BPM
BPM
BPM
IT: Workflow Management System Diagram
Case: IT Exercise
People: Competence Categorization Scheme
People: Why do firms establish a CoE?
To ensure consistent and cost-effective way of offering BPM services
People: Stages of an enterprise-wide BPM adoption
•Awareness of BPM
Desire to adopt BPM
BPM projects
BPM program
Productize BPM (offering of BPM-related services by a central BPM group)
People: 3 pillars
1. Strategy
2. Delivery
3. Shared Infrastructure
THINK: Amazon (tall trees, pillars) workers (people) have a strategy (1) for delivery (2) of parcels using their trucks (3) shared infrastructure
People: CoE Implementation Pitfalls
No conscience of a need for a BPM CoE
No defined metrics to evaluate the success of BPM CoE
No planned composition of the CoE team
People: Communication flows between process roles
Case: People: Exercise
Culture: Groups
•Omnipresent – every group has a culture
•Overlapping – a person can have multiple cultures
•Heterogeneous – subcultures of groups can exist
Culture: Schein's model of culture
Espoused values = lived values
Culture: Iceberg model
Culture: Functions of organizational culture
•Integration
•Differentiation
•Mobilization
•Legitimization
•Reduction of complexity
•Identification
THINK: immigrant as organization
Culture: Cameron & Quinn's Competing Values Framework
Culture: Delphi study on what makes a BPM Culture
•Customer orientation – proactive and responsive
•Excellence – continuous improvement and innovation
•Responsibility - commitment and accountability
•Teamwork – cross functional
THINK: Delphi - Greek - CERTified
Culture: Culture-Fit Model
Culture: CERT Values
Culture: Values of BPM
Case: Culture: Exercise
IT: Business Process Management System (BPMS)
is a system that supports the design, analysis, execution, and monitoring of business processes on the basis of explicit process models
Core elements of BPM
Strategic Alignment
Governance
Methods
IT
People
Culture
Examples of Processes
•Order-to-Cash
•Quote-to-Order
•Procure-to-Pay
•Issue-to-Resolution
•Application-to-Approval
BPM definition
•BPM IS NOT process modeling, it INCLUDES process modeling
•BPM is NOT an IT system, it INCLUDES an IT System
•BPM is a management discipline that requires an end-to-end organizational view. (cf. Jeston& Nelis, 2008)
•BPM is a holistic and principle-oriented discipline concerned with efficient and effective business processes. (Schmiedel & vom Brocke, 2015)
Evolution of a worker diagram
Business IT Alignment model
Process Profile
Reference model for process architecture
Key activities of strategy
•Business strategy
•Consult with customers
•Benchmark
•Formulate objectives
•Develop process attributes
THINK: Fyre Festival:
Build the strategy first, talk with the customers, check how we're doing, decide what we're actually going to do, and then figure out the details
Strategic alignment matrix
Governance Mechanisms
•Structures
•Authority
•Procedures
THINK: Mech -> big -> SAP
Governance capability areas
•Process management decision making
•Process roles and responsibilities
•Process KPIs
•Process standards
•Process controls
•BPM lifecycle
THINK: Cape of 5 P's with BPML
Governance definition
•The term business process governance refers to the direction, coordination, and control of individuals, groups, or organizations that are at least to some extent autonomous: that is, not directly subject to the same hierarchical authority.
THINK: figher jet formation
Governance structures
Governance: Positioning of process owners
BPM Lifecycle
Indicators of Governance
Case: Governance structure
Process owners for case
Process Improvement Overview
Definition of Lean
•In a business environment, Lean is all about achieving business excellence by focusing on customers and employee development, and by removing waste
Funamental aspect: Respect for people
-
- 1 / 93
-
Cartes-fiches
Lean Innovation Process
THINK: 2-2-4-3
Innovation Sweet Spot
Design Thinking Process
A human-centered approach to innovation
A process for creative thought
Design Sprints
Lean Canvas
9 Sections
Lean Startup Process
MVP
Minimum Viable Product
- tests the fundamental business hypothesis
- implements the Lean build-measure-learn loop
- helps define whether to pivot, persevere or pause
Modeling: 2 types of processes
Structured (prescribed, efficient, productive, uniform, automation)
Adhoc (unforseeable events, high variability, flexiibility)
BPMN: Elements
BPMN Event Types
BPMN Rules for Pools and Lanes
CMMN: Design vs Run Time (Modeling vs Planning)
A case has two phases: design-time and run-time
Design-time: Business Analysis define discretionary tasks available to the case worker
Run-time: Case workers execute the plan and add discretionary tasks if needed
CMMN: Elements
BPCMN
Business Process Case Modeling Notation
Knut worked on this, but it's not official
Modeling: 2 types of solutions
THINK: Flows are procedural, Decision Tables are declarative
DMN: Elements
DMN: Hit Policies
Unique
Any
Priority
First
Aggregation for multiple match (collect, sum, min, max, count)
BPMN: If a tasks has two input arcs, it's the same as if a task was preceded by an
BPMN: If a task has two output arcs, it is the same as if the task was followed by an
Which type of gateway moves each token it receives in one of its input arcs to it output arc?
AND gateway preceding task F
Which of the following statements(s) do NOT hold?
Mapping Value Chains to the Effort Value Matrix
Modeling Exercise: Model the Patient Registration Process in BPMN
Modeling Exercise: Design a Decision Diagram and Table (DMN) for Patient Triage
Modeling Exercise: Model the Patient Triage process using CMMN
IT: What are process models used for?
THINK: IDDVPASC
Some weird eye appears in the sky (insight), people are like wtf (discussion), they write about it (documentation), then they observe it (verification), and want to make use of it (performance analysis), so they get to work (animation), writing how they're going to do it (specification), and do it (configuration)
IT: Causes for the discrepancy between process models and reality
IT: What is Process Mining?
•Make it possible to reconstruct and analyze business processes based on digital traces
•Model implicit and otherwise hidden data
•Data driven and process centric
IT: Process MIning Pillars
1. Process Modeling
2. Data Mining
IT: Three ways of relating event logs and process models
1. Play-In: example behavior is taken as input and the goal is to construct a model
2. Play-Out: given a model it is possible to generate behavior
3. Replay: uses an event log and a process model as input (“token game”)
IT: Types of Data Mining
- supervised
- Variables:
- Response variables: dependent
- Predictor variables: independent
- Approaches:
- Classification
- Regression
- Decision Tree
- Variables:
- Unsupervised
- Approaches:
- Clustering
- Pattern Discovery
- K-Means clustering
- Approaches:
- Results may be both descriptive and predictive
IT: PAIS
Process Automation Information System
Examples: ERP, CRM, JIRA
IT: Workflow Management System Diagram
Case: IT Exercise
People: Competence Categorization Scheme
People: Why do firms establish a CoE?
To ensure consistent and cost-effective way of offering BPM services
People: Stages of an enterprise-wide BPM adoption
•Awareness of BPM
Desire to adopt BPM
BPM projects
BPM program
Productize BPM (offering of BPM-related services by a central BPM group)
People: 3 pillars
1. Strategy
2. Delivery
3. Shared Infrastructure
THINK: Amazon (tall trees, pillars) workers (people) have a strategy (1) for delivery (2) of parcels using their trucks (3) shared infrastructure
People: CoE Implementation Pitfalls
No conscience of a need for a BPM CoE
No defined metrics to evaluate the success of BPM CoE
No planned composition of the CoE team
