Chapter 3

Question 1

Business process

Answer 1

A collection of linked activities employed by an organization to produce a product or service
Types of business processes: generic or unique, supporting or core, simple or complex, short or long running, formal or informal

Question 2

Optimal business process criteria

Answer 2

Cost efficiencies, customer satisfaction and differentiation, standardization, value added activities, improved agility and speed scalability.
** see chapter 3 slides for further details.

Question 3

As is Vs to be processes

Answer 3

As is process refers to the current process that is flawed and in read of change
To be process refers to the future design of the new business process that is much more efficient and effective
seeks to eliminate the common business problems and use best practices wherever possible

Question 4

Problems with as is business processes

Answer 4

Bottlenecks, cycle time, handoffs, data duplication, scalability, old ways, etc.

Question 5

Business process recingineering

Answer 5

Is the fundamental redesign of business processes to achieve breakthrough performance in key measures of cost, flexibility, accuracy, quality, speed, and customer satisfaction. Companies do not change core competencies. 2 types of BPR: clean slate and technology enabled

Question 6

Clean slate reengineering

Answer 6

Process designers will start with a clean sheet of paper and redesign a process from scratch. This fosters innovation and creativity.

Question 7

Hammers BPR principles

Answer 7

See chapter 3 slides

Question 8

Technology enabled reengereering

Answer 8

The technology (ERP) provides the roadmap for fundamental process change. Also known as constrained re-engineering because the ERP system imposes limits and bounds. System configurations will dictate how processes will work

Question 9

Paving the cow paths

Answer 9

In ERP, this refers to recreating outdated, inefficient processes within the ERP system.

Question 10

Fatal Business process reengineering mistakes

Answer 10

Unclear definitions, unrealistic expectations, minimal input, taking too long, lack of leadership, wrong scope, lack of an effective methodology, inadequate resources.

Question 11

Business process improvement (bpi)

Answer 11

Changes to existing processes that occur slowly, and incrementally. More gradual and evolutionary compared to BPR scope and intensity much smaller than BPR

Question 12

Step 1 OF BPI

Answer 12

Identify goals and objectives of the BPI project and assemble a team.
- team includes the process owner: person in charge of a process and manages it daily. Subject matter expert designs technical features of the process

Question 13

Step 2 of BPI

Answer 13

Compile a process inventory that identifies key business processes in the organization, including their sub processes activities

Question 14

Step 3 of BPI

Answer 14

Obtain info about the process from process owners and experts

Question 15

Step 4 of BPI

Answer 15

Analyze and measure the process and pinpoint any problems

Question 16

Step 5 of BPI

Answer 16

Embrace the new mindsetand drive continuous improvement-business process management

Question 17

Processes in need of change.

Answer 17

Customer facing processes
Core competency processes
- benchmarking can be used to compare against a standard
High volume low margin processes: usually a symptom of operating in an extremely competitive market
High defect high reward : quality control is bad, instead use qualify assurance

Question 18

Processes in need of change part 2

Answer 18

High skill, time intensive processes
High complexity, specialized resource processes
Process built around obsolete or changing technology

Question 19

Stakeholder analysis

Answer 19

Should be performed early on to determine individuals and groups who have the most influence over the projects success and those who will be impacted