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    BPM

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    arunsawaiyan
    The document describes a graduate student admission process and discusses it from the perspectives of different actors. It identifies the key actors as the admission officer, applicant, academics and committees. The applicant is identified as the customer. The process delivers value to the applicant by assessing their application and making an acceptance or rejection decision. The possible outcomes are the applicant being rejected for various reasons or being accepted. From the customer's perspective, issues with the process could include long execution times, inconvenient document gathering and submission, and lost or mishandled applications. The document also discusses how classification criteria like product type, service type and customer type are related for a bank. Finally, it identifies potential drivers for an investment firm to have many processes such as serving

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    BPM

    Uploaded by

    arunsawaiyan
    147 views3 pages
    The document describes a graduate student admission process and discusses it from the perspectives of different actors. It identifies the key actors as the admission officer, applicant, academics and committees. The applicant is identified as the customer. The process delivers value to the applicant by assessing their application and making an acceptance or rejection decision. The possible outcomes are the applicant being rejected for various reasons or being accepted. From the customer's perspective, issues with the process could include long execution times, inconvenient document gathering and submission, and lost or mishandled applications. The document also discusses how classification criteria like product type, service type and customer type are related for a bank. Finally, it identifies potential drivers for an investment firm to have many processes such as serving

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    Bpm

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    The document describes a graduate student admission process and discusses it from the perspectives of different actors. It identifies the key actors as the admission officer, applicant, academics and committees. The applicant is identified as the customer. The process delivers value to the applicant by assessing their application and making an acceptance or rejection decision. The possible outcomes are the applicant being rejected for various reasons or being accepted. From the customer's perspective, issues with the process could include long execution times, inconvenient document gathering and submission, and lost or mishandled applications. The document also discusses how classification criteria like product type, service type and customer type are related for a bank. Finally, it identifies potential drivers for an investment firm to have many processes such as serving

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    147 views3 pages

    BPM

    Uploaded by

    arunsawaiyan
    The document describes a graduate student admission process and discusses it from the perspectives of different actors. It identifies the key actors as the admission officer, applicant, academics and committees. The applicant is identified as the customer. The process delivers value to the applicant by assessing their application and making an acceptance or rejection decision. The possible outcomes are the applicant being rejected for various reasons or being accepted. From the customer's perspective, issues with the process could include long execution times, inconvenient document gathering and submission, and lost or mishandled applications. The document also discusses how classification criteria like product type, service type and customer type are related for a bank. Finally, it identifies potential drivers for an investment firm to have many processes such as serving

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    of 3

    CHAPTER 1

    Q.1) Consider the following process for admission of graduate students at a university.
    With respect to the above process, consider the following questions: (page 4-5)
    a) Who are the actors in this process?
    Ans. Admission officer, applicant, academic, academic recognition agency and academic
    committee. The admissions office as an organizational unit can also be recognized as a separate
    actor.
    b) Which actors can be considered to be the customer (or customers) in this process?
    Ans. The applicant.
    c) What value does the process deliver to its customer?
    Ans. Value deliver to its applicant is
     Assessment of application
     Subsequent decision to accept or reject
    In this case , the process delivers value both if the applicant is accepted or rejected, provided
    that the application is processed in due order . Another viewpoint would be to say that the
    process only gives value to applicant only if the applicant is accepted, and not gives value if
    applicant is rejected. Argument can be put forward in favour of either of these two viewpoints.

    d) What are the possible outcomes of this process?


    Ans. Possible outcomes of the process are as follows
     Applicant rejected due to incomplete documents
     Applicant rejected due to English language test results.
     Applicant rejected due to academic committee decision.
     Applicant rejected due to assessment of academic recognition agency.
     Or Applicant accepted.
     Other analysis would take other possible outcomes such as application withdrawn by
    applicant or applicant conditionally accepted subject to providing additional
    documents.

    2 ) Consider again the student admission process described in question no 1 . Taking the
    perspective of the customer, think of at least two issues that the process might have.
    (page no 19)
    ANS.
     Long execution times.
     Inconvenience of gathering and submitting all required documents.
     Mishandled applications due to handovers of paper documents between
    process participants.

    CHAPTER 2

    1) Consider the case of a bank and the classification criteria product type, service type,
    channel, and customer type. In how far are these criteria related to each other?
    Ans. Many banks distinguish different type of customers, and use this distinction for defining
    product and services types for them as much as channels. For instance, a retail bank customer
    is typically characterized by a low to average income who requires transaction services and
    products for building up wealth. Often banks try to serve these customers via standardized
    channels like telephone and internet in order to limit transaction costs. On the other hand,
    private customer are typically have high income. Banks invest much more into personal advice
    and consulting of these customers and in offering individual packages of products and services.
    Such strategic consideration as of those a bank have different classification criteria are often
    correlated.

    2) Discuss in how far order management might be sequentially related to booking, billing,
    shipment and delivery.

    Ans. Order management is not sequentially related to any of these. Booking, billing, shipment
    and delivery are all sub-processes of order management. So it is difficult to indicate that all
    these sub processes follow up on order management, rather they are subsumed by the process.
    3) What are the potential drivers for the described investment firm to identify a large
    number of processes?
    Ans. The description of the investment firm points at large financial holdings, which may be
    related to the employment of many different products (investment instruments) for many
    different customers, both private and institutional. Both of these dimensions, products and
    customers, may drive the firm to identify different processes that cater for these. In addition,
    the description of the firm also mentions accountability for many financial organizations, there
    are strict requirement on how they must manage and disclose their operations, as imposed on
    them by regulatory agencies. This too may be a driver for identification of many different
    processes.

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