15
BPM usiness rocess anagemen t Group 2 The next hype or real buiness savio

BPM Group2

Embed Size (px)

DESCRIPTION

This is a short introduction to BPM (Business Process Management) for a project we had to do for a course in Operations and Information Management as part of an MBA at the University of Stellenbosch Business School. References: Garimella K. & Lees M. & Williams B. 2008. BPM Basics For Dummies. Indianapolis: Wiley. Jeston, J. & Nelis, J. 2006. Business Process Management - Practical Guidelines to Successful Implementations. Oxford: Butterworth-Heinemann.

Citation preview

Page 1: BPM Group2

B P Musiness

rocessanagement

Group 2

The next hype or real buiness saviour?

Page 2: BPM Group2

Introduction

• There is a big hype around BPM at the moment, attracting a lot of investments.

• Is BPM the key solution?

Page 3: BPM Group2

What is a Business Process? (1)

InputBusinessProcessSteps

Output

Page 4: BPM Group2

What is a Business Process? (2)

?

Input

Process

Output

Page 5: BPM Group2

Definition of BPM

BPM is a process-centric approach (cross-functional) for improving

business performance that combines information technology with

governance methodologies.

Page 6: BPM Group2

Key Enablers of BPM

Page 7: BPM Group2

Technology

Processes

People

Page 8: BPM Group2

Business Value of BPM

Transparency & Traceability

Responsiveness

Flexibility

Continuous Optimization

Effectiveness

Profit

Customer Satisfaction

Page 9: BPM Group2

When to consider BPM?

•Need for high growth

•M&A – retire legacy system

Organisational

•Need to provide support for control over operations

•Need to create high performance culture

Management

•Need for employee empowerment

•High turnover due to inadequate support infrastructure

Employees

•Low customer satisfaction

•Long lead times to meet orders request

Customers/ Suppliers/ Partners

•When there is a need to merge similar processes

•Unacceptably long time to get products to the markets

Product & Service

•Lack of process standardization

•Need for enterprise wide visibility of the processes

Processes

•Need to introduce new systems such as ERP

•Phasing out of older application systems

Information Technology

Page 10: BPM Group2

When not to consider BPM?

• To reduce head count• Everyone is implementing it• Only because the current system

is old• Only because the boss wants it• To meet regulatory requirments

Page 11: BPM Group2

Risks and Common Mistakes

• Insufficient clarity of processes and roles– Automation of bad processes

• Neglecting the end user• Silo thinking• No training

Page 12: BPM Group2

Does OIM = BPM?

Input Output

Process

Page 13: BPM Group2

Hype?

• A lot of confusion has been created in the market by the innumerous software vendors with no clear standards. They have created high expectations of BPM that can‘t be completely fullfilled by all software vendors.

• Companies need to carefully assess their needs and select BPM technology architecture accordingly.

Page 14: BPM Group2
Page 15: BPM Group2

Members – Group 2

• Abel• Christina• Funmi• Lukas• Magiel• Stephen