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.
Data must be shaped into a meaningful and useful form for human beings. Information systems are made up of interrelated components that collect, process, store and disseminate data to support decision making in an organization. Information systems can be computer-based or manual and provide organizational solutions to business challenges. Common types of information systems include transaction processing systems, management information systems, executive information systems, and decision support systems.
The document discusses the Philippine economy and the role of business. It identifies several difficulties hampering the Philippine economy, including low productivity, corruption, a declining currency, and an unfavorable trade balance. It also defines business and classifies the different kinds of business into commerce, industry, and services. The objectives of business are identified as providing goods and services to society, satisfying personal objectives like profits, and protecting social resources in an economical manner.
This document outlines the Applied Economics subject curriculum for 12th grade ABM (Accountancy, Business and Management) specialized track students. The course covers basic principles of applied economics and how to analyze contemporary economic issues in the Philippines. It is divided into two quarters. The first quarter introduces economics as a social science and applied field. Students learn to define terms, identify economic problems, and explain how economics can solve issues. The second quarter focuses on industry analysis, identifying business opportunities, and conducting a socioeconomic impact study of a business venture. Students apply tools like SWOT analysis and examine impacts of business on consumers, suppliers, government, households, and international trade. The main goal is for students to use economic principles to analyze problems and
This document provides a list of Jose Rizal's many talents and skills, from A-Z. It describes how he excelled in diverse fields like agriculture, botany, education, linguistics, medicine, and more. As a polymath, Rizal had an incredible ability and curiosity to master various subjects, talents, and occupations throughout his life. He put his skills to use in meaningful ways, such as establishing a school and engaging in business while exiled in Dapitan.
The document summarizes the various symbols depicted on the cover of Jose Rizal's novel Noli Me Tangere and their meanings/significance. It discusses symbols like the silhouette of a Filipina woman representing Maria Clara, a priest with hairy feet representing Padre Damaso, a Guardia Civil helmet representing authority/arrogance, a whip representing cruelty, and others - with explanations and quotes from the novel provided for each symbol. It also briefly discusses symbols on the cover of Rizal's later novel El Filibusterismo.
the problem encountered by the balut industry in pateros metro ManilaRichel Mae Distrito
This document provides background information on the balut industry in Pateros, Philippines. It discusses how Pateros became known as the capital of balut production. It also outlines some of the key problems currently facing the balut industry, such as competition, food safety issues, and changes in consumer preferences. The document reviews related literature that has studied the history and development of the balut industry in Pateros as well as challenges it now faces.
This PowerPoint presentation provides an overview of business studies. It defines business as an economic activity that involves the purchase, production, and sale of goods and services with the goal of earning profits. The key characteristics of business are that it is an economic activity, involves goods and services, includes the sale and exchange of goods and services, is dealt with on a regular basis, has a profit earning motive, and involves risk and uncertainty. The presentation also distinguishes between different types of industries (primary, secondary, tertiary), trade (wholesale, retail, import, export), and auxiliaries that support trade such as transportation, warehousing, insurance, advertising, packaging, and banking/finance.
Data must be shaped into a meaningful and useful form for human beings. Information systems are made up of interrelated components that collect, process, store and disseminate data to support decision making in an organization. Information systems can be computer-based or manual and provide organizational solutions to business challenges. Common types of information systems include transaction processing systems, management information systems, executive information systems, and decision support systems.
The document discusses the Philippine economy and the role of business. It identifies several difficulties hampering the Philippine economy, including low productivity, corruption, a declining currency, and an unfavorable trade balance. It also defines business and classifies the different kinds of business into commerce, industry, and services. The objectives of business are identified as providing goods and services to society, satisfying personal objectives like profits, and protecting social resources in an economical manner.
This document outlines the Applied Economics subject curriculum for 12th grade ABM (Accountancy, Business and Management) specialized track students. The course covers basic principles of applied economics and how to analyze contemporary economic issues in the Philippines. It is divided into two quarters. The first quarter introduces economics as a social science and applied field. Students learn to define terms, identify economic problems, and explain how economics can solve issues. The second quarter focuses on industry analysis, identifying business opportunities, and conducting a socioeconomic impact study of a business venture. Students apply tools like SWOT analysis and examine impacts of business on consumers, suppliers, government, households, and international trade. The main goal is for students to use economic principles to analyze problems and
This document provides a list of Jose Rizal's many talents and skills, from A-Z. It describes how he excelled in diverse fields like agriculture, botany, education, linguistics, medicine, and more. As a polymath, Rizal had an incredible ability and curiosity to master various subjects, talents, and occupations throughout his life. He put his skills to use in meaningful ways, such as establishing a school and engaging in business while exiled in Dapitan.
