Upload
emagine-group
View
1.246
Download
1
Tags:
Embed Size (px)
DESCRIPTION
Lecture on business processes
Citation preview
IntroductiontoBusinessProcesses–PartII
LearningHowtoDevelop,Manage&ImproveBusinessProcesses
BusinessProcessManagementOverview
BusinessProcessManagementScope
TheHierarchyofBusinessProcesses
Business
BusinessProcess
BusinessProcessManagement
Implements&Uses
ManagedUsing
TheHierarchyofBusinessProcess Business
Referstoindividuals,interactingtogethertoperformasetofactivitiestodelivervaluetocustomersandareturnoninvestmenttothestakeholders
BusinessProcess Processisadefinedsetofactivitiesorbehaviorsperformedby
humansormachinestoachieveonormoregoal Triggeredbyspecificeventsandhaveoneormoreoutcomethat
mayresultintheterminationoftheprocessorahandofftoanotherprocess
Composedofacollectionofinterrelatedtasksoractivitieswhichsolveaparticularissue
End‐to‐endworkwhichdeliversvaluetocustomers–end‐to‐endinvolvescrossinganyfunctionalboundaries
TheHierarchyofBusinessProcess BusinessProcessManagement
Disciplinedapproachtoidentify,design,execute,document,measure,monitorandcontrolbothautomatedandnon‐automatedbusinessprocessestoachieveconsistent,targetedresultsalignedwithanorganization’sstrategicgoals
Involvesthedeliberate,collaborativeandincreasinglytechnology‐aideddefinition,improvement,innovationandmanagementofend‐to‐endbusinessprocessesthatdrivebusinessresults,createvalueandenableanorganizationtomeetitsbusinessobjectiveswithmoreagility
Enablesanenterprisetoalignitsbusinessprocessestoitsbusinessstrategy,leadingtoeffectiveoverallcompanyperformancethroughimprovementsofspecificworkactivitieseitherwithinaspecificdepartment,acrosstheenterpriseorbetweenorganizations
BPMCoreConceptsManagement
Discipline&ASetofEnablingTechnologies
AddressesEnd‐to‐EndWork
Continuous,OngoingSetofProcesses
FocusedonManagingEnd‐to‐EndProcesses
IncludestheModeling,Analysis,
DesignandMeasurementof
Processes
RequiresASignificantOrganizationalCommitment
TechnologyEnabled
BPMCoreConcepts BPMisamanagementdisciplineandasetofenablingtechnologies BPMaddressesend‐to‐endworkanddistinguishesbetweenasetof
sub‐processes,tasks,activitiesandfunctions BPMisacontinuous,ongoingsetofprocessesfocusedon
managinganorganization’send‐to‐endprocesses BPMincludesmodeling,analysis,designandmeasurementofan
organization’sbusinessprocesses BPMrequiresasignificantorganizationalcommitment,often
introducingnewroles,responsibilitiesandstructurestotraditionalfunctionallyorientedorganizations
BPMistechnologyenabledwithtoolsforvisualmodeling,simulation,automation,integration,controlandmonitoringofbusinessprocessesandtheinformationsystemswhichsupporttheseprocesses
ManagementDiscipline&EnablingTechnologies IncorrectuseofthetermBPM
SoftwarecompaniesoftenrefertoBPMtodescribethecapabilitiesofaparticularproductortechnology
Practitioners,managementconsultantsandacademicstypicallydiscusstheprocessandmanagementdisciplineofBPM
BPMisamanagementdisciplineandprocessformanaginganorganization’sbusinessprocesses Enablingtechnologyismeaninglesswithoutthemanagement
disciplinesandprocessesforexploitingthetechnology
BPMinvolvesmanagingtheend‐to‐endworkorganizationsperformtocreatevaluefortheircustomers Performanceofthisworkisessentiallyhoworganizationsfulfilltheir
mission
ManagementDiscipline&EnablingTechnologies
