6. Modelling Business Processes Flashcards
What is the purpose of modelling business processes for a Business analyst
Support for requirements engineering
Support for the business case
Support for testing
What is the purpose of modelling business processes for a Business
To identify how we can improve a process To identify where new functions or solutions may be required - Identify opportunities for IT To confirm and communicate understanding of a process To explain the workings of a process To ensure consistency Achieve standards Satisfy regulatory bodies
What is a business process
The means by which an organisation carries out its internal operations and delivers its products and services to its customers
What is business process modelling
The activity of representing processes in a visual manner so that they can be analysed and improved upon
Why is modelling business processes becoming more important
There is increasing complexity in business processes and the supporting technology due to increasing regulations, technological opportunities, the move from functional view of an organisation to process view
What is the functional view of an organisation
A traditional view of an organisation based on it’s specialist functional areas, e.g, Marketing, Sales, HR, Accounts
Name 2 generic stakeholder groups who could be involved with process modelling
Customers Employees Regulators Suppliers Partners Owners Managers Competitors
Name the key project stakeholders involved in process mapping
Process owner
Business Architect
Business analyst
What are the 3 hierarchies of business processes
processes
tasks
steps
What are the 2 main types of process modelling
As is
To be
What is the organisational model for processes
A method of documenting the key high level process of an organisation, the process view of an organisation.
What is a mission statement
The purpose of an organisations process model
e.g. Nike ‘To bring inspiration and innovation to every athlete in the workd’
What is SIPOC
Process of evaluating all factors involved from supplier to customer
Supplier input Processes > Tasks Output (Value to) Customer
What is Value Chain Analysis? Name the 3 overiding elements
Used to structure thinking and identify processes
Value adding activities - Input to output Value enabling activities - Support technologies Value proposition - Value delivered to customer
Name 2 examples of Value adding
Firm infrastructure
Human Resource Management
Technology Department
Procurement
Name 2 examples of Value enabling activities
Inbound logistics Operations Outbound logistics Marketing and Sales Services
What is the Value proposition
Definition of product or service that shows the organisation can understand and satisfy customer need
Name the 3 process trigger types
External (Originate outside organisation)
Internal (Originate inside organisation)
Time (Regular occurrences at predefined or scheduled points in time)
What are business process measures
Metrics and measures used to assess and evaluate the process performance within sole control of organisation
Name 2 techniques for modelling processes
Flowcharts
Swim lane diagrams
BPMN
UML Activity diagram
All process maps should have;
Actors Start point (Triggers) Tasks Clear process flow Decisions (Optional) End point
What is an actor in process modelling?
The person or system responsible for performing a task
How do we represent flow in PM
Arrows
What is a business rule and how do we identify in PMs
A business rule is a constraint or guidance provided by the business or the business processes. How the process is carried out in accordance with these rules is documented in the mapping, The reasoning behind why a processes in carried out should be identified in the supporting information to the mapping.
How is PM-ing beneficial in identifying problems with as-is processes
Process mapping helps to break down seemingly simple processes into their tasks and steps, in doing so we can identify where this is a large complexity or delay to certain tasks and processes visually, that may not have been as recognisable before
What should be considered when analysing the work flow
Number of actors and handoffs Identify bottlenecks Sequening Control Appropriate start and end
What common problems are there when PM-ing
Complexity
Lack of analysis
Missing steps
Confusion over ownership of task/step
Name 3 things to consider when analysing a task
Clarity Duplication Redundancy (out of date/unused) Over-complexity Inconsistency Completeness Quality of output - To customer or next task Value added/enabled Availability and quality of resources - Plant, Machinery, Equipment, Material, IT
When should business rules be challenged
If they appear to be outdated, unrealistic, an assumption of something, only if it is an internal procedure! Policy and external constraints shouldn’t be challenged
Types of business rules
External constraints (regulations/legalities)
Internal policies
Internal procedures
Name a type of external constraint
Legal
Regulatory
How can we improve processes
From “AS IS” - (Identifying bottlenecks, delays, complexity and helping to simplify processes, )
Developing them from customer needs (Output focused)
From required activities (Bottom up)
From required business events (Top down)
Simplification, automation, refinement, implementing new functions
Name 2 implementation strategies
Pilot
Phased
Direct Changeover
Parallel run
Name a common implementation issue
Organisational design
Skills of staff
Change management
Impact and risk
What should be considered when planning a transition
Simulating and refining To be process Estimating Resource usage Organisational redesign Staff roles and skill profiles Staff level changes Benefits realisation Decommissioning the as is
How can we support the transition
Support culture change
create change agents
Monitor individuals reactions to change and meet needs of support
Monitor continuous improvement
Resolve conflicts between process and functional management
What is a process metric and give an example
A metric is used to access and evaluate process performance, normally time based
i.e. Number of complaints made per month
For the process of ‘Sell credit card’ give the event, event type, beneficiary, outcome and metric
Event - Customer requires credit card Event type - External Beneficiary - Customer Outcome - Customer receives credit card Metric - Time taken to complete the process
Why may there be a need for business improvement
Re organisations Mergers Acquisitions Partnerships Supply Chain collaboration Growth/Shrinkage Requirement to be flexible, adaptable, scalable
