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Reflections on Business Process Management in a Business School. Professor Colin Armistead Bournemouth University Business School. EFQM Excellence Model. ENABLERS. RESULTS. Processes. People Results. Key Perfor-mance Results. Leadership. People. Policy & Strategy. Customer Results. - PowerPoint PPT Presentation
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Not to be reproduced without permission from the Business School at Bournemouth University
Reflections on Business Process Management in a Business
SchoolProfessor Colin Armistead
Bournemouth University Business School
Not to be reproduced without permission from the Business School at Bournemouth University
EFQM Excellence Model
Leadership
People
Policy &Strategy
Partner-ships& Resources
Processes
People Results
Customer Results
Society Results
KeyPerfor-manceResults
ENABLERS RESULTS
INNOVATION AND LEARNING
CA-HO-70
Not to be reproduced without permission from the Business School at Bournemouth University
Fundamental Concepts• Results orientation• Customer focus• Leadership and constancy of purpose• Management by process and facts• People development and involvement• Continuous learning, innovation and improvement• Partnership development• Public responsibility
Not to be reproduced without permission from the Business School at Bournemouth University
Process Working
From Hierarchy.................. to........................ Process Working
Not to be reproduced without permission from the Business School at Bournemouth University
Themes of BPM
• Strategic choice and direction
• Organisational design
• Maximising the market value chain
• Performance management
• Organisational co-ordination and decision making
• Organisational culture
• Organisational learning and knowledge management
Not to be reproduced without permission from the Business School at Bournemouth University
BPM as an Integrator of Strategy
Strategic Trade-offs
Business Process Architecture and Criteria for Operational
Effectiveness
Business Plan Process Targets
Breakthrough Plans
Process TeamsTask Level
Strategic Level
The Organisation
Integrator
Not to be reproduced without permission from the Business School at Bournemouth University
Dimension of the Business School
• Students– undergraduate 1277 (70%)– postgraduate 560 (30%) – international 298 (16%) – part-time and 459 (25%)
• Staff– Teaching and researching 56– Administrators 35
Not to be reproduced without permission from the Business School at Bournemouth University
Demand on teaching and learning processes
• Volume – number students enrolled each year
• Variety– background of students– type of course, U/G, P/G, F/T, P/T, taught, research
• Variation in the volume and variety on a yearly cycle
• Degree of contact needed by the students
Not to be reproduced without permission from the Business School at Bournemouth University
Aims for BPM in the Business School
• Balance personalisation where required with standard delivery - face to face with on-line
• Consistency and reliability in performance
• Efficient use of resources
• Recovery when things go wrong
• Continuous improvement
Not to be reproduced without permission from the Business School at Bournemouth University
What’s been done
• Agree main processes
Not to be reproduced without permission from the Business School at Bournemouth University
Key Processes for the Business School• Strategic
– Business planning
• Customer facing:
– Teaching and learning
– Research
– Enterprise
– Partnership development
• Support
– Quality
– Timetabling
– Budget development monitoring
Not to be reproduced without permission from the Business School at Bournemouth University
Head of School
School Administrator
Bus
ines
s S
choo
l Del
iver
y P
roce
sses
U/G Programmes
P/G Programmes
Research
Enterprise
Strategy Group
HRMGroup
ISGroup
ICGroup
BUSINESS SCHOOLBUSINESS SCHOOL
Heads of Academic GroupHeads of T &L ProgrammesHead of Teaching and Learning Dev.Head of QualityHead of ResearchHead of EnterpriseHead of Partnerships
Partnerships
Not to be reproduced without permission from the Business School at Bournemouth University
What’s been done
• Agree main processes
• Identify critical points
Not to be reproduced without permission from the Business School at Bournemouth University
Subjectallocated
Study unitplan
Assessmentplan
Assessmentplan agreed
Academic Gp
Developsessionplans
Deliversessions
Reviewsessions
Assessmentplan agreed
Course Team
PrepareStudent
Unit Guide
Inputs from other processes•Definitive course document•Student handbook•Assessment schedule•Teaching Timetable•Existing T&L materials•New T&L materials
Setunit
assessment
Markunit
assessment
Agreedouble
marking
Givestudent
feedback
Markexaminations
Agreedouble
marking
Liaise withexternal
examiners
Attendexamination
boards
Subject Unit Delivery Process
Subject Unit Assessment Process
Not to be reproduced without permission from the Business School at Bournemouth University
Subject Unit Delivery and Assessment Processes
OTSU’s & Bottleneck
Impact ofBottleneck/OTSUweighting(high,med, low)
What is Happening & Who isInvolved?
Why is it Happening? Suggested Solutions
(As a Group)
Action Agreed
Lead Role
CA-HO-67
Not to be reproduced without permission from the Business School at Bournemouth University
What’s been done
• Agree main processes
• Identify critical points
• Re-allocate resources
Not to be reproduced without permission from the Business School at Bournemouth University
What’s been done
• Agree main processes
• Identify critical points
• Re-allocate resources
• Integration around course teams
Not to be reproduced without permission from the Business School at Bournemouth University
What’s been done
• Agree main processes
• Identify critical points
• Re-allocate resources
• Integration around course teams
• Balance face to face with on-line delivery
Not to be reproduced without permission from the Business School at Bournemouth University
What’s been done
• Agree main processes
• Identify critical points
• Re-allocate resources
• Integration around course teams
• Balance face to face with on-line delivery
• Measure performance around the process
Not to be reproduced without permission from the Business School at Bournemouth University
Experience of the BS against BPM Themes
BPM Themes• Strategic choice and
direction• Organisational design• Maximising the
market value chain
BS experience• Processes in business
planning• Structured around
processes• Three key customer
processes closely linked
Not to be reproduced without permission from the Business School at Bournemouth University
Experience of the BS against BPM Themes
• Performance management
• Organisational co-ordination and decision making
• Measurement and performance management around processes
• Boundaries understood more clearly and responsibilities assigned to processes
Not to be reproduced without permission from the Business School at Bournemouth University
Experience of the BS against BPM Themes
• Organisational learning and knowledge
• Organisational culture
• Knowledge processes closely linked to key organisational processes
• Organisational culture changed in respect of roles of administrators and lecturers
Not to be reproduced without permission from the Business School at Bournemouth University
Lessons Learned
• Processes in the strategic language
• Involve everyone at some stage
• Don’t get carried away on mapping
• Integrate at key sub-process stages teaching and administrators