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 provides an overview of management information systems (MIS). It defines key concepts such as data, information, and systems. It explains that an MIS is a system for collecting, processing, storing, and distributing data to managers within an organization. The main outputs of an MIS are scheduled reports, key indicator reports, demand reports, and exception reports. These help managers monitor performance and make decisions. Overall, the document serves as an introduction to MIS, covering essential elements like the relationship between data, information, and systems.
The BPM lifecycle consists of 6 phases: 1) Process identification to determine what processes can be automated. 2) Process discovery to create "as-is" process models. 3) Process analysis to identify issues and improvement opportunities. 4) Redesign processes to create improved "to-be" process designs. 5) Process implementation by systemically using BPM software or non-systemically. 6) Process monitoring and controlling on an ongoing basis to measure performance and make adjustments.
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.
A transaction processing system (TPS) collects, stores, modifies, and retrieves data about business transactions. It must pass the ACID test, ensuring atomicity, consistency, isolation, and durability of transactions. There are two types - batch processing, where data is collected and processed periodically, and real-time processing, where data is processed immediately. The transaction processing cycle involves data entry, processing transactions, maintaining databases, generating documents and reports, and allowing for inquiries. The overall purpose is to keep records of the organization, process transactions that affect those records, and produce reports.
The document provides an introduction to business process management (BPM). It defines BPM as both a management methodology and enabling technology. The goals of BPM include improving efficiency, compliance, agility, and visibility of business processes. Benefits include process improvement, increased business agility, and self-documenting processes. The document discusses the evolution of BPM technology and trends, including the emergence of BPMN standards and model-driven development. It also outlines how BPM relates to service-oriented architecture.
Fundamentals of business process management and BPMNGregor Polančič
The document provides an overview of fundamentals of business process management and BPMN (Business Process Model and Notation). It discusses key concepts including what a business process is, the business process lifecycle, and an introduction to BPMN for process modeling. The document covers the BPMN specification including elements for process and collaboration modeling, the BPMN meta-model and diagram interchange for exchanging BPMN diagrams.
This document discusses management information systems (MIS) and their role in organizations. It begins by defining MIS as a system that provides managers with information to help with decision making, planning, and control. It then discusses different types of information systems at various levels, including operational, knowledge, management, and strategic levels. Transaction processing systems, management information systems, decision support systems, and executive information systems are described. The document also discusses digital firms and how they leverage various applications and technologies to digitally enable core business functions.
Are you looking for a way to efficiently and successfully achieve your corporate goals? Business Process Management can help you do exactly that! It handles the identification, design, control, and optimization of your business processes, allowing you to quickly, transparently, and purposefully implement your corporate strategy.
This document discusses various techniques for business process modeling, including flow charts, Gantt charts, PERT diagrams, data flow diagrams, control flow diagrams, functional flow block diagrams, Petri nets, IDEF, UML, BPMN, XPDL, Wf-XML, and BPEL. It provides brief descriptions of each technique and notes their purposes and applications in business process modeling and systems development.
This document discusses various concepts related to business process modeling including:
- The main components of a business process model including activities, actors, events, flow, and gateways.
- Examples of a leave management process model with activities like completing an application, validating, and deciding.
- Purposes of process models including business process reengineering, quality management, and IT initiatives.
A simple guide to learn what BPM is, why it’s important and how you can use it to help your organization.
For more information: info@boc-group.com
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This document discusses how information systems can provide strategic advantages for businesses. It outlines different competitive strategies like cost leadership, differentiation, innovation, and growth. It also explains the strategic role of information systems in developing products and services that give competitive advantages. Finally, it describes how information systems can be used in business to improve operations, promote innovation, lock in customers and suppliers, create switching costs, and raise barriers to entry.
Introduction to Business Process Analysis and RedesignMarlon Dumas
Special course on business process analysis and design delivered at University of Granada on 23-24 January 2014. The course covers qualitative and quantitative process analysis techniques and redesign heuristics. Based on the textbook Fundamentals of Business Process Management by Dumas et al.
