project management

Torrens University

Business process Management and system

Unit Name: Business process management and system

Unit code: PROJ6009

Tutor Name: Kevin Chiang

Assignment: Business Process Development Plan

Submitted By: Binod Gurung (00273267T), Nhyma pakhrin (00274681T)

Date: 27/10/2019

Table of contains

· Introduction

· The role of business process management in our chosen case

· Evaluating approaches to BPM, their associated risks and Implementation processes

· Business Process Analytical Plan

· Conclusion

· References

Business Process Management

Business processes are significant elements when it comes to managing a hotel. The business processes therefore need to be well developed, well documented and implemented well. The hotel will therefore be able to meet the food requests of customers and other guests. Businesses in the hotel industry need to find ways of increasing their productivity and leveraging technology for its staff, client and customer communications. Hotels are supposed to come up with new business models that focus on processes, clients and competition. Business process management (BPM) can help the hotels to sustain new innovation and optimize their activities and operations (Dumas et al, 2013; KPMG, 2013). This is to ensure that the hotel is able to consistently deliver better customer experiences and ensure ease of use for clients involved. BPM brings the operations of the hotel together, simplifies things for employees, stakeholders and clients (Reijers et al, 2010). It also offers actionable insights into the client journey (Segatto, Pádua & Martinelli, 2013). This paper therefore seeks to develop a business process analytical plan for a hotel.

The role of business process management in our chosen case

Business process management plays a significant role (Jeston & Nelis, 2006) in various industries. BPM plays a role in improving the profitability of the hotel. BPM leads to an increase in the returns on investment of the hotel. This is because it is through BPM that a hotel can create, edit and analyze some of the predictable processes that form the core of its operation. The hotel can therefore make some adjustments so as to raise its productivity level.

BPM improves business agility of the hotel. Any hotel that lays emphasis on constant and regular improvements develops innovation culture. The workers will be able to adapt to changes easily. BPM plays a significant role in coming up with changes that will boost the business strategy of the hotel and make it more effective.

BPM improves satisfaction of customers. BPM makes the processes of the hotel to be more efficient. The services or products produced by the hotel will be better. BPM improves the products and services of the hotel which is very important in order to meet the expectation of the valued guests.

On the other hand, BPM improves the morale of employees . BPM takes into consideration the views of all stakeholders including the employees. The feedback of employees may be used to improve the processes of the hotel. BPM also comes up with the appropriate mechanism of reward staff. This will make them to be much happier hence able to discharge their duties diligently.

Evaluating approaches to BPM, their associated risks and Implementation processes

Business process management is approached from three perspectives (Bucher & Winter, 2009; Weske, 2012). They are operating, supporting and managerial purposes. Operating processes are concerned with creating, producing and delivering services and products that hotel customers want. On the other hand, supporting processes may not be concerned with producing output for hotel clients, but are necessary for the hotel to start up. There are four key operating processes in a hotel. The first one is the process of hotel housekeeping. The second one is the process of supplying required inputs. The third one is the process of customers arriving and departing. The fourth one is the process of producing and serving food and beverages to customers. Supporting processes involve understanding of the markets and services, developing strategy and vision, designing, marketing and selling services and products of the hotel.

Managerial processes are set of activities that are concerned with directing, coordinating, integrating, controlling, operating and supporting hotel processes that create and add value for enterprise customers and shareholders. Managerial or management processes are mainly concerned with making of important decisions for the hotel. Examples of management processes developing and managing of human resources in the hotel, managing hotel ICT, managing financial and physical resources of the hotel, manage hotel reputation, managing quality and managing change in the hotel.

The operating processes in a hotel consist of two major activities. They are production and service activities. Production activities render services that have product features. Examples of production activities include preparation of food and beverages. This particular activity is done in the kitchen of a hotel. Service activities in a hotel involve provision of various services to hotel customers and guests. Examples of these services include accommodation, serving of food and beverages, entertainment, sale of goods, laundry washing, ironing etc.

The implementation of BPM involves a number of phases (Grier, n.d.; Tillemans, 2010). These processes include analyzing designing, implementing, executing, monitoring and controlling (Zimmerman, 2012). It is at the analysis stage the goals of the process are assessed. At the design phase, processes that an organization wishes to redesign are identified. It is at the implementation phase that the specified process model is transferred into the operational environment. Finally, the individual process instances that are obtained from the specification process are executed. These processes are very important in order to ensure that the entire process is successful. Contingency plans and feedbacks for improving BPM can be formulated based on the outcomes of measuring and evaluating the entire process. Any problem which may occur in between the life cycle of the BPM may make the process to fail.

The implementation and execution of BPM is subject to several risks that need to be managed. Majority of these risks occur within the BPM lifecycle phases. One risk is conducting analysis without having a view on the strategy. Failure to define BPM goals in a language that is understandable may also pose as a risk. Other risks that are associated with the BPM process are failing to properly map analysis results to design models, designing BPM using modeling technologies that area incompatible, lack of high level implementation view, lack of monitoring objectives, misinterpreting audit data etc.

