaluate others and communicating with high anxiety.
The document discusses principles and types of business communication. It defines business communication and its importance. It outlines the objectives, features, principles, pillars and C's of effective business communication. These include clarity, conciseness, consistency, completeness, relevance and audience knowledge. The document also discusses the types of business communication, including internal communication within an organization and external communication with outside parties.
The document discusses consumer protection laws and rights in India. It defines consumer protection as protecting consumer rights and interests from unfair business practices. The Consumer Protection Act of 1986 established consumer councils and a three-tier quasi-judicial system to settle consumer disputes. The Act recognizes six key rights of consumers: safety, information, choice, grievance redressal, consumer education, and healthy environment. It aims to promote these rights and provide speedy and affordable remedies to consumers against issues like misleading ads, defective products, and more.
This document provides an overview of decision support systems (DSS) and related concepts. It defines DSS as computer-based systems that support business or organizational decision-making through the use of data, documents, knowledge, analytical models, and tools. The document discusses different types of decisions, levels of decision making, and models of decision making. It also describes the key components of a DSS, including data management, model management, user interface, and knowledge base subsystems. Finally, it outlines different types of DSS such as data-driven, model-driven, and knowledge-driven systems.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
1. 1
Unit IV: Big R Small-r reengineering-Role of BPR in ERP implementations-Business Process
Visualization-simulation-prototyping-transition and change management for the new process
implementation-Role of training in change-BPR is not downsizing-Business Process audit.
Little’s Law
Little's result, theorem, lemma, law or formula is a theorem by John Little which states:
The long-term average number of customers in a stable system L is equal to the long-term average
effective arrival rate, λ, multiplied by the average time a customer spends in the system, W; or
expressed algebraically:
L = λW.
Role of BPR in ERP implementations
BPR and ERP Implementation
Enterprise resource planning (ERP) is business process management software that allows an
organization to use a system of integrated applications to manage the business and automate many back
office functions related to technology, services and human resources.
ERP software typically integrates all facets of an operation — including product planning,
development, manufacturing, sales and marketing — in a single database, application and user interface
ERP software ( benefits):
boosts efficiencies by automating data collection;
enables business growth by managing increasingly complex business processes;
helps lower risk by enabling better compliance;
fosters collaboration using data sharing and integrated information;
provides better business intelligence and customer service capabilities; and
Improves supply chain management.
Processes, organization, structure and information technologies are the key components of BPR, which
automates business processes across the enterprise and provides an organization with a well-designed
and well-managed information system. While implementing ERP, the organizations have two options
to consider.
Either the organization must reengineer business processes before implementing ERP or directly
implement ERP and avoid reengineering.
In the first option of reengineering business processes, before implementing ERP, the organization
needs to analyze current processes, identify non-value adding activities and redesign the process to
create value for the customer, and then develop in-house applications or modify an ERP system
package to suit the organizations requirements. In this case, employees will develop a good sense of
process orientation and ownership.
The second option of implementing ERP package is to adopt ERP with minimum deviation from the
standard settings. All the processes in a company should conform to the ERP model and the
organization has to change its current work practices and switch over to what the ERP system offers.
This approach of implementation offers a world-class efficient and effective process with built-in
measures and controls, and is likely to be quickly installed.
2. 2
ERP-driven BPR can more easily design process change; companies that consider BPR in ERP system
will have better implementation performance.
ERP-driven BPR, requires that the existing processes be aligned with the software, a
step-by-step implementation plan through cross-functional BPR implementation 577 coordination, and
addressing issues relating to employee training and culture. Most ERP systems such as SAP, Oracle,
Peoplesoft, and JD Edwards provide functionality for almost all vital business functions in any industry
and in combination with internet/telecommunications, are capable of covering any business network.
With ERP-driven BPR it is easier for management to offer a realistic preview of the
expected outcomes, possible changes in the design and scope of the project, and to guard against
unrealistic worker expectations.
BP Visualization
This is an analogue to process mining, which allows for the identification of exceptions, variances and
work-arounds. The old saw in process modeling circles is that there are three state of the process
model: As-Is, To-Be, and How It’s Really Done.
This visualization capability provides a lens into the latter, using a Microsoft Visio add-in for
presenting the process model. The metrics and performance data are captured in the workforce and
application monitoring tools, providing a comprehensive perspective across all work being performed,
across all identified applications. Thus this becomes a very powerful tool for optimizing work and
processes from a truly end-to-end perspective, not simply limited to a discrete process model within a
traditional BPM or workflow management solution.