The document summarizes the various symbols depicted on the cover of Jose Rizal's novel Noli Me Tangere and their meanings/significance. It discusses symbols like the silhouette of a Filipina woman representing Maria Clara, a priest with hairy feet representing Padre Damaso, a Guardia Civil helmet representing authority/arrogance, a whip representing cruelty, and others - with explanations and quotes from the novel provided for each symbol. It also briefly discusses symbols on the cover of Rizal's later novel El Filibusterismo.
the problem encountered by the balut industry in pateros metro ManilaRichel Mae Distrito
This document provides background information on the balut industry in Pateros, Philippines. It discusses how Pateros became known as the capital of balut production. It also outlines some of the key problems currently facing the balut industry, such as competition, food safety issues, and changes in consumer preferences. The document reviews related literature that has studied the history and development of the balut industry in Pateros as well as challenges it now faces.
This PowerPoint presentation provides an overview of business studies. It defines business as an economic activity that involves the purchase, production, and sale of goods and services with the goal of earning profits. The key characteristics of business are that it is an economic activity, involves goods and services, includes the sale and exchange of goods and services, is dealt with on a regular basis, has a profit earning motive, and involves risk and uncertainty. The presentation also distinguishes between different types of industries (primary, secondary, tertiary), trade (wholesale, retail, import, export), and auxiliaries that support trade such as transportation, warehousing, insurance, advertising, packaging, and banking/finance.
BUILDING A CUSTOMER FOCUSED MANAGEMENT SYSTEM (QMS).pdfAkshay Naigaonkar
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.
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.
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.
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.
Business Process as the Basis of the Process Approach in Enterprise ManagementDr. Amarjeet Singh
The quality of enterprise management can be
increased through the usage of balanced system of process
approach. Business processes are inherent to any organization.
Management accounting for each business process allows to
conduct factor analysis when minimize labour costs and
assess the their contribution to the implementation of the
overall strategy. This article introduces the research of
Business process used in enterprise management, delineates
how to separate processes into groups, describes their
characteristics, and differences between them.
This document outlines a 5-step methodology for implementing business process reengineering (BPR). The steps are: 1) Developing a process vision and objectives, 2) Defining the processes to reengineer, 3) Understanding and measuring existing processes, 4) Identifying IT levers, and 5) Designing and building a prototype. The methodology focuses on understanding current processes, creating a vision for improved processes, identifying how IT can help, and testing changes through prototypes before full implementation.
Process Improvement in Software Engineering SE25koolkampus
The document discusses software process improvement. It explains the principles of process improvement and introduces the SEI Capability Maturity Model. It discusses process analysis, modeling, measurement, and classification. It addresses the applicability and limitations of the SEI model and different process choices based on factors like project size.
Business process management (BPM) involves defining, analyzing, improving, and optimizing business processes. Key points:
- BPM focuses on modeling business processes - the activities and workflows that deliver an organization's products and services.
- Well-defined business processes can be analyzed, improved, and automated using business process management systems (BPMS).
- The goal of BPM is to continuously evaluate and optimize processes based on execution data in order to improve outcomes like efficiency, compliance, and customer satisfaction.
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.
This document discusses processes, procedures, and formats. It defines a process as a series of interrelated activities that transforms inputs into outputs. Procedures are documented methods for carrying out activities, while work instructions specify how to perform each step. The importance of processes for linking an organization to suppliers, customers, and other stakeholders is explained. Managing by process focuses on designing, managing, and improving processes to optimize customer value. Standard formats are presented for process maps, procedures like a supplier performance monitoring SOP, and documenting a process-based management approach.
The document outlines the phases of the business process management (BPM) lifecycle:
1) Process identification involves identifying processes relevant to addressing a business problem.
2) Process discovery documents the current state of processes.
3) Process analysis identifies issues with current processes.
4) Process redesign aims to address issues and meet objectives.
5) Process implementation prepares and makes changes to move from current to improved processes.