Vendorshavecreatedapplicationsuiteswhichhelpenableorganizationstobettermanagetheirbusinessprocesses Toolstovisuallydesignandmodelbusinessprocesses Simulateandtestbusinessprocesses,automate,controlandmeasurebusinessprocesses
Providefeedbackandreportingonprocessperformance Somevendorshavecombinedtheseintointegratedbusinessprocessmanagementsuites
ManagementDiscipline&EnablingTechnologies Mostlargeorganizationshaveasignificantinvestmentintoanumberoflegacysystems Designedtosupportspecificfunctions Inordertomanagetheend‐to‐endworkinvolvedinbusiness
processes,aBPMSmustbeabletointegratewithlegacysystemsinordertocontrolwork,getinformationormeasureperformance
CommonframeworkforhowthesetechnologiesaredeployedismostoftenreferredtoasaServiceOrientedArchitecture(SOA)
Standardizingonaspecificsetofopentechnologiescommonlyreferredtoaswebservices
ByleveragingwebservicesinaSOA,organizationscanbuildandmanageend‐to‐endbusinessprocessesacrossorganizationalsilosandtheirlegacysystems
AddressesEnd‐to‐EndWork Processvs.Function
Businessfunctionsaretypicallydefinedbyagroupofactivitiesrelatedbyaparticularskillorgoalsuchassales,financeormanufacturing
Functionsfocusontheseindividualtaskswhilebusinessprocessesfocusontheend‐to‐endworkacrossfunctionalboundariestodelivercustomervalue
Functionsareongoingwherebusinessprocesseshavedefinedinputsandoutputs
Businessprocessesfocusonend‐to‐endtransactionsthatdelivervalue
OngoingManagementofProcesses BPIvs.BPM
BPI–BusinessProcessImprovement OneTimeExercisetoFixorDesignAProcess
BPM–BusinessProcessManagement Ongoingandcontinuous
Don’tgetthesetermsconfusedasmanyconsultantsdo
OngoingManagementofProcesses BPMinvolvesapermanentongoingorganizationalcommitmenttomanagingtheorganization’sprocesses
Includes Modeling Analysis ProcessDesign PerformanceMeasurement Processtransformation Continuousfeedbacklooptoensuretheorganization’sbusinessprocessesarealignedtoitsstrategyandperformingtoexpectations
Modeling,Analysis,Design&Measurement PracticeofBPMrequiresthemeasurementandsupervisionof
processperformance Settingprocessperformancegoals Measuringactualperformance Reviewingtheeffectivenessofbusinessprocesses Providinginformation,insightandfeedbacktootherprimaryactivities
suchasprocessanalysis,designandtransformation
Defineandmeasurebusinessprocessperformanceacrosstwoprimarydimensions Extenttowhichprocessgoalsareattained Efficiencyandeffectivenessofprocessactivities
Gatherinformationatkeypointsintheprocesstosupportdecisions Cost Timetocompletionoftasks
OrganizationalCommitment PracticeofBPMrequiresasignificantorganizationalcommitment
Managementofend‐to‐endbusinessprocesscrossesorganizationalboundaries
Newroles&responsibilitiesareintroducedsuchasprocessowners,designersandarchitects
Individualresponsibleforend‐to‐endprocessdesignmustinteractwithtraditionalfunctionallybasedmanagers
Newgovernancestructuresneedtobeintroducedwhichmaychangethewayorganizationsmakedecisionsandallocateresources
OrganizationalCommitment
“Horizontal”cross‐functional
processesExternallyFocused
LinkOperationalProcesses
CrossOrganizationBoundaries
“Vertical”OperationalProcesses–InternallyFocused
OrganizationalCommitment Withoutorganizationalcommitment,thepracticeandbenefitsofBPMisunlikelytomaturewithinanorganization
Withoutsupportingleadership,values,beliefsandculture,BPMisunlikelytosuccessfullytakeholdwithinanorganization