Framework for a business process management competency centreMartin Moore
This framework directs thought to how business process management can be introduced successfully. It uses a maturity model to illustrate how involved the steps can be in this intervention. What it does not cover is the technical effort such as BPM notation and software requirements.
Operations management involves planning, scheduling, and controlling activities that transform inputs like raw materials, capital, and labor into higher-value outputs like products and services. Key decision areas include quality management, product/process design, location/layout strategies, human resources, supply chain management, inventory management, scheduling, and maintenance. Operations management aims to maximize efficiency and productivity through techniques like lean manufacturing, total quality management, and continuous improvement processes.
The document provides an overview of business intelligence (BI), including definitions, objectives, components, history, needs/benefits, features, uses, and examples. Some key points:
- BI is an umbrella term for architectures, tools, databases, and methods to improve business decision-making through analysis of facts and data-driven systems.
- The goal of BI is to transform raw data into meaningful and useful information through analytics that provides insights and knowledge for impactful decisions.
- Major BI components include data warehousing, extraction/transformation/loading tools, data marts, metrics/key performance indicators, dashboards, and online analytical processing reporting.
- BI has evolved from static reporting systems in
The document discusses business process modeling and design. It covers BPM standards like BPMN and BPEL, integrating business intelligence and rules into processes, and common BPM design patterns and principles. These include automating manual steps, providing self-service capabilities, and separating interactive from automated tasks. The document advises starting small and simple, letting business users drive design, and focusing on visibility, analytics and adapting processes over time.
This document discusses Enterprise Resource Planning (ERP) software. It provides an overview of ERP functions such as finance, human resources, manufacturing, inventory, sales, and supply chain management. The document then describes the benefits of ERP systems, including tangible benefits like reduced costs and inventory as well as intangible benefits like increased flexibility and standardization. Finally, the document introduces the Aesthetic Tech ERP system and its key features and modules.
This presentation covers topic like Information Definition
Meaning of Information System
2.1 Component of Information System
2.2 Functional elements of Information System
2.3 Types of Information System
2.4 Application of Information System
2.5 Recognizing Information System
3. Information System and Society
3.1Information Society
3.2 Types of Information Society
4. Information System and Organization
4.1 ERP Information System in Organization
4.2Information System for a Business Organization.
5. Constraint and Limitation of Information System
The document discusses Enterprise Resource Planning (ERP) systems. ERP systems integrate various business functions like manufacturing, sales, inventory, accounting etc into a single system. The document outlines the evolution of ERP from earlier software packages, describes the components and benefits of ERP systems like improved efficiency and information integration. It also discusses challenges in ERP implementation like costs, timelines and resistance to change.
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.
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.
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.
This slide show incorporates the following topics: Business Process: Terminology ,Business Process: Management, Business Process: Development , Business Process: Re-Engineering , Strategic Process Analysis , Managing Business Process & Managerial issues in Process Management.
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.
: 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.
BPM or Business Process Management is a holistic management approach that aligns business processes with customer wants and needs to improve business effectiveness and efficiency. It aims to continuously improve processes through a process optimization process. BPM sees processes as strategic assets that must be understood, managed, and improved to deliver value. It offers an integrated approach to organizational change that is both human and technological.
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 .
BPA, BPI, BPM ... We’ve rounded up some of the most-often-used words, phrases and acronyms in the business process outsourcing industry and put them together in a BPO Glossary.
BUSINESS PROCESS REENGINNERING MODULE 4POOJA UDAYAN
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.
IN THIS SUMMARY
Most aspects of business equate to a process. However, those processes are frequently not as efficient or effective as they could be. Business process improvement or BPI can help companies demonstrate greater customer responsiveness, increase employee productivity, and become more competitive in the market. In The Power of Business Process Improvement, Susan Page describes a ten step approach to BPI that is pragmatic and focused on ease of use. To alert management about improved business processes, the author also recommends developing an executive summary document with six sections: project focus, goals, summary, key findings, deliverables, and appendix.
