Business Processes & Business Process Management - BPM
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What is business process management? What are the types of business processes? Which are the core business processes that you should automate to transform your business?
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The document discusses the key processes in ITIL (Information Technology Infrastructure Library). ITIL is a framework that focuses on aligning IT services with business needs. The processes are grouped into two main stages: Service Support and Service Delivery. Service Support includes Incident Management, Problem Management, Change Management, Configuration Management, and Release Management which work to identify, analyze, and resolve incidents. Service Delivery includes Service Level Management, Availability Management, Business Continuity Management, Capacity Management, and Financial Management which ensure agreed upon service levels are met and resources are appropriately sized to meet business needs.
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The document provides steps for developing a process matrix to build a customer-focused quality management system. It involves brainstorming all major processes, trimming the list to around 20 processes, and creating a matrix template with the processes listed in the left column. For each process, the matrix identifies the owner, activities, inputs, outputs, customers, documentation, monitoring, and effectiveness criteria. The completed process matrix becomes a roadmap for the entire management system by clearly showing how processes are interrelated and managed.
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The document describes steps for developing a process matrix to build a customer-focused quality management system. It involves brainstorming all major processes, trimming the list to around 20 processes, and creating a matrix template. For each process, the matrix identifies the owner, activities, inputs, outputs, customers, documentation, monitoring, and effectiveness criteria. Completing the process matrix provides a roadmap for understanding how processes fit together and are managed to create a customer-focused system with benefits like improved understanding, decision-making, and teamwork. An example process matrix is also provided.
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The document discusses the benefits of a process-centric organization. It outlines how process-centricity began in the early 1900s and was later popularized by thinkers like Michael Hammer. While many companies have invested in business process reengineering since the 1990s, most have fallen short by not according full organizational legitimacy to process responsibilities. A true process-centric organization structures itself around core processes and process teams rather than functions. It also discusses how to transform an organization to a process-centric model through a four phase process of building capability, increasing service delivery, normalizing operations, and establishing the new status quo. Two case studies provide examples of how process-centric approaches helped organizations achieve market leadership and transform their business models.
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The document provides steps for developing a process matrix to build a customer-focused quality management system. It involves brainstorming all major processes, trimming the list to around 20 processes, and creating a matrix template with the processes listed in the left column. For each process, the matrix identifies the owner, activities, inputs, outputs, customers, documentation, monitoring, and effectiveness criteria. The completed process matrix becomes a roadmap for the entire management system by clearly showing how processes are interrelated and managed.
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The document discusses process identification, which involves enumerating an organization's main business processes and prioritizing them based on importance, health, and feasibility. It describes designating processes and then prioritizing them to create a process portfolio. Guidelines are provided for identifying horizontal and vertical process boundaries. Examples of process architectures, value chains, and a prioritized process portfolio for a financial institution are also included.
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1) It discusses the process approach to quality management systems which focuses on improving customer satisfaction by meeting requirements. Key aspects include identifying processes, responsibilities, and performance measures.
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This study notes will give you the detailed knowledge about Business Process and from the basic also explain what is process its types and more, in addition, this will take you towards the automated process how it will create and why we need automated process. In addition study notes also show you the business process flow. It also defines Enterprise Risk Managment with all relevant Risk and Control. It also includes the IT Act and its requirement. This chapter also covers the Flowe Chart, Data Flow Diagram and more.
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The value chain as described by Porter (1985) can be grouped into :
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The document discusses 5 key functional areas of management: human resource management, marketing management, operations management, financial management, and ICT management. It provides an overview of each area including their main functions and importance to an organization. Human resource management involves attracting and maintaining employees. Marketing management includes promoting and distributing products to satisfy customers and goals. Operations management is concerned with transforming resources into goods and services. Financial management oversees funds to meet organizational needs. And ICT management develops technology systems for decision making.
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1) It discusses the process approach to quality management systems which focuses on improving customer satisfaction by meeting requirements. Key aspects include identifying processes, responsibilities, and performance measures.
2) A 7-step methodology is described for managing quality processes: establish responsibilities; define the process; identify customer requirements; establish performance measures; compare performance to requirements; identify improvement opportunities; and improve process performance.
3) Continuous improvement is a focus, with the goal of addressing gaps in performance to better meet customer needs. Quality tools can help analyze data and identify improvement projects.
