Process Change Methodology
In order to improve the existing business process sometimes the management authority decides to make transformation in the business processes. For different level of the businesses the changes take place such as in enterprise level, process level and resource level (Palma-Mendoza et al. 2014). After understanding the business context, models and enterprise capabilities these changes can be brought in the business enterprises.
Due to rapid changes in technologies, proper understanding of the organizational processes and structures are needed to be possessed. For increasing the revenue, appropriate changes must be acquired therefore; I felt that selection of this item is absolutely perfect.
Business process management is used in the enterprises to establish relationship between the work of a process and a strategic group. The phases of enterprise strategic group are business transformation planning phase and business process architecture methodology. Bothe the project manager and the team member of the projects use similar tools for developing the project.
I have selected this topic to understand how the business process can be managed in an organization to maintain and even increase their profit range. Before the execution of the process in the real world the, Key Performance Indicator (KPI) should be considered also.
Traditional organizational structure was a two tier architecture where the first level has a single component that is management whereas; the second level has five components such as engineering, production, finance, marketing sales and support (Stocker 2014). The traditional structure does not have customer segments even the work flow was also not available in that architecture.
I have selected this topic, to understand the changes between the traditional organizational architecture and the current architecture. Depending on the type of businesses the components those are needed to be incorporated to structure will to make. The traditional structure has only name of the departments but current architecture shows the work flow.
After analysing the value chain analysis of Dell laptop it has been found that the outcome of the device is completely focused on the customers. The value chain components of Dell laptop are management, HR, IT, finance, marketing and the value chain lead of the outsourcers are manufacturing delivery and service to the customers.
I have chosen this topic to understand the value of each of the components of the device and the way by following or maintaining which the service providers are successfully meeting the requirements of the consumers (Neilson Pritchard and Yeung 2014). The connection and balance between the input and output of the organizations and the affects of competitors are also understood from this topic.
Strategy and Enterprise BPM
System thinking is the entire understanding of the situation of a business organizations and process thinking deals with the understanding of a particular part of an entire organization. System thinking is much more efficient than the process thinking.
I have selected this topic because thinking of an entire process helps to understand how a particular process can be fitted within a larger process and finally can become a part of the value chain. It is known to all that role of the departments in the organization is not helpful to produce profits rather, value chain and processes are used to produce benefit from the competitive market.
The performance information is referred to as a key discriminator that is used by different business organizations to gain and use information regarding the markets and their processes on time (Ikerionwu et al. 2014). The specified operations are monitored and controlled by the operational manager of the business organizations.
I have selected this topic to understand the role of an operational manager, in the business organizations. They are much focused on the efficiency and the effectiveness of each and every specific business activities. While producing different quality products the companies need to focus on the requirement of the customers. The profit margin is dependent on the customer satisfaction level.
Measurement in business organizations is referred to as one of the most important terms that range from the specific to statements. The statement might be vague or it might be generic (van der Aa et al. 2016). The vision statement of the business and the measurement objectives of the organizations are interconnected through the key performance indicators. In order to gain the stakeholder’s value and to meet the needs of the consumers goals set by the management authority must be reached by the processes.
I have chosen this topic, to understand the role of the Key performance indicators, for both generic and the vague values and this combination is known as measurement continuum.
Both the internal and external measurements are helpful to understand the business outcomes (Doroshin and Neri 2014). Before proper project execution all the required processes and components should be combined together and the management must consider a business goal which should be met by the service providers.
I have chosen this topic, to understand how the internal and external measurements cooperate in the business processes. In order to understand the resultants of processes and value chain external measurements are used on the other hand, the workflow of the process is measured by the internal measurement. Though, it fails to elaborate the stakeholder satisfaction level.
The traditional view of an organization’s structure
Two different types of performance indicators such as leading indicator and lagging indicators are used by different business organizations (Rosemann and vom Brocke 2015). The leading indicator is related to the expected situation of the business outcome whereas; the lagging indicators demonstrates those situation that cannot be changed based on the changing requirements.
I have chosen this topic because it deals with the business process flow starting from the generate leads up to the business outcomes. The monitoring and controlling approach helps the business organization to understand, the necessary steps those are needed to be undertaken to make the expected changes for market revenue.