6) Process monitoring collects data to analyze process performance against objectives.
Crafting a CMMI V2 Compliant Process for Governance Practice Area: An Experie...Dr. Mustafa Değerli
Değerli, M. (2020). Crafting a CMMI V2 Compliant Process for Governance Practice Area: An Experiential Proposal. 14th Turkish National Software Engineering Symposium (UYMS 2020). 10.1109/UYMS50627.2020.9247068 – https://ieeexplore.ieee.org/xpl/conhome/9247008/proceeding
This deck provides a high-level framework to implement business process redesign within a business transformation initiative. It shows how to establish the team, define the approach, and identify some of the deliverables within this track of work.
The document discusses software process improvement. It explains process factors that influence quality and productivity, developing process models, and the CMMI process improvement framework. The CMMI model assesses process capability on a scale from 1 to 6. It includes process areas like requirements management and project planning. Process improvement involves analyzing current processes, defining metrics to measure goals, and making changes to improve.
Transforming An Organisations IT Service ManagementMichael Moyal
This short case study illustrates how we helped a multi-national organisation transform its IT Service Management (ITSM) capabilities in only eight weeks utilising the our BPMA (Business Process Modelling and Analysis) methodology and the Process Master tool
The document outlines a workshop on business processes and business process management over 6 days. The workshop covers basic principles of business processes, characteristics of processes, discovering processes, and the basic principles of business process management. It discusses the differences between functional and process management, with process management focusing on horizontal workflows rather than vertical hierarchies. Key benefits outlined include improved customer satisfaction, staff productivity, and performance. The role of the process owner is defined as having responsibility for the end-to-end design, development, execution and performance of a business process.
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.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
BUILDING A CUSTOMER FOCUSED MANAGEMENT SYSTEM (QMS).pdfAkshay Naigaonkar
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.
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.
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.
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.
Business Process as the Basis of the Process Approach in Enterprise ManagementDr. Amarjeet Singh
The quality of enterprise management can be
increased through the usage of balanced system of process
approach. Business processes are inherent to any organization.
Management accounting for each business process allows to
conduct factor analysis when minimize labour costs and
assess the their contribution to the implementation of the
overall strategy. This article introduces the research of
Business process used in enterprise management, delineates
how to separate processes into groups, describes their
characteristics, and differences between them.
This document outlines a 5-step methodology for implementing business process reengineering (BPR). The steps are: 1) Developing a process vision and objectives, 2) Defining the processes to reengineer, 3) Understanding and measuring existing processes, 4) Identifying IT levers, and 5) Designing and building a prototype. The methodology focuses on understanding current processes, creating a vision for improved processes, identifying how IT can help, and testing changes through prototypes before full implementation.
Process Improvement in Software Engineering SE25koolkampus
The document discusses software process improvement. It explains the principles of process improvement and introduces the SEI Capability Maturity Model. It discusses process analysis, modeling, measurement, and classification. It addresses the applicability and limitations of the SEI model and different process choices based on factors like project size.
Business process management (BPM) involves defining, analyzing, improving, and optimizing business processes. Key points:
- BPM focuses on modeling business processes - the activities and workflows that deliver an organization's products and services.
- Well-defined business processes can be analyzed, improved, and automated using business process management systems (BPMS).
- The goal of BPM is to continuously evaluate and optimize processes based on execution data in order to improve outcomes like efficiency, compliance, and customer satisfaction.
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.
This document discusses processes, procedures, and formats. It defines a process as a series of interrelated activities that transforms inputs into outputs. Procedures are documented methods for carrying out activities, while work instructions specify how to perform each step. The importance of processes for linking an organization to suppliers, customers, and other stakeholders is explained. Managing by process focuses on designing, managing, and improving processes to optimize customer value. Standard formats are presented for process maps, procedures like a supplier performance monitoring SOP, and documenting a process-based management approach.
The document outlines the phases of the business process management (BPM) lifecycle:
1) Process identification involves identifying processes relevant to addressing a business problem.
2) Process discovery documents the current state of processes.
3) Process analysis identifies issues with current processes.
4) Process redesign aims to address issues and meet objectives.
5) Process implementation prepares and makes changes to move from current to improved processes.
6) Process monitoring collects data to analyze process performance against objectives.