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http://www.bizsum.com/summaries/power-business-process-improvement
Business Performance Management Assessment ToolsRachel Phillips
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.
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.
PPT contain the study of the business process management of IT industry , It mainly deals with the customer and billing system . To avoid the time of serving the customer
This document defines and discusses several key management concepts including balance scorecard, benchmarking, BPO, BPR, ERP, CMM, supply chain management, and performance management. It provides definitions and objectives for each concept, discussing how they are used to improve business processes, integrate systems, measure performance, and enhance customer satisfaction and competitiveness.
Real-Time Monitoring and Analyzing Business Process Performanceresearchinventy
This document discusses real-time monitoring and analysis of business process performance using Business Activity Monitoring (BAM). It proposes a BAM design framework and prototype implementation to demonstrate real-time monitoring. BAM provides key performance indicators (KPIs) and real-time data on processes, operations, and transactions. The document describes using BAM for real-time task and process monitoring through various charts and graphs tracking work in progress, load, and timeliness. It presents a case study of a BPM accounts payable system monitored using BAM and concludes that BAM enables dependency analysis to identify factors influencing business process performance.
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.
ABC is a costing system where indirect costs are assigned to products and services. The system establishes a relationship between overhead costs and production activities by allocating overhead costs to them with high precision. As a result, overhead costs are allocated more accurately based on their relevant activity levels. The system has eliminated the defects of the traditional/absorption costing system. ABC is used both as a planning tool and as a controlling instrument after the production is finished. ABC provides the basis for pricing decisions, inventory valuation, profitability analysis and overhead allocation. The system can effectively be used for both products and services.
Corporate Social Responsibility (CSR) is about how companies manage their business processes to produce an overall positive impact on society. It covers sustainability, social impact and ethics on business interests and objectives. This presentation also gives a balancing view of the commercial interests of businesses and social & environmental obligations of a business enterprise.
The ISO 26000 standard defines CSR as:
an organization's responsibility for the impacts of its decisions and activities on society and the environment, through transparent and ethical behavior that:
- contributes to Sustainable Development, including health and the welfare of society;
- takes into account the expectations of stakeholders;
- is in compliance with applicable law and consistent with international norms of behavior;
- and is integrated throughout the organization and implemented in its relations.
The 6 core subjects listed by ISO 26000 are:
1. Human rights
2. Labor practices
3. The environment
4. Fair operating practices
5. Consumer issues
6. Community involvement and development
The presentation covers all aspects of CSR and provide adequate guidance on the principles and practices of CSR.
Value Analysis (VA) is a tool (technique or method) that is used for improving the value of a product or a process of understanding its constituent components and their associated costs. It aims at finding improvements to the components by reducing their cost and increasing the value of the functions of a product or a service.
A critical advantage to using a VA is its potential for reducing costs, which is a benefit that permeates all advantages of the system.
A VA breaks-down a product or service into components, it enables you to analyze each component on its own, evaluating its features and functions in detail efficiency and effectiveness.
Microfinancing is a type of banking service provided to unemployed or low-income individuals or groups who otherwise would have no other access to financial services. The objective is uplifting the economic activity at the lowest strata of the population. The generation of economic activity would alleviate poverty through the creation of income and employment opportunities.
A VAT audit is the FTA’s assessment of a company about its responsibility as a taxable person. The audit ensures that a company has fully captured the input and output tax on its all vatable transactions. This audit is conducted to ensure that the tax liability is calculated correctly and paid in full within the stipulated timeframe. The FTA also assesses a company whether they are fulfilling all responsibilities that apply to its business as per the VAT law.
The FTA can conduct the audit within 5 years for any business, but in some circumstances, the FTA has the right to extend the time frame for the audit and record-keeping.