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This document provides information about quality management system structure, including definitions of quality management, quality management systems, and total quality management. It outlines 12 steps for creating a total quality management system, including clarifying vision and mission, identifying critical success factors, developing measures and metrics, identifying and soliciting feedback from key customer groups, developing improvement plans, resurveying customers, and monitoring progress. It also lists some common quality management tools like check sheets and control charts.
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Customized for the students of CA-IPCC.
This study notes will give you the detailed knowledge about Business Process and from the basic also explain what is process its types and more, in addition, this will take you towards the automated process how it will create and why we need automated process. In addition study notes also show you the business process flow. It also defines Enterprise Risk Managment with all relevant Risk and Control. It also includes the IT Act and its requirement. This chapter also covers the Flowe Chart, Data Flow Diagram and more.
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The document provides an overview of process identification in business process modeling. It discusses the context of process identification, defining a process architecture, and selecting processes. The key outputs are a process architecture that captures an organization's processes and their relationships, and prioritized processes for improvement. Process identification aims to systematically define an organization's business processes and establish criteria for selecting processes.
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This document discusses business performance management assessment tools. It begins by defining business performance management as a set of management and analytic processes that enable an organization to achieve strategic goals by improving employee and team performance. It notes that business performance management has three main activities: setting goals, measuring performance against those goals, and making interventions to improve future performance. The document also discusses how performance management builds on business intelligence and key performance indicators linked to strategy. It provides definitions of business performance management and its scope, as well as common methodologies.
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Value chain and value system frameworks view firms as sets of activities used to create value and competitive advantage. [1] The value chain models a firm as a chain of value-creating activities including inbound logistics, operations, outbound logistics, marketing and sales, and service. [2] A value system includes a firm's value chain as well as those of its suppliers, distribution channels, and buyers. [3] It can extend beyond firm boundaries to evaluate linkages across the enterprise.
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The value chain as described by Porter (1985) can be grouped into :
Activities in the demand value chain
Supply value chain
and the support activities for demand and supply
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The value chain as described by Porter (1985) can be grouped into :
Activities in the demand value chain
Supply value chain
and the support activities for demand and supply
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Module 2 ..Valur Chain Analysis.pptx
Value chain analysis examines all business processes involved in creating and delivering products/services to identify opportunities to reduce costs and improve efficiency. It involves breaking down a company's activities into primary and support functions to analyze where value is created and costs incurred. Conducting value chain analysis provides insights to streamline processes, eliminate waste, and enhance competitive advantage through cost leadership or differentiation.
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A value chain consists of primary and support activities that a firm performs to deliver value to customers. Primary activities directly involve creating, selling, and supporting a product or service. Support activities enable the primary activities. Michael Porter popularized the value chain concept in 1985 as a way to analyze how a firm's activities can be improved to increase competitive advantage. Analyzing a firm's value chain involves identifying its activities and sub-activities, and finding ways to enhance value at each step.
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- 2. What is Business Process Management? “Business Process Management (BPM) aligns to the delivery of business objectives in terms of organization goals, services, or products that customers or clients need, through the management and improvement of a several sets of activities that are carried out.”
- 3. Process Categories by type of Ιnteraction By “process interaction type” we mean the type of interaction with external resources that a process needs to be successfully executed. Those resources can be: 1. Human centric processes 2. System centric processes
- 4. Human Centric Processes Human Centric Processes are processes that require the involvement of people (who will control, check, approve or assign tasks).
- 5. System Centric Processes System Centric Processes are processes that require integration and/or interaction with external applications (to import, use or export data for analysis etc.).
- 6. Process Categories by Importance There are four main process categories and the first step is to identify in which of these categories each process belongs: 1. Primary Processes 2. Support Processes 3. Management Processes 4. Quality Management Processes
- 7. Primary Processes Fundamental activities, customer oriented: - Sales - Logistics - Operations - Marketing - Services
- 8. Support Processes Support oriented activities that provide support to the execution and completion of the core processes: - Administration - Information Systems - HR Management - Technology Development - Assets
- 9. Management Processes Management Processes have one single goal: to ensure that core and support process are meeting their objectives: - Planning - Controlling - Organizing - Analysis & Evaluation
- 10. Quality Management Processes Quality Management Processes analyze, control and improve all kind of business processes: - Quality Control - Quality Assurance - Process Improvement
- 11. Business Process Management Tools Visit www.comidor.com to learn everything about Business Process Management!