The basis for business process visualization is to find an adequate approach for
layouting process graphs. Doing so one has to preserve potentially existing process meta model
properties (e.g., information about the structuring of related process models) and existing layout
information. This step is then followed by layouting the whole business process using the graphical
notion of the canonical meta model. Thereby the challenges are to (1) find an algorithm for layouting
business processes graphs, (2) exploit the particular semantics of the different process elements, and (3)
use available meta model properties and already existing layout information in order to optimize the
process layout algorithm
BP Simulation
Business process simulation is an instrument for the analysis of business processes. It is used to assess
the dynamic behaviour of processes over time, i.e. the development of process and resource
performance in reaction to changes or fluctuations of certain environment or system parameters. The
results provide insights supporting decisions in process design or resource provision with the goal to
improve factors such as process performance, process and product quality, customer satisfaction or
resource utilization.
Business process simulation is the analysis and experimentation of a business processes in a
virtual environment without all the risks and problems that can arise by testing something in a live
environment.
3. 3
With a simulated environment, there are no risks of a process crashing and halting
productivity in the office. With business process simulation, you‟re assured of having a stable
environment where you can work with different ideas and implementations to see what sticks and what
doesn‟t. Using business process simulation, you can even work on radical new ideas that haven‟t been
tested before to see if they make a meaningful benefit to the process that you‟re working on.
Business process simulation plays an important role in the continuous improvement
approach to business process management (BPM). By running business process simulations,
companies can predict how business processes perform under specific conditions. Simulations can
also be used to test process design, measure performance, identify bottlenecks and test changes.
Ultimately, process simulation can identify the most effective process flow and help prevent problems
from cropping up during process execution. Simulation models can be very simple or highly complex.
Definition of Input for Business Process Simulation
The input for business process simulation, the simulation model, typically comprises information about
process flow, resources and process instantiation.
The process flow defines the time-based and logical order of function execution. Further information is
added in order to define the behaviour of decision points or loops in the flow during simulation. In
addition the time spent for the execution of each function is specified.
When Should You Apply Business Process Simulation?
Business process simulation is the ideal path when:
You want to significantly change a process, but don‟t know the results
You are working with a mission-critical process that can‟t be stopped
You want real data on how a process might perform in a certain condition
Steps in Business Process Simulation
1. Decide on the metrics you will use to evaluate. Do you hope the new process is faster? Saves
money? Results in fewer errors? Collect specific data on the existing process.
2. Select a business process modeling tool. Choose one that has an easy drag-and-drop interface and
doesn‟t require any complex coding.
3. Design the improved process. Make the necessary changes to your existing process and create the
optimal solution.
4. Run the business process simulation. Collect all the necessary data to prove your hypothesis.
5. Decide what to implement in the new process. Make any changes to your existing process based on
the results.
4. 4
Benefits of Business Process Simulation
1. Use Virtual Resources
In a virtual environment, you‟re not limited by the number of staff and resources to test and develop
something. Using a simulated environment helps you overcome these challenges and see which
processes and ideas work and which don‟t, using the virtual resources at hand.
2. Experiment With Different Ideas
You can define your own input variables to test the process and see how it would perform under a
variety of conditions. Using this data, you can change the parameters of the model, or even the model
as a whole, to suit your requirements. This way, you can test out different ideas and models, helping
you build a truly robust process that can perform under a variety of conditions.
3. Find Mistakes Before They Happen
Another benefit of business process simulation modeling is the fact that you can debug your processes
in a virtual environment. This way, you‟re ensuring that you‟re fixing all the bugs before the process
goes live, which is infinitely better than finding bugs when the process is live.
4. Real Results or Not?
Within your team, there can be a number of ideas that everyone wants to implement. But even if they
sound good on paper, there‟s no guarantee that they‟ll provide real world benefits. Business process
simulation is a great way to try out new ideas to see if they actually deliver the results that they‟re
promising. If they are, you can take it to the test stage of development. If they don‟t, you can either find
out what‟s wrong and fix it, or drop the process entirely.
This method of checking for results before the process is even on the floor can help businesses cushion
or prevent any impact inefficient processes could have on actual productivity.
5. Cheaper Design Costs
Using business process simulation modeling, you can root out inefficient models and processes from
the design stage. This saves a lot of time that would otherwise be spent in developing an inefficient
model. Business process simulation ensures that you‟re only spending money developing a model that
can actually give you real world benefits.