Crafting a CMMI V2 Compliant Process for Governance Practice Area: An Experie...Dr. Mustafa Değerli
Değerli, M. (2020). Crafting a CMMI V2 Compliant Process for Governance Practice Area: An Experiential Proposal. 14th Turkish National Software Engineering Symposium (UYMS 2020). 10.1109/UYMS50627.2020.9247068 – https://ieeexplore.ieee.org/xpl/conhome/9247008/proceeding
This deck provides a high-level framework to implement business process redesign within a business transformation initiative. It shows how to establish the team, define the approach, and identify some of the deliverables within this track of work.
The document discusses software process improvement. It explains process factors that influence quality and productivity, developing process models, and the CMMI process improvement framework. The CMMI model assesses process capability on a scale from 1 to 6. It includes process areas like requirements management and project planning. Process improvement involves analyzing current processes, defining metrics to measure goals, and making changes to improve.
Transforming An Organisations IT Service ManagementMichael Moyal
This short case study illustrates how we helped a multi-national organisation transform its IT Service Management (ITSM) capabilities in only eight weeks utilising the our BPMA (Business Process Modelling and Analysis) methodology and the Process Master tool
The document outlines a workshop on business processes and business process management over 6 days. The workshop covers basic principles of business processes, characteristics of processes, discovering processes, and the basic principles of business process management. It discusses the differences between functional and process management, with process management focusing on horizontal workflows rather than vertical hierarchies. Key benefits outlined include improved customer satisfaction, staff productivity, and performance. The role of the process owner is defined as having responsibility for the end-to-end design, development, execution and performance of a business process.
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.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
3. Tujuan Pembelajaran
1. Mampu menjelaskan definisi siklus hidup BPM
2. Mampu menjelaskan tahapan-tahapan dalam siklus hidup
BPM
3. Mampu menguraikan tahapan identifikasi proses (process
identification) dan tekniknya
4. ● Proses adalah kumpulan peristiwa, aktivitas, dan keputusan yang secara kolektif
mengarah pada hasil yang membawa nilai bagi pelanggan organisasi.
● Setiap organisasi memiliki proses.
● Mengelola proses memastikan bahwa mereka menghasilkan nilai.
● BPM adalah kumpulan prinsip, metode, dan alat untuk merancang, menganalisis,
melaksanakan, dan memantau proses bisnis.
● Model proses dan ukuran kinerja adalah pilar untuk mengelola proses.
● Berbagai disiplin ilmu terkait melengkapi BPM, seperti Lean, Six Sigma, dan
Total Quality Management.
Recap (Chapter 1)
5. Chapter 2 Overview
● Identifikasi proses mengacu pada mendefinisikan proses bisnis organisasi secara
sistematis dan menetapkan kriteria untuk memilih proses untuk perbaikan.
● Output adalah arsitektur proses, yang mewakili proses dan keterkaitan.
● Arsitektur proses berfungsi sebagai kerangka kerja untuk menentukan prioritas dan ruang
lingkup proyek.
● Pertama, kita membahas konteks identifikasi proses.
● Metode berdasarkan definisi arsitektur proses dan pemilihan proses.
● Definisi berkaitan dengan daftar set awal proses dan arsitekturnya.
● Seleksi mempertimbangkan kriteria untuk menentukan prioritas proses dengan
menggunakan portofolio.
6. 1. Contents
2. Konsteks Identifikasi Proses
3. Definisi Arsitektur Proses
- Kategori Proses
- Hubungan Antar Proses
- Penggunaan Model Referensi
- Model Proses Lanskap
- Contoh Arsitektur Proses SAP
3. Pemilihan Proses
- Kriteria Pemilihan
- Ukuran Kinerja Proses
- Portofolio Proses
4. Rangkuman
Chapter 2: Identifikasi Proses
7. 1. Contents
2. Konsteks Identifikasi Proses
3. Definisi Arsitektur Proses
- Kategori Proses
- Hubungan Antar Proses
- Penggunaan Model Referensi
- Model Proses Lanskap
- Contoh Arsitektur Proses SAP
3. Pemilihan Proses
- Kriteria Pemilihan
- Ukuran Kinerja Proses
- Portofolio Proses
4. Rangkuman
Chapter 2: Identifikasi Proses
8. Process
discovery
Process
identification
Process
analysis
Process
implementation
Process
monitoring
Process
redesign
Process architecture
As-is process
model
Insights on
weaknesses and
their impact
To-be process
model
Executable
process
model
Conformance and
performance
insights
Identifikasi Proses dalam Siklus
Hidup BPM
Define Vision Develop Strategy Implement
Strategy
Manage Personnel Manage Assets
Management Processes
Core Processes
Support Processes
Manage Risk
Manage
Information
Procure
Materials
Procure
Products
Market
Products
Deliver
Products
Manage
Customer
Service
xamples for BPM lifecycle and process mining
C
1.5h
B
15h
D
E
2h
C D
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9.
