project management
samira121
M3PhasesofBPMT3.191.pptx
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
Module 3:
Phases of Business Process Management
Add comparison of Project Life Cycle vs Business Process Life Cycle + Integration PM
3
Administration
& Stakeholders
BPM Life Cycle
Recap
Evaluation
Design & Analysis
Configuration
Enactment
Conduct the Audit
Analysis necessity for process improvement
Design objectives, strategies and team
Stakeholders impacted and required
Current As-Is process
Ideal Should-Be process
Execution and Enactment
Monitor and Evaluation
Necessity of BPM
Drivers and Triggers:
Organisation
Management
Employees
Customer
Product / Service
Process
IT advancement
Design Goals, Strategies and Team
Determine the process for improvement (Which one to improve)
Form the BPM team (Who are directly involved?)
Define the roles & responsibilities of the team members (Who is doing what?)
Identify process goal, objectives and expected outcomes (What we want the new process look like?)
Stakeholders
Identify stakeholders who are impacted by the process
BPM managers, designers, developers, contributors
BP daily users, front-liners, lovers and haters
Good performers, the first follower, quick adaptors, watchers, waiters, sloppiers, deniers and shockers
Identify stakeholders’ requirements from the process
WIIFM?
New R&R, New P&P
Better, Easier, Quicker…
Simpler, Clearer, Stronger…
More and more …
Stakeholders
As-Is vs To-Be Process
As-Is Process:
Examine flowchart
Document functional performance
Point out the Obvious improvement needed
Qualitative and Quantitative measurement on performance
To-Be Process:
Enforce future values
Visionary and ideation
Required inputs
Desirable outcomes
Upstream selection
Though describe the future outcome of change
As-Is vs. To-Be Processes
Should-Be Process
Identify the foreseeable state of process
Strategic movement and/or improvement
VOCs and CTQs
VOPs and boundaries
Might be undergoing transition / incomplete
Execution and Enactment
Clear roles and responsibilities?
Suitable BPM team?
Activities according to plan?
Changes on the way?
Ground rules?
Monitor and Evaluation
Are we on track for those activities?
Any signs on doing things wrong?
Functionally working? KRAs, KPIs achieved?
Technically working? Efficiency? Errors or breakdown?
Process maturity evaluation
Phases of BPM – Another view
Design – Identification of current and design for future processes
Modelling – Consider multiple combination of variables (What if)
Execution – Use technical and human intervention to automate processes
Monitoring – where process performance is measured; tools are used, BAM
Optimisation – Lesson learned, performance improved, value created, reach a level of maturity
Process Governance
Impersonal Governance
Rules, Regulations, Organisational requirements
Policies, Procedures, Compliance
Personal Governance
Work ethics
Work capabilities
Work performance
Process Governance
Leadership:
Vision and Strategy
Ownership and Accountability
Prioritisition and Decision making
Management:
Practice: consistent in use of tools, methods, trainings, frameworks
Standards: consistent in use of measurements, records, communications
Process Map
Use various flowchart to visualise process (32 mins)
https ://www.youtube.com/watch?v= LJwKZuQUb7g
Module 4 Process Analytics and Improvement
Reference
Cadden, T., & Downes, S. J. (2013). Developing a business process for product development. Business Process Management Journal, 19(4), 715-736.
Grier, S. (n.d.). The 7 Stages of Business Process Management. Retrieved fromhttp ://itmanagersinbox.com/846/the-7-stages-of-business-process-management /
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.
Sikdar, A., & Payyazhi, J. (2014). A process model of managing organizational change during business process redesign. Business Process Management Journal, 20(6), 971-998.