6. Testing Improvements Are Easier
If you have an existing process model and all you really want to do is ensure that it‟s improved or
scaled up to your current operations, process simulation is a good way to see which improvements
work and which don‟t, without having to tamper with an already live process.
5. 5
BP Prototyping
A prototype is an early sample, model, or release of a product built to test a concept or
process or to act as a thing to be replicated or learned from. It is a term used in a variety of contexts,
including semantics, design, electronics, and software programming. A prototype is generally used to
evaluate a new design to enhance precision by system analysts and users Prototyping serves to provide
specifications for a real, working system rather than a theoretical one. In some design workflow
models, creating a prototype (a process sometimes called materialization) is the step between
the formalization and the evaluation of an idea.
Business prototypes help you to effectively capture your knowledge and understanding about your
enterprise, your value network and the markets you operate in. A business prototype is a concrete and
explicit representation of (a part of) your enterprise as seen by those people who wish to use the
prototype to understand, to transform and to control that part of reality. Depending on the situation,
business prototypes can be simple sketches created on a white-board or more elaborate visual models
and simulations created using a computer.
Prototypes provide an inexpensive, risk-free environment and allow you to perform controlled,
repeatable experiments to deal with uncertainty and risk and explore the consequences of decisions and
actions that are too expensive, dangerous or unethical to take into the real world.
The main purpose of prototyping is to establish that the requirements for a process in a reengineered
organization are sound. The prototype relates to the software system that is to support the process.
BP Transition
Transition and change management for the new process implementation
Change is the shift in the external situation; the thing that has changed. It can happen fast.
Transition is the reorientation people need to make in response to the change. This can take time.
To be successful in both the implementation and in helping people we need to manage both the change and
6. 6
the transition. A transition management plan is a necessary component of a change management plan and
presumes that the underlying change is being well managed.
The process of Transition Management involves the implementation of change
through systematic planning, organizing and implementation of change to reach the desirable future state
without affecting the continuity of business during the process of change. The process of transition
management begins much before the actual change occurs and the members of the senior management play
the role of transition managers who support the change agent in the overall process of change. During the
entire process of transition, effective communication with all the key stakeholders directly or indirectly
involved in the process plays a vital role.
Buchanan & Mc Calman (1989) proposed a framework on „Perpetual Transition
Management‟, which provides crucial insights regarding what triggers organizational change and also the
response of the organizations towards the change. The model proposes four key layers and the interlocking
management processes which bring change in an organization. These are:
1. Trigger Layer: This layer is concerned with the need identification and also the avenues for change
are created deliberately and introduced as opportunities instead of threats or any crisis.
2. Vision Layer: This layer involves articulation of the futuristic vision of the organization and
communicating this effectively in terms of the directional strategies and the road map of action for
the organization.
3. Conversion Layer: Mobilizing support for the realization of vision can be the most efficient
approach for handling the triggers of change.
4. Maintenance & Renewal: This involves bringing reforms or change in the values, attitudes and
behaviors for realizing the sustained advantages of change.
The Perceptual Transition Model
The above model implies that for any change to be successful, effective planning, resources management,
communication of the outcomes of change and a large-scale involvement of the management will be
required in connection with the four interlocking processes or layers.
7. 7
While analyzing the Trigger Layer, it is important to understand what is actually creating the need for
change. It must involve clear expression and communication of the objectives of change across all the levels
in an organization. In the absence of effective communication and due to poor trigger identification, people
usually tend to misunderstand or develop bias towards the change and try to keep away from the process due
to a perceived fear of failure. Hence, both acceptance of change by understanding its nuances correctly and
acknowledgement of the need for change actually play a crucial role in the entire process. The manner in
which these triggers are communicated and expressed clearly so that everyone develops a shared
understanding of the opportunities, threats, risks, etc, will ultimately define the success of change in an
organization.
Just like shared understanding and identification of the triggers of change help in ensuring seamless process
transition, description and understanding of the vision of the organization equally, play a crucial role in
determining the success of the overall process. The management must consider three criterions for deciding
regarding the vision or future. Firstly, the change should provide a response to all the events which trigger
change. Secondly, it involves the identification of a desirable futuristic condition of an organization
involving the design, goals and products. Thirdly, it must involve stimulation and challenges.
The third Layer of conversion involves recruiting disciples and establishing the structures or needed
systems and processes in place. This process may be time-consuming as it is detailed in its approach and
the members involved in the process of change need to own the entire process. The managers firstly form a
Planning team who are responsible for the overall process of change and secondly pay a lot of importance to
the talking to people about the change in formal and informal setups in every given opportunity.