10. Process Identification
What?
1. Define an organization’s business processes
2. Establish criteria to prioritize the management of these processes
Why?
1. Understand the organization
2. Maximize value of BPM initiatives
Output: Process Architecture
○ Captures business processes and their scope
○ Serves as a framework for defining priorities and scope of subsequent BPM
phases (e.g. modelling, redesign and automation).
11. Business strategy is an organizational perspective on
setting and meeting business goals. (Mintzberg)
Definition of Business Strategy
12. Balanced Scorecard
(Kaplan & Norton)
Innovation
Processes
Opportunity
Research
Design
Launch
Operations Management
Processes
Supply
Production
Distribution
Risk Mgmt.
Internal
Perspective
Customer
Perspective
Product/Service
Attributes
Relationship
Image
Price
Quality
Availability
Selection
Functionality
Service
Partnership
Brand
Improve Cost
Structure
Increase Asset
Utilization
Expand Revenue
Opportunities
Enhance
Customer Value
Financial
Perspective
Long-Term
Shareholder
Value
Learning and
Growth
Perspective
Culture
Leadership
Alignment
Teamwork
Regulatory and Social
Processes
Employment
Community
Environment
Safety/Health
Customer Management
Processes
Selection
Acquisition
Retention
Growth
13. Enterprise Architecture according
to TOGAF
Organizational
perspective:
actors, roles, and
organizational
structure.
Product
perspective:
products and
services along with
their relationships.
Business process
perspective:
process architecture.
Data perspective:
informational entities
and their
relationships.
Application
perspective:
different pieces of
software with their
dependencies.
Technical
infrastructure:
computer hardware
and communication
networks.
15. Changes of Strategic Relevance:
Mannesmann
Sources: stahlseite.de, Copyright Uwe Niggemeier, deutsches-telefon-museum.eu, ebay-kleinanzeigen.de, wanne-eickel-historie.de
19th century 20th century 1990
16. 1. Contents
2. The Context of Process Identification
3. Definition of the Process Architecture
- Process Categories
- Relationships Between Processes
- Reuse of Reference Models
- Process Landscape Model
- The Example of SAP’s Process Architecture
3. Process Selection
- Selection Criteria
- Process Performance Measures
- Process Portfolio
4. Recap
Chapter 2: Process Identification
17. Process Categories
Define Vision Develop Strategy Implement
Strategy
Manage Personnel Manage Assets
Management Processes
Core Processes
Support Processes
Manage Risk
Manage
Information
Procure
Materials
Procure
Products
Market
Products
Deliver
Products
Manage
Customer
Service
18. ● Is it a process at all?
○ It must be possible to identify main action,
which is applied to a category of cases.
○ Name is of form verb + noun.
● Can the process be controlled?
○ Repetitive series of events and activities to
execute individually observable cases.
○ Without a clear case notion, process
management is not feasible.
○ Also, without any sense of repetition, a group
of business activities may better qualify as a
project than as a business process.
The Process Checklist
• Is the process important enough to manage?
• There is customer who is willing to pay for
outcomes,
• Organization that carries out the process
would be willing to pay another party for
taking over, or
• Legal, mandatory framework compels an
organization to execute it.
• Is the scope of the process not too big?
• 1:1 relation between initial event and
activities.
• Is the scope of the process not too small?
• Rule of thumb: there should be at least
three different actors – excluding the
customer – involved.
• If there are no handoffs between multiple
actors or systems, there is little that can be
improved using BPM methods.