VAT Evasion or Fraud: Penalties & Precautions (The UAE Perspective)Ahmad Tariq Bhatti
Tax evasion or fraud refers to a case where a taxable person intentionally defrauds to pay less tax or no tax to the FTA that is lawfully due to him. With tax evasion, the taxpayer intentionally and deliberately misrepresents the tax liability to avoid paying higher taxes to the government. The government loses money as a result of this act. Therefore, the law imposes severe penalties to such taxable persons. The tax fraud necessarily includes an intention to not pay the tax. The FTA has to prove through fraud examination tests or techniques that the person held for tax evasion or fraud has been intentionally involved in this act.fraud
Life-cycle costing is a system that provides an estimate of all the costs and revenues attributable to a cost object (product, service, project or asset) from its development to its discarding or dis-lodging or discontinuing or removing or abandonment from the market.
Life-cycle costing can be applied to products, services, projects, or assets over the entire life-cycle in the market. The objective of life-cycle costing is to maximize returns over the entire life of a product, service, project or asset by minimizing costs and maximizing revenues through the application of planning, management, and controlling techniques.
Budgeting — A Framework for the Budgetary Controls SystemAhmad Tariq Bhatti
A budget is a formal statement of estimated income and expenses based on future plans and objectives. In other words, a budget is a document that management makes to estimate the revenues and expenses for an upcoming period based on their goals for the business.
A budget is basically a financial plan for a given period, normally a year. It greatly enhances the success of business undertaking.
Corporate budgets are essential for operating at cost efficiency. Aside from earmarking resources, a budget can also be helpful in setting goals, measuring outcomes and planning for contingencies.
This is a pictorial depiction of the life in Lahore during the British rule in the subcontinent. This was a time where the camera came into this region. The life and time were captured by many people during this era. We collected some of those pictures and presented them here for you. This presentation will go a long way in understanding the plight of common people especially the people who were living in the city of Lahore and its suburbs.
There is a saying, a picture is worth a thousand words. It is also believed, we are a reflection of the people who lived before us and the people coming after us will be a reflection of ours. It is also said, seeing is believing. These proverbs will come to your mind again and again while seeing this photo album.
The earliest picture starts in 1859 and the last one is around 1950, in this way more than 90 years have been covered. The photos are arranged in chronological order. We have rejected scores of photos only because the references were not available or were doubtful enough to be taken here.
We exercised due care and diligence in reporting the year of the photos, however, any mistake in writing the year of a photo is inadvertently mine, therefore, it should be excused. Any correction suggested by the viewers will be noted for the next editions.
This document contains a collection of photographs from Lahore, Pakistan taken between 1863 and 1947. The photographs depict important landmarks and sites around Lahore such as the tomb of Maharaja Ranjit Singh from 1863, the Punjab Public Library from 1870, the tomb of Anarkali from 1870, the Badshahi Mosque from 1870, Chauburji from 1880, the entrance to Lahore City from 1886, the Anglican Cathedral Church from 1900, and scenes of everyday life like a busy Anarkali Bazaar and people at the Lahore Railway Station. In total, the document displays over 20 black and white photographs that chronicle the history and development of Lahore over nearly a century.
Internal Control Questionnaires for Construction CompaniesAhmad Tariq Bhatti
Risk assessment and plugging them is key to the success of business processes. Construction companies are exposed to many kinds of risks. Correct identification of these risks is necessary for the management of such risks. We have prepared these risk assessment questionnaires from the perspective of construction companies. The coverage of issues is adequate. Hopefully, these questionnaires will be helpful in plugging key risks and drive successful business operations of construction companies. We welcome comments for improvements. Thank you.
Employee Assessment and Evaluation for Continuation of ServiceAhmad Tariq Bhatti
This document discusses a model for employee assessment and decision making that considers both trust and performance. It explains that most companies evaluate employees regularly, often annually, based on these two key parameters. The model helps determine the proper balance of trust and performance when assessing employees. Trust is equally important as performance because breaches of trust can lead to major organizational failures. The document advises gauging an employee's past record with the company to evaluate their trustworthiness based on any previous breaches of trust, regardless of size. It presents a grid to show the four combinations of high/low trust and performance, noting that high performance and high trust is ideal for hiring, while low performance and low trust means to not hire.
