lecture 1–introduction · • process redesign • process automation • process monitoring...
TRANSCRIPT
MTAT.03.231Business Process Management
Lecture 1 – Introduction
Marlon Dumas
marlon.dumas ät ut . ee
1
Objective
• To introduce the discipline of modeling, analyzing, automating and monitoring business processes.
Related courses
• Enterprise System Integration
• Integrating applications to automate or support business processes
• Business Analysis and Software Product Management
• Identifying and analyzing business problems that can be addressed via IT solutions
• Data mining / Business data analytics
• Mining business process execution logs
About this course
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14 lecture+practice sessions covering:
• Process Identification & Modeling
• Process Analysis
• Process Redesign
• Process Automation
• Process Monitoring & Mining
Team Project
Structure of the course
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• 8-12 hours per homework ≈ 60 hours in total• 8-12 hours per homework ≈ 60 hours in total
Six assignments (25 points in total)
• ≈ 40 hours• ≈ 40 hours
Project (25 points)
• Technical exam: Modelling, Automation, Mining
• Business exam: Modelling, Analysis, Redesign, Mining
• Minimum exam score: 20 out of 50
• Technical exam: Modelling, Automation, Mining
• Business exam: Modelling, Analysis, Redesign, Mining
• Minimum exam score: 20 out of 50
Exam (50 points), free choice between:
Grading
4
• Course material posted on course Web page• http://courses.cs.ut.ee/2018/bpm
• Textbook• Dumas, La Rosa, Mendling & Reijers: Fundamentals of Business
Process Management (second edition), Springer 2018
• You can download chapters or whole book if inside the university network (see “Readings” section of web site)
• Currently, only first edition is available (OK for the first 4 weeks)
• Second edition available from 12 March onward
• Use message board for questions
Readings and resources
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ObtainPO
confirm.
Prepare shipment
Scheduledelivery
Issue invoice
Check Invoice
Loadtruck
Check &confirm
PO
Notify shipment
Unload truck
Package products
Issuedelivery receipt
PO changeRequest
PO change
Match incomingpayment
Schedulepayment
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Greet & seat
Bringmenu
Takeorder
Servemeal
Presentbill
Collectpayment
Loaddish-
washer
Unloaddish-
washer
Cleankitchensurfaces
Collectlaundry
Sweep & mop
Collectlaundry
Brushgrills
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Financial
HumanResources
Technology
Organisation
Function A Function B Function C
Assets &Partners
Customers
Materials
Business Process
Business Process
Business Process
Business processes
9
ObtainPO
confirm.
Scheduledelivery
Unloadtruck
Issuedeliveryreceipt
Checkinvoice
Schedulepayment
Check &confirm
PO
Packageproducts
Loadtruck
Notifyshipment
Issueinvoice
Matchpayment
PaymentPaymentmadereceived
POreceived
POissued
Goodsarrived
10
Loaddish-
washer
Cleankitchensurfaces
Brush grills
Collect laundry
Sweep & mop
Unload dish-
washer
Greet &seat
Take order
Bringmenu
Servemeal
Presentbill
Issueinvoice
CustomerCustomerpaid
CustomerCustomerarrived
Kitchenis dirty
Kitchenis clean
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a chain of events, activities and decisions...involving a number of actors and objects, ….triggered by a needand leading to an outcome that is of value to a customer.
Examples:• Order-to-Cash• Procure-to-Pay (aka Purchase-to-Pay) • Application-to-Approval• Fault-to-Resolution
A business process is…
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fault-to-resolution process
VA
LUE
Customer
InsuranceCompany
PartsStoreService
DispatchCentre
Technician
Customer
Call Centre
Customer
“My washing machine doesn’t work…”
Negative outcomes (value-reducing):• Fault not repaired in a timely manner• Fault repaired but customer pays more than expected
Positive outcomes (value-adding):• Fault repaired immediately with minor intervention• Fault repaired, covered by warranty
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Your turn
• Think of an organization and a process in this organization:• Is it order-to-cash, procure-to-pay, fault-to-resolution…
• Who is/are the customer(s)?
• What value does this process deliver to its customer?
• Who are the key actors of the process?
• List at least 3 outcomes of the process.
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15
Improving Performance (Rummler’s Framework)
Financial
HumanResources
Technology
Economy CultureRegulatory
Organisation
Performance ManagementPerformance Planning
Function A Function B Function C
Assets &Resources
Business Environment
Stakeholders
Customers
Materials
Competitors
Business Process
Business Process
Business Process Val
ue
Val
ue
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Process performance
If you had to choose between two services, you would typically choose the one that is:
• F…
• C…
• B…
Process performance
If you had to choose between two services, you would typically choose the one that is:
• Faster
• Cheaper
• Better
Process performance
Three dimensions of process performance
• Time
• Cost
• Quality
Greet &seat
Take order
Bringmenu
Servemeal
Presentbill
Issueinvoice
CustomerCustomerpaid
CustomerCustomerarrived
Improving process performanceImproving process performance
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How would you improve this process?