It may not be easy to decide on what to consider as a business process. A chunk of work that is
frequently repeated might not be a business process on its own. To prevent poor scoping decisions, it
is useful to consider the following process checklist:
22. Process Landscape Model:
Example of Wienerlinien (Vienna Public
Transport)
Manage
Enterprise
Manage
Personnel
Management Processes
Core Processes
Support Processes
Communicate
in and out
Manage
Processes
Manage
Quality
Manage Risks and
Opportunities
Manage
Innovation
Contact
Customer
Manage
Sales
Manage
Customer
Relationship
Operate
Vehicles
Plan and Buy
Vehicles
Maintain
Vehicles
Transport
Customer
Transport
Customer
Evaluate
Transport
Provide
Infrastructure
Plan
Infrastructure
Build
Infrastructure
Maintain
Infrastructure
Evaluate
Infrastructure
Check
Vehicles
Foster
Relationship
Manage
Financials
Manage
Information
Manage
Materials
Manage
Disruptions
Provide Winter
Service
Plan Customer
Transport
23. Example of SAP Process Map
Manage
Enterprise
Management Processes
Manage
Innovation
Define, Operationalize, and Track Strategy
Attract, Develop, and
Retain Workforce
Management Processes
Core Processes
Support Processes
Workplace and
Infrastructure
Provision
Procure to Pay
Corporate Finance
and Operational
Compliance
Shareholder and
Stakeholder
Management
Sales, Franchise, and Partner Management
Innovate Sell Deliver
24. Process profile of BuildIT‘s
procure-to-pay process
Name of Process: Procure-to-Pay
Vision: The objective of the procurement process is to secure that the
entire range of external products and services becomes available on time
and is at the required level of quality.
Customer of process:
Requesting unit
Expectation of customer:
Timely, economic and complete
provision
Outcome: Delivered products or provided services for the requested unit
Trigger: Need is identified
First activity: Submit Request
..
Last activity: Create Purchase Order
Interfaces inbound: Plan-to-Procure
Interfaces outbound: Construct-to-Complete
Required resources:
Human resources:
Site Engineer, Clerk, Works Engineer
Information, documents, know-how:
procurement guidelines, supplier rating, framework contract
Work environment, materials, infrastructure:
Procurement information system
Process Performance Measures:
Cycle Time
Operational Costs
Error Rate
Process Owner: Chief Financial Officer (CFO)
Slide 24
25. How to define Process Landscape Model
1. Clarify terminology:
Define key terms.
Use organizational glossary.
Use reference models.
Ensure that stakeholders have a consistent understanding of process landscape model.
2. Identify end-to-end processes:
Those processes interface with customers and suppliers.
Goods and services that organization provides are good starting point.
Properties help to distinguish processes, including: Product type, Service type, Channel, Customer type.
3. For each end-to-end process, identify its sequential processes:
Identify the internal, intermediate outcomes of end-to-end process.
Perspectives help set boundaries: Product lifecycle, Customer relationship, Supply chain, Transaction stages,
Change of business objects, Separation.
4. For each business process, identify its major management and support processes:
What is required to execute the previously identified processes.
Typical support processes are management of personnel, financials, information, and materials.
However, these can be core processes if they are integral part of business model.
Management processes are usually generic.
26. 5. Decompose and specialize business processes:
○ Processes of process landscape should be further subdivided into abstract process on Level 2.
○ Further subdivision until processes can be managed autonomously by single process owner.
○ Considerations when this subdivision should stop: Manageability and Impact.
6. Compile process profile:
○ Each of the identified processes should be described using process profile.
○ Process profile supports definition of boundaries, vision performance indicators, resources, etc.
7. Check completeness and consistency:
○ Reference models can be used to check whether all major processes are included.
○ Reference models can help to check consistency of terminology.
○ Check whether all processes can be associated with functional units of organization chart and vice
versa.
How to define Process Landscape Model
27. Manage Human
Capital
Management Processes
Core Processes
Support Processes
Develop Vision
and Strategy
Develop and
Manage Services
Market and Sell
Services
Demand-to-Selection Selection-to-Bid
Contract
Acquisition
Contract
Execution
Approval-to-Contract
Manage IT
Manage Financial
Resources Manage Assets
Manage Risk and
Compliance
Manage External
Relationships
Manage Business
Capabilities
Contract-to-Plan Plan-to-Completion Completion-to-Expiry
28. 1. Contents
2. The Context of Process Identification
3. Definition of the Process Architecture
- Process Categories
- Relationships Between Processes
- Reuse of Reference Models
- Process Landscape Model
- The Example of SAP’s Process Architecture
3. Process Selection
- Selection Criteria
- Process Performance Measures
- Process Portfolio
4. Recap
Chapter 2: Process Identification
29. Kriteria Pemilihan Proses
• Cari tahu proses mana yang memiliki dampak terbesar pada tujuan strategis.