In order to translate the aim or the strategic goals of the business organizations, into a set of performance objective balanced score cards are necessary to be used. It helps to measure whether the performance is helping the organization to meet their strategic goals or not (Ikerionwu et al. 2014). From four different key aspects, the performance are measured, in balanced score cards.
I have found this topic absolutely relevant for the week’s subject that is business measurements. The financial analysts measures the ROI and sales growth, customer analyst measures the customer satisfaction level, internal analysts look into the business processes and the learning and growth analysis assesses the information system performance.
This is referred to as one of the most important phases in enterprise operation. It helps to identify the actual problem of the business that is required to be mitigated to gain revenue from the market. In order to understand the issues information should be gathered from various resources (Ikerionwu et al. 2014). The steps of process problems are- problem exploration, gathering information, identification of the nature of the business process and redesigning of the process.
I found theses steps very much necessary to understand the business issues. Once the issues will be identified with the help of these steps the issues will be mitigated easily by forming risk management checklists.
In case of business, problem is the discrimination between the existing situation and the desired or expected result of the situation. If a business organization fails to meet the required outcomes then the reason behind that are performance gap and capabilities gap (Rosemann and vom Brocke 2015). It means that if the employees fail to perform well then issue will rise and if the requirement overflows the business capability then risk will occur.
Organizations and Value Chains
In order to understand the effect of performance gap and capability gap in businesses, a gap model is constructed. I have found this topic very useful to define the processes and the necessary changes that must be brought to overcome the challenges.
In the current business processes one of the most vital issues that have been identified is lack of knowledge. Due to lack of knowledge the worker of the businesses fails to meet the business requirements efficiently (Rosemann and vom Brocke 2015). In most of the cases the engaged workers are found to be less knowledgeable which i9ncreases the task complexity as they fails to serve their job roles.
I have selected this topic, to understand the required range of knowledge that is needed to be possessed by the hired employees. If the employees fail to play their job roles accurately the entire business will be affected.
Different business process problems are analyzed in this paper and among those; six generic types of process problems are identified. The problems are input problem, output problem, problem with the control, problem with the process flow and the everyday management problem. Though, all the problems are associated to the input (Vuksic et al. 2013). Before staring business projects in the initial phase, the SMART goal is needed to be determined. If the management fails to do so then, it will not be able to serve quality output with satisfactory quantity and time as well.
This topic will help to establish a balance between the business input and business outcome. Therefore, I have found this topic suitable for this subject.
The business problems are associated to different components such as input, output, controllers, and enablers. Among them the management authority acts as the controller and monitor (Hayes 2013). The process flow is defined by the controllers. However, four major issues of business controls are issues with organizational value chain strategy, issues with policies and business rules, manuals, documentations and external management processes.
I choose this topic under business process analysis to develop a process analysis worksheet. Even in order to develop a process scoping diagram and business case for a process change Business problems with controls are needed to be considered.
Based on the type of businesses, different business organizations use various process changes. Six sigma and lean both the process change are widely used by the businesses. Toyota Production System has delivered the concept of lean in business management (Chung, Efendiev and Li 2014). In order to reduce the process waste and activity time lean is used and in order to improve the value of processes six sigma movements are undertaken.
Systems and Processes
I have undertaken this topic for Business Process Improvement Methodologies to understand which of these two processes are much helpful and beneficial from the business perspectives. In order to overcome business challenges this concepts are very useful.
In the year of 1980s the approach of Six Sigma was elaborated by Motorola. For the entire process improvement this systematic approach is referred to as one of the most important and widely used approach. Each step of the process is focused minutely in the Six Sigma approach. In the year of 1995, the CEO of GE, Jack Welch first decided to apply this approach (Mason, Nicolay and Darzi 2015). This approach is a combination of different statistical techniques those are used by the managers to make desired changes in the business organizations.
Not only for process measurement and improvement but also for decision making the management authority of the business organizations, thus I have chosen this topic.
For business improvement six major phases such as define, measure, analyze, improvement and control of Six Sigma, are necessary to be maintained by the management team of the business organizations (Dumas et al. 2013). In the define phase the project is planned, and then the measures are identified. After identification, the data are analyzed and implemented appropriately in the required places. In the control phase considering the score of the results documentation is maintained.