Eliminate Cooking
Outsource to Customer Standardize
Eliminate Waiters
Invest and Build
Automate
Re-sequence
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Body of principles, methods and tools to design, analyze, execute and monitor business processes, with the aim of improving their performance.
Business Process Management (BPM)
BusinessProcesses
IT systems
Employees
Data TradingPartners
SuppliersIT infrastructure
Customers
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“The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency.
The second is that automation applied to an inefficient operation will magnify the inefficiency.”
Bill Gates
Why BPM?
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In other words…
InformationTechnology
ProcessChange
Yields
Yields
BusinessValue
Index Group (1982)
Enables
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Why BPM
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The BPM lifecycle
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1. Designation step
• Enumerate main processes
• Determine process scope
2. Prioritization step (aka Process selection)
Prioritize processes based on:
• Importance
• Health
• Feasibility
Process identification steps
After Davenport (1993)
Process Architecture
PrioritizedProcess
Portfolio
Process Enumeration
“Most businesses have just three core processes:
1. Sell stuff
2. Deliver stuff
3. Making sure you have stuff to sell and deliver”
Geary Rummler
Porter: Components of a process architecture
Core Processes
Management Processes
Su
pplie
rs / P
art
ners
Custo
mers
/ Sta
kehold
ers
Support Processes
After Michael Porter (1985)
Core processes• Sales (lead-to-quote, quote-to-order, order-to-cash)• Direct procurement (supplies replenishment)• …
Support processes• Indirect procurement (parts replenishment, operational resources
replenishment…)• HR (policies update, recruitment, induction, probation, performance
appraisal and professional development…)• …
Management processes• Suppliers management (suppliers planning, suppliers acquisition…)• Logistics management (logistics planning, logistics controlling…)• …
Example: core, support and management processesWholesaler
StrategicManagement
LogisticsManagement
WarehouseManagement
SuppliersManagement
Management processes
FinanceIndirect
procurementIT HR
Core processes
Support processes
Wholesaler
Example: process architecture
DemandManagement
SalesDirect
procurementDistribution
ServiceMarketing
Prioritization (aka Process Selection)
1. Importance
Which processes have greatest impact on the organization‘s strategic objectives?
2. Health (or Dysfunction)
Which processes are in deepest trouble?
3. Feasibility
Which processes are most susceptible to successful process management?
Prioritized process portfolio
Hammer, Champy (1993)
Financial institution
Example: prioritized process portfolio
Health
High
Low
GoodPoor
Short-term action
Rating
Contractpreparation
Loan marketevaluation
Handling ofpayments
Loanapplication
Loanplanning
Loancontrolling
Loandecision
Feasibility
Low
High
Medium
Possible Strategic fit?
The BPM lifecycle
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Business process modelInvoice handling example
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The BPM lifecycle
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Qualitative process analysis
Root-cause analysis example
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Quantitative process analysis
Process simulation example
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The BPM lifecycle
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Process redesign
AS-IS process model TO-BE process model
Cost
Quality
Time
Flexibility
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The Process Redesign Orbit
The BPM lifecycle
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Process automation
Executable process design
Executable process design
IT development & configurationIT development & configuration
TestingTesting
......
Process change management
Job redesignJob redesign
TrainingTraining
Performance
management plan
Performance
management plan
….….
Process implementation
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The BPM lifecycle
45
Process monitoringDashboards, alerts & reports
Model-based analytics (p. mining)Eventstream
DB logs
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Roles in the BPM lifecycle
BPM group
Developer
Process owner Analyst
Process participants
Systemadmin/operations team
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Course structure
Weeks 2 & 4
Weeks 5-7
Weeks 8-9Weeks 10-11
Weeks 12-14
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Week 3
Gover-nance
Culture
Strategy
• Fundamentals of Business Process Management
• Chapter 1 – Introduction
• Short quiz• http://www.proprofs.com/quiz-school/story.php?title=introduction-to-bpm
Further Readings & Resources
49
Next Week
Process Identification
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StrategicManagement
LogisticsManagement
WarehouseManagement
SuppliersManagement
Management processes
FinanceIndirect
procurementIT HR
Core processes
Support processes
DemandManagement
SalesDirect
procurementDistribution
ServiceMarketing