Business Process Analytical Plan

There are a number of operations procedures in a hotel. The customer sends a request to be accommodated in the hotel. When the customer arrives, the reception department of the hotel will make necessary arrangements in order to accommodate the guest at the hotel. The customer makes many requests which are different when he/she is at the hotel. Departments such as reception, kitchen and other different departments of the hotel will have to fulfill the requests of the guest.

The As-Is process mapping shows the coordination of different activities at the hotel when guests are being hosted. Finally, all requests of a customer are added and the bill generated. The client is allowed to leave the hotel after clearing his/her bill.

As-Is Mapping
Housekeeping
Food and Beverages (F&B)
Receiving Customer
Customer

New standards will be implemented through the BPM. There will be a new check in procedures at the hotel. The customers will be treated well when they arrive at the hotel. The system involved when making requests will be updated. The service time will reduce hence improving delivery. Analysis of influence will be made. The To-Be model of implementing the new standards will be designed.

To-Be Mapping
Housekeeping
Food and Beverages (F&B )
Receiving Customer
Customer

The To-Be model simplifies the procedures of a customer checking in into the hotel. This will improve customer satisfaction at the hotel. The hotel will also be able to attract many customers. It is also not possible to check in a client without passing through the reception desk. With the new standards in place, the staff working at the reception of the hotel will be welcoming and polite. The new standards will enable the hotel to improve the delivery services and request services by offering a new mobile application. The time of delivering service will be reduced thus not wasting time for customers. The waiters will also be employed in adequate number so as to meet the demands. Variety of food and beverages will be provided at the hotel. New kitchen equipment will be purchased so that high quality food and beverages can be produced at the kitchen. The new framework will also improve customer experience at the hotel. Generally, the To-Be model is advantageous as compared to As-Is process mapping. The hotel will also incur fewer costs as it offers its products and services. The To-Be model is feasible and viable to the organization. As-Is is more costly to the hotel. It makes the hotel to incur a lot when providing products and services. This is because some processes have not been improved. The To-Be model will be useful to the hotel.

Conclusion

BPM system enables a hotel to perform business activities and processes with a higher level of efficiency. It increases the flexibility of a hotel, innovation capacity and innovation speed process according to demands of hotel customers (Sikdar, & Payyazhi, 2014). The new framework for operating processes emphasizes and promotes cooperation and teamwork. BPM system lays emphasis on attention on hotel customers, which leads to greater customer satisfaction, improved profitability and productivity of work. Chang management plan should also be in place. This will ensure that the new standards are effectively implemented.

References

Bucher, T., & Winter, R. (2009). Project types of business process management: Towards a scenario structure to enable situational method engineering for business process management. Business Process Management Journal, 15(4), 548-568.

Cadden, T., & Downes, S. J. (2013). Developing a business process for product development. Business Process Management Journal, 19(4), 715-736.

Diamond Mindtools (2017). Retrieved: https:// www.mindtools.com/community/ pages/article/newPPM_80.php? route=pages/article/ newPPM_80.php

Dumas, M., La Rosa, M., Mendling, J., & Reijers, H. A. (2013). Introduction to Business Process Management. Fundamentals of Business Process Management (pp. 1-31). Berlin, Heidelberg: Springer Berlin Heidelberg.

Grier, S. (n.d.). The 7 Stages of Business Process Management. Retrieved from http://itmanagersinbox.com/846/the-7-stages-of-business-process-management/ Leavitt’s

Jeston, J., & Nelis, J. (2006). Why should you do BPM - what are the main drivers and triggers? Business Process Management (pp. 16-19). Jordan Hill, GB: Routledge.

KPMG (2013). Business Process Management. Retrieved from https://www.kpmg.com/US/en/IssuesAndInsights/ArticlesPublications/Documents/business-process-management.pdf

Peisl, R., Blaese, E., & Kaczmarek, J. (2008). Driving strategic value with process automation. USA: IBM.

Reijers, H. A., Wijk, S., Mutschler, B., & Leurs, M. (2010). BPM in Practice: Who Is Doing What? In R. Hull, J. Mendling, & S. Tai (Eds.), Business Process Management: 8th International Conference, BPM 2010, Hoboken, NJ, USA, September 13-16, 2010. Proceedings (pp. 45-60). Berlin, Heidelberg: Springer Berlin Heidelberg.

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.

Sikdar, A., & Payyazhi, J. (2014). A process model of managing organizational change during business process redesign. Business Process Management Journal, 20(6), 971-998.

Tillemans, S. (2010). An Introduction to Business Process Management. [Video file]. Retrieved from https://youtu.be/_YXqnEXnnBk

Weske, M. (2012). Business Process Management: Concepts, Languages, Architectures (pp. 3-23). Berlin, Heidelberg: Springer Berlin Heidelberg.

Zimmerman, A. (2012). CIS 121 – System Development Life Cycle. [Video file]. Retrieved from https://youtu.be/mH-Nc5kvyQQ

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