• Pertimbangkan profitabilitas, keunikan, atau kontribusi terhadap keunggulan kompetitif.
• Pilih proses-proses untuk manajemen proses yang berhubungan dengan strategi.
Kepentingan Strategis:
• Tentukan proses mana yang berada dalam masalah terdalam.
• Proses-proses ini dapat mengambil keuntungan paling banyak dari inisiatif BPM.
Kesehatan:
• Tentukan seberapa rentan proses terhadap inisiatif BPM, secara kebetulan atau terus-menerus.
• Budaya dan politik mungkin menjadi kendala.
• BPM harus fokus pada proses-proses yang masuk akal untuk mencapai manfaat.
Kelayakan:
30. Performance Measures
Process Performance Measures
Performance Objectives
• Formulate performance objectives of the
process at a high level, in the form of a
desirable state that the process should
ideally reach, e.g., customers should be
served in less than 30 minutes.
• For each performance objective, identify the
relevant performance dimension(s) and
aggregation function(s), and from there,
define one or more performance measures
for the objective in question, e.g., the
percentage of customers served in less than
30 minutes. Let us call this measure ST(30).
• Define a more refined objective based on
this performance measure, such as
ST(30) >99%.
WAKTU BIAYA
KUALITAS FLEKSIBEL
31. ● A restaurant has recently lost many customers due
to poor customer service. The management team
has decided to address this issue first of all by
focusing on the delivery of meals.
● The team gathered data by asking customers about
how quickly they liked to receive their meals and
what they considered as an acceptable wait.
● The data suggested that half of the customers would
prefer their meals to be served in 15 min or less. All
customers agreed that a waiting time of 30 min or
more is unacceptable
Example 2.3: Restaurant
• In this scenario, most relevant
performance dimension is serving time.
• One objective is to completely avoid
waiting times above 30 min.
• Percentage of customers served in less
than 30 min should be close to 100%.
• Thus, the percentage of customers served
in less than 30 minutes is relevant
performance measure.
• Threshold mentioned in scenario is 15
min.
• Choice between two performance
measures: average meal delivery time or
percentage of customers served in 15
min.
32. Process Portfolio
Importance
Health
Poor Good
Low
High Feasibility
Low
Medium
High
Loan
Controlling
Loan
Decision
Loan Market
Evaluation
Contract
Prepatation
Rating
Handling
Payments
Loan
Application
Loan
Planning
Selection Focus
33. Exercise 2.10: University
Importance
Health
Poor Good
Low
High Feasibility
Low
Medium
High
Develop and Manage
Study Programs
Market
Study
Programs
Deliver Courses
Manage
Student
Services
Schedule
Courses
Manage
Facilities
34. 1. Contents
2. The Context of Process Identification
3. Definition of the Process Architecture
- Process Categories
- Relationships Between Processes
- Reuse of Reference Models
- Process Landscape Model
- The Example of SAP’s Process Architecture
3. Process Selection
- Selection Criteria
- Process Performance Measures
- Process Portfolio
4. Recap
Chapter 2: Process Identification
35. ● In this chapter, we discussed process identification.
● Process architecture definition aims at enumerating major processes of organization.
● Process architecture defines relationship between processes.
● Seven-step method for definition of process architecture including process landscape model.
● Process selection is concerned with prioritizing processes.
● Priorities upon importance of processes, health, and feasibility of improvements.
● Assessed by process owners or grounded on process performance measures and objectives.
● Most common performance dimensions are time, cost, quality, and flexibility.
● Process portfolios help in selection of processes for improvement.
● Selected processes become subject of remaining phases of BPM lifecycle.
Recap
37. 1. Carilah kasus yang ingin di identifikasi prosesnya (bisa melanjutkan dari
kasus analisa perancangan sistem)
2. Buatlah Process Landscape Modelnya
3. Jabarkan dengan APQC Process Classification Framework
4. Kemudian pilih satu proses untuk inisiatif perbaikan kinerja dengan
portofolio proses
Tugas Identifikasi Proses
38. CREDITS: This presentation template was created
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