The document provides an audit checklist for internal controls related to business planning, management, and financial reporting for an organization. It covers controls for areas such as mission and goal setting, budgeting, cash receipts, payroll, purchasing, fixed assets, and information systems. The checklist contains over 300 questions to evaluate whether appropriate controls are in place and operating effectively.
The Lahore Fort has a history spanning over 3,000 years. While much of its early history is unknown, it is believed the first fort on the site was built in the early 11th century. The existing fort structure was built during the reign of Mughal emperor Akbar from 1566-1605. It contains palaces and halls built by successive Mughal emperors, including the ornate Shish Mahal known for its glasswork and mirrors. The fort was expanded and renovated under later Mughal rulers as well as the Sikh Maharaja Ranjit Singh, and underwent modifications during British rule when buildings were converted for military use.
Dengue or break-bone fever is a mosquito-borne disease that is caused by the biting of Dengue infected mosquito. Symptoms typically begin three to fourteen days after infection. This may include a high fever, headache, vomiting, muscle and joint pains, and a characteristic skin rash.
A customer-centric costing system that bases all cost workings for a product from its market price. The purpose is to reduce cost of a product as low as possible to arrive at a price that would be either equal to or less than that of competitors’ product while delivering the same functionality.
Musandam is a tourist site in the United Arab Emirates known for activities like diving, fishing, snorkeling, dolphin watching, and camping. It has been an important trade route between the Middle East and Africa for thousands of years. Archaeological evidence shows human presence in the region as early as the 4th century AD. The castle in Khasab was originally constructed by the Portuguese in the 17th century to control the Strait of Hormuz, though an earlier fort had occupied the same site. Oman gained independence from the Portuguese in 1650 and the castle was renovated for military use. It now operates as a regional museum documenting the natural environment and history of Musandam.
Capital Budgeting is about how one should evaluate the financing options based on the superior financial performance through mathematical techniques. These techniques have been discussed in the presentation in detail.
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3. Key Concepts
Business Process Management
Business Process Management (BPM) is a systematic approach that is used to
make an organization's workflow effective, efficient and responsive to
changing environment.
Purpose of BPM
To reduce human error and avoid miscommunication. Link operational
processes to corporate strategies. Measure performance indicators from
processes for evaluation of business success.
Business Process Model
A Business Process Model (BPMd) typically consists of workflow diagrams,
descriptions, inputs and outputs, KPIs and data that provide both overview and
detailed information about an organization’s business processes.
3
4. Key Concepts
4
Utility of Business Process Model
It helps to measure requirements of a process and eliminates the risk of
losing value through inefficient or inappropriate activities.
BPM Software
Software that allows users to create BPM diagrams and integrate process
content with critical business entities (departments, resources, etc.) Please
refer to Appendix A for more details about BPM soft-wares.
Business Process Re-engineering (BPR)
The realignment of business process strategies through the use of an analytic
tool and an intense consultation process. BPR is an off-shoot of BPM
implementation that involves a great deal of risk due to change
management.
5. Key Concepts
5
Business Process Design (BPD)
BPD is the systematic working by which an organization understands, defines and
documents the business activities that enable it to function efficiently, effectively
and economically.
Business Process Model (BPMd)
Illustrated description of business processes, usually created with flow diagrams.
The model contains the relationship between activities, processes, sub-processes and
information, as well as roles, the organization and resources. It is also termed as
Business Process Mapping.
Workflow Simulation & Analysis
An executable specification of a workflow that is used to simulate the behavior of
the workflow under different circumstances. This application is a typical example of
decision support in matters as BPR and operational control. Various qualitative and
quantitative analytical methods have been developed to assess the effectiveness of
existing or new workflows.
6. Important Terms
6
Process
Sequence of interdependent and interlinked activities which, at every stage, consume one or
more resources (employee time, energy, machines, money) to convert inputs
(data, material, parts, etc.) into outputs.
Sub-process
A sub-process is a compound activity that is included within a task (process). Each task may
have its own sub-processes. Each sub-process can also contain other sub-processes.