The last layer Maintenance and Renewal attempt to resolve the issues related to decay in connection with
the management during a mid-term change.
The Three Components of Transition as per Ogilvie
1. Endings: Letting go off the past or accepting the changed processes or behaviours.
2. Transitions: The in-between stage which involves a lot of confusion, ambiguities or a state of
neutrality.
3. New Beginnings: Moving forward once again and focusing the energies on constructively dealing
with the change.
Ending (3 D’s): This stage may be extremely painful, and it may involve multiple reactions:
Disengagement: This is the phase during which people tend to disconnect themselves from the situation and
grieve for whatever was left behind in the past.
Dis-Identification: This may be expressed by the people in the form of identity crisis/clash as a result of the
uncertainties involved in the process.
Disenchantment: This is the stage during which people usually don‟t find any meaning or relevance due to
the identity clash or change which has taken place.
8. 8
Transition (3 D’s): Before accepting the new methods or practices, people usually face the stages of
transition which may involve the following reactions:
Disorientation: It is the stage of neutrality where the old processes no longer exist, and the new is yet to
happen.
Disintegration: This is the stage during which some people accept that the old processes no longer exist and
they have to cope up with the changes. While, it is hard or difficult for few to get along with the change or
transition which they usually express in the form of resistance or inhibitions.
Discovery: This is the stage during which over a period of time people start to discover the realities and
work in accordance with the changing circumstances.
Beginning (3 I’s): This is the stage of Recovering and starting once again
Inner Realignment: After discovering the realities, the individuals adopt new plans and objectives, establish
new priorities or goals for the future and try to develop an understanding of their new roles and its
importance in an organization.
Investment: It is the stage during which individuals focus on reinvesting their energies to new methods and
processes.
Internal Equilibrium: The individual‟s try to attain a new state of equilibrium by adapting with the change.
Role of training in change
3 reasons why corporate training is essential in the change management process are:
1. Training increases the rate of change management success.
2. Training helps maintain visibility and encourage belonging.
3. Training promotes employee engagement.
BPR is not downsizing
Downsizing is one of the factors which influence BPR.
Downsizing:
Also known as right sizing or man power rationalization, downsizing in considered as the
shortest route to cut costs. Employees in many organizations work under the threat of losing their jobs any
time owing to the management policy of downsizing. Because of this feeling of insecurity, their productivity
in affected.
The impact of downsizing on the financial performance of a firm is temporary because it cannot go on
reducing its manpower forever. Besides, the image of the firm in the market may suffer and when there is a
need to increase man power, competent people may hesitate to join such firms.
When an organisation is going through a bad patch, instead of downsizing, the top
management should consider reengineering. A few key processes can be identified and reengineered to
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reduce the costs. The implementation of the reengineered process may be quite inexpensive, thereby
eliminating the need for downsizing. Usually reengineering should precede downsizing.
BP Audit
A business process audit is a formal and technical way to derive and assess whether the company is
managing its business processes, taking into account:
The strategic objectives of the organization.
The specific goals.
Suitable procedures.
Also, one must make sure that:
The performance of processes is within the desired standards.
Controls are suitable for the correct measurement of processes.
The procedures are suitable to achieve the desired levels of efficiency and effectiveness.
As it turns out, a business process audit is a warning that the administration should take action if
necessary and at the same time, a guarantee that the work is being done right, when the auditors verify
it.
The audit process has become a necessary element for most large corporations to remain competitive
with the competition, ensuring the delivery of expected value to customers and business sustainability.
Business process audit benefits
Risk analysis and contingency procedures.
It promotes more transparency and corporate governance.
Verification of controls used and their suitability to the business.
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To verify how often the defined procedures and practices are adequate.
Provide information for decision making on improvements and changes in processes.
A business process audit should be seen as an aid element that supports managers, bringing benefits
such as always having current and reliable information on how the processes are running and
performing.
Business process audit objectives
The objectives are many and varied, but we can highlight some of them:
The elimination of anomalies.
To be following the goals and objectives set by senior management.
The encouraging continuous improvement.
Risk Control.
The definition of contingency plans.
Suggestions for improvements.
Solidifying the “process culture” in the company.
Best management practices.
More data for decision-making by leaders.
Enables the proper training of employees.
IT resources assessment being used.
Safer and more reliable information.
Increased productivity.
Adequacy of physical and structural resources for the tasks.
More transparency.