I found this process very much useful for both simple and complex organizational structures and in order to overcome the process oriented issues this approach is beneficial for the business organizations.
The concept of lean is developed by Toyota production system. The system has two pillars key principles such as continuous improvement and respect for people (Antony 2014). The basic approaches of lean are challenges, kaizen, respect, teamwork. These collective approaches of these components will lead to the Toyota way efficiently.
I have chosen this particular topic for business improvement because all the components of lean are very much useful to develop an existing business process and also for improving the performance of every individual. In order to identify the pillars and approaches lean I have selected this topic as an improvement tool.
The components of TPS are helpful to lead the way of Toyota way to gain competitive advantages from the market and to increase the commercial revenue. The Toyota way is dependent on every individual components of lean (Mason, Nicolay and Darzi 2015).. The challenge is referred to as the philosophy or the long term thinking. The teamwork and respect are complimentary to each other. Kaizen phase is the method of improvement developed by Toyota.
Measuring Process Performance
The team members and the manager must use open communication while interacting with each other. It will help them to share their knowledge and views with one another. I have nominated this topic to make measurable business improvement.
References
Aly, A. and Van Vyve, M., 2014, December. Securely solving classical network flow problems. In International Conference on Information Security and Cryptology (pp. 205-221). Springer International Publishing.
Antony, J., 2014. Readiness factors for the Lean Six Sigma journey in the higher education sector. International Journal of Productivity and Performance Management, 63(2), pp.257-264
Chung, E.T., Efendiev, Y. and Li, G., 2014. An adaptive GMsFEM for high-contrast flow problems. Journal of Computational Physics, 273, pp.54-76
Doroshin, A.V. and Neri, F., 2014. Open research issues on nonlinear dynamics, dynamical systems and processes. WSEAS Transactions on Systems, 13, pp.644-647
Dumas, M., La Rosa, M., Mendling, J. and Reijers, H.A., 2013. Fundamentals of business process management (Vol. 1, p. 2). Heidelberg: Springer
Gentry, J.W., Burns, A.C., Putrevu, S., Hongyan, Y., Williams, L.A., Bare, T. and Gentry, R.A., 2014. Motivating students: An initial attempt to operationalize the curiosity gap model. Developments in Business Simulation and Experiential Learning, 28
Hayes, A.F., 2013. Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. Guilford Press
Ikerionwu, C., Foley, R., Gray, E. and Edgar, D., 2014. Business process outsourcing service providers’ perception of performance and performance measurement. Journal of Economics and Engineering, 5(2), pp.5-10
Mason, S.E., Nicolay, C.R. and Darzi, A., 2015. The use of Lean and Six Sigma methodologies in surgery: A systematic review. the surgeon, 13(2), pp.91-100
Neilson, J., Pritchard, B. and Yeung, H.W.C., 2014. Global value chains and global production networks in the changing international political economy: An introduction. Review of International Political Economy, 21(1), pp.1-8
Palma-Mendoza, J.A., Neailey, K. and Roy, R., 2014. Business process re-design methodology to support supply chain integration. International Journal of Information Management, 34(2), pp.167-176.
Rosemann, M. and vom Brocke, J., 2015. The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer Berlin Heidelberg
Scott, W.R. and Davis, G.F., 2015. Organizations and organizing: Rational, natural and open systems perspectives. Routledge
Stocker, T. ed., 2014. Climate change 2013: the physical science basis: Working Group I contribution to the Fifth assessment report of the Intergovernmental Panel on Climate Change. Cambridge University Press.
van der Aa, H., del-Río-Ortega, A., Resinas, M., Leopold, H., Ruiz-Cortés, A., Mendling, J. and Reijers, H.A., 2016, June. Narrowing the Business-IT Gap in Process Performance Measurement. In International Conference on Advanced Information Systems Engineering (pp. 543-557). Springer International Publishin
Vuksic, V.B., Bach, M.P. and Popovi?, A., 2013. Supporting performance management with business process management and business intelligence: A case analysis of integration and orchestration. International journal of information management, 33(4), pp.613-619
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