Activities
Activities are the lowest-level process steps in modeling software where actual work is
performed. Activities cannot be broken down into further steps.
Process Owner
The person (Resource) responsible for the process.
Key Performance Indicators (KPIs)
KPIs are descriptive time, cost or quality indicators used to capture the performance of a
process.
7. Important Terms
7
Job Description or Roles
Roles represent specific skill sets, responsibilities or positions in a business
environment. Roles allow the modeler to define criteria required for performing the
activity, rather than the specific individuals who will perform the activity.
Scope of a Process
It describes the boundaries of a process and includes start and end points, the
context in which the process is performed and elements excluded from that context.
Workflow Diagram
It refers to a simple form of flowchart depicting the flow of tasks or actions from
one person or group to another. It typically consists of a set of symbols
representing actions or individuals connected by arrows indicating the flow from
one to another.
8. Benefits of BPM
8
1. Improves process quality, reliability and output.
2. Helps for continuous process improvement that provides foundations for BPR.
3. Maximizes process visibility that helps in reducing costs.
4. Improves strategic decision-making by providing correct information at correct
time. It provides end-to-end performance visibility and optimization of
resources.
5. Improves operational efficiency that results in the avoidance of wastage and
loss of company resources.
6. Consistent execution reduces process cycle time.
7. Improves customer satisfaction by delivering better and enhanced value.
8. Promotes organizational flexibility and business agility.
9. Promotes communication and collaboration between departments.
10. Helps in standardization of procedures.
11. Helps in measuring KPIs and thus improves accountability.
12. Promotes safe working conditions that protect company resources.
13. Defines roles and responsibilities that increases employee efficiency and
satisfaction.
14. Simplifies regulatory compliance.
12. 1. Designing
12
BPD is the systematic working by which an organization understands, defines and
documents the business activities that enable it to function efficiently, effectively and
economically.
The purpose of BPD is to ensure that processes are optimized, effective, meet
customer requirements, support and sustain organizational development and growth.
Designing a process that improves corporate performance is a challenging task that
requires multi-disciplinary expertise and a plethora of inputs (for instance,
organizational strategies, goals, constraints, human and technical capabilities, etc.).
The most common requirements of a BPD are:
Customer and supply chain management
Operational performance improvement
Business process integration and automation
Cost reduction
New business opportunities.
13. 2. Modeling
13
The output of a BPD project is a streamlined, comprehensive, easy-to-use
model of the ways in which a business delivers output to its customers. One of
the key purposes of process modeling is to provide a “process view” of the
business.
BPMd typically consists of a set of diagrams, textual descriptions and data
elements that provide both overview and detailed information about the
business processes in a format that is easily understood by everyone.
The key components of a typical BPMd are as given below:
The set of processes and activities that take place within an organization
A written description of each process or activity or task
Workflow diagrams
Inputs & outputs
KPIs
14. 3. Executing
14
It refers to automating processes by using
BPM application software that executes the required steps
of a process. BPM soft-wares are either purchased or
developed to fit to the requirements of a company. Please
refer to Appendix A for BPM soft-wares.
15. 4. Monitoring
15
Monitoring refers to tracking of individual processes, so that
information about them can be checked.
An example of the tracking is being able to determine the stage of a
customer order (e.g. order arrived, awaiting delivery, invoice paid) so
that problems in its operation can be identified and corrected.
The degree of monitoring depends on what information a business
requires to evaluate and analyze and how that business needs it to be
monitored, in real-time, near real-time or ad-hoc. Here, business
activity monitoring extends and expands the monitoring tools
generally provided by Business Process Management Suites
(BPMS).
16. 5. Optimizing
16
Refers to retrieving process performance information from
monitoring phase, identifying the potential or
actual problems, recognizing the opportunities for cost
cuttings or further improvements and then, applying those
enhancements in the design of the process. In more specific
terms, optimizing may include the following activities:
Improve processes and performance by reducing inefficiencies
identified during monitoring.
Simulate these changes using “what-if” simulation.
