06 Introduction To Process Modeling

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06 Introduction To Process Modeling

  1. 1. Introductionto Business <br />Process Modelling<br />
  2. 2. Traditional Organisations…<br />
  3. 3. ?<br />?<br />?<br />R<br />?<br />E<br />?<br />!<br />!<br />In Other Words…<br />I<br />F<br />
  4. 4. Focus: Functional Excellence<br />Traditional Approach<br />Traditional Organization<br />
  5. 5. Meaning of Process Analysis from an IS Perspective<br />
  6. 6. Business Process Management Drivers<br />
  7. 7. Business Process Reengineering<br /> „Reengineeringisthefundamental rethinkingandradicalredesignofbusinessprocessestoachievedramaticimprovements in critical, contemporarymeasuresofperformance, such ascost, quality, service, andspeed.“<br />[Hammer, Champy 1993]<br />„By „process“ wesimplymean a setofactivitiesthat, takentogether, produce a resultofvalueto a customer. Processesarewhatcompanies do.“<br />
  8. 8. Davenport’s Approach towards Process Analysis and Redesign<br />Identify the Processes to be Redesigned<br />High- Impact approach which focuses on the most important processes or those that conflict most with the business vision.<br />Exhaustive approach that attempts to identify all the processes within an organization and then prioritize them in order of redesign urgency. <br />Understand and Measure the Existing Processes<br />Identify IT Levers: Awareness of IT capabilities can and should influence process design. <br />
  9. 9. Inquiry<br />Invoice<br />Customer order<br />Quotation<br />Delivery note<br />Process Definition<br />A processistheself-contained, temporalandlogical order (parallel and/orserial) ofthoseactivities, thatareexecutedforthetransformationof an businessobjectwiththegoalofaccomplishing a giventask.<br />
  10. 10. Business Processes<br />3.<br />Future Organization<br />2.<br />Transformation<br />New Focus: Customer Satisfaction<br />1.<br />Present Organization<br />
  11. 11. Business Process Management is not …<br />… a synonym for rationalization <br />… a synonym for automatization<br />… software-reengineering per se<br />… a synonym for downsizing<br />…<br />
  12. 12. Changes in Focus of Leading Companies<br />
  13. 13. The Enabling Role of IT<br />IT permits enterprises to reengineer processes; often a trigger for reengineering<br />Instead of: „How can we use IT to improve what we are already doing?“<br />… ask: „How can we use IT to allow us to do things that we are not already doing?“<br /> Challenge: Recognize the business possibilities that lie latent in technology<br />
  14. 14. Where do we come from?<br />
  15. 15. Process identification<br /> Process modelling (as-is)<br /> Process analysis<br /> Process improvement (to-be)<br /> Process implementation<br /> Process execution<br /> Process monitoring/controlling<br />Procedure Model for BPA and Process Change Management<br />
  16. 16. Purpose of Process Models<br />
  17. 17. As-Is and To-Be Modelling<br />
  18. 18. Process Modelling Considerations<br />
  19. 19. The Retail-H-Model<br />
  20. 20. Navigational help<br />
  21. 21. Navigational help<br />
  22. 22. goodsissue<br />Waren-<br />ausgang<br />route<br />planning<br />picking<br />planning<br />picking<br />goodsissue<br />registration<br />inventory<br />posting<br />dispatch<br />handling<br />acceptorreturn<br />handling<br />GI registration<br />agency / customer<br />GI registration<br />stock<br />Example: Goods issue<br />
  23. 23. Goods<br />issue<br />Example: Goods issue<br />
  24. 24. Goods<br />issue<br />Example: Goods issue<br />
  25. 25. The Retail-H Model<br />
  26. 26. The Retail-H ModelSpecial Case: Stationary Retail<br />
  27. 27. Business Processes<br />Warehousing<br />Third-Party-Deal<br />Services<br />Central<br />Settlement<br />Promotion<br />
  28. 28. Warehousing<br />
  29. 29. Warehousing<br />
  30. 30. Third-Party-Deal<br />
  31. 31. Third-Party-Deal<br />
  32. 32. Central Settlement<br />
  33. 33. Central Settlement<br />
  34. 34. Promotion<br />
  35. 35. Retail Business Processes<br />Warehousing Process<br />Third-Party-Deal Process<br />Promotion Process<br />Central Settlement Process<br />
  36. 36. Y-CIM-Model by SCHEER<br />
  37. 37. Organisational framework for data processing center<br />
  38. 38. Organisational framework for data processing center<br />
  39. 39. Reference design for organisational frameworks<br />Meise (2000)<br />
  40. 40. Reference design<br />Meise (2000)<br />
  41. 41. Market-oriented process identification<br />Meise (2000)<br />
  42. 42. Resource-oriented process identification<br />Meise (2000)<br />
  43. 43. Market- and resource-oriented process identification<br />Meise (2000)<br />
  44. 44. Core processes vs. supporting processes<br />Meise (2000)<br />
  45. 45. Coordination processes vs. supporting processes<br />Meise (2000)<br />
  46. 46. Example for a reference design<br />Meise (2000)<br />
  47. 47. Introductionto Business <br />Process Modelling<br />

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