Determine which changes will deliver the maximum improvement.
Build the processes on firm footing.
22. Brief Background
22
Hammer and Champy (1990s) felt that the design of workflow in most
large companies was based on facts about
technology, people, practices, and organizational goals that were no longer
applicable.
They suggested seven principles of re-engineering to streamline the work
process and, thereby, achieve significant levels of improvement in
quality, time management, and cost:
1. Organize around outcomes, not tasks.
2. Identify all the processes in an organization and prioritize them in order of
redesign urgency.
3. Integrate information processing work into the real work that produces the
information.
4. Treat geographically dispersed resources as though they were centralized.
5. Link parallel activities in the workflow instead of just integrating their results.
6. Put the decision point where the work is performed, and build control into the
process.
7. Capture information once and at the source.
23. Methodology
23
BPR involves the redesign of business processes to achieve improvements in
productivity, cycle time, quality and cost.
BPR review starts with the description of existing business processes to
deliver more value to the customers.
BPR typically adopts a new value system that places emphasis on customer
needs. They remove unnecessary organizational layers and eliminate
unproductive activities in two key areas.
First, BPR redesigns functional organizations into cross-functional teams.
Second, BPR uses technology to improve data dissemination and decision
making process.
24. Case Study -- Taco Bell
24
Taco Bell (founded in 1962, California) created K-Minus Program
(Kitchen-less Restaurant) based on the fact that they are a retail service
company, not a manufacturing company. In the new process, meat, beans,
corn shells, lettuce, tomatoes and cheese for their products are prepared
outside of the restaurants in central commissaries. At Taco Bell
restaurants, the food ingredients are prepared when ordered for customer
consumption. Taco Bell has produced the following results: greater quality
control, better employee morale, fewer employee accidents and injuries, big
savings and more time to focus on the customer satisfaction. Currently,
they are redefining how to deliver their food services, by taking their food
service to public gathering places such as dining centers, schools,
universities, airports, and stadia. Taco Bell has progressed from a $. 500
million regional company in 1982 to a $. 1.9 billion in 2009 a national
company. (Hammer & Champy 1993, pg. 178-179)
25. Abbreviations
25
#
Abbreviation
s
Complete Term
1 IT Information Technology
2 BPD Business Process Design
3 BPM Business Process Management
4 BPMd Business Process Model
5 BPMS Business Process Management Suites
6 KPIs Key Performance Indicators
26. Appendix A: List of BPM soft-wares
26
# BPM Software Website
1 Accu Process Modeler http://www.accuprocess.com
2 RunMyJobs http://www.runmyjobs.com
3 BPMS http://www.sydle.com
4 BPM from IBM http://www-142.ibm.com
5 ProcessMaker http://www.processmaker.com
6 Appian BPM Suite http://www.appian.com
7 webMethods BPMS http://www.softwareag.com
8 Ultimus BPM & Workflow Solution
Software
http://www.ultimus.com
9 Progress® Savvion®, http://www.progress.com
10 Sequence KineticsTM BPM Software http://www.pnmsoft.com/
11 Oracle Business Process Management
Suite
http://www.oracle.com/us/technologies/bp
m
12 Skelta BPM & Workflow Software http://www.skelta.com
13 SharePoint 2010 https://www.microsoft.com
27. Appendix B: Books on BPM
27
# Title of Book Publisher
1 B u s i n e s s P r o c e s s M a n a g e m e n t Springler
2 B u s i n e s s P r o c e s s M a n a g e m e n t
B P M 1 0 0 S u c c e s s S e c r e t s
Emereo Pty Ltd
3 D e l i v e r i n g t h e V a l u e o f B P M Accenture
4 H a n d b o o k o n B P M 2 Springler
5 B P M : P r a c t i c a l G u i d e l i n e s f o r
S u c c e s s f u l I m p l e m e n t a t i o n
BH
6 B u s i n e s s P r o c e s s M a n a g e m e n t
D e m y s t i fi e d : A T u t o r i a l o n
M o d e l s
Edenhoven University
of Technology