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Business Process Management : Process Identification. prof.dr.ir. Hajo Reijers. BPM recap. Michael Hammer (1948 – 2008). Any process is better than no process A good process is better than a bad process Even a good process can be improved. BPM life-cycle . Planning. Design. Deployment.

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Presentation Transcript
bpm recap
BPM recap

Michael Hammer

(1948 – 2008)

Any process is better than no process

A good process is better than a bad process

Even a good process can be improved

bpm life cycle
BPM life-cycle

Planning

Design

Deployment

Diagnosis

Discovery

Identification

Control

Execution

agenda
Agenda

Identification phase

The link with process modeling

slide5
Goal
  • Identify processes that are worthwhile to manage
    • e.g. to redesign or to support with workflow technology
key activities
Key activities

Process selection

See Davenport (1993)

Enumerate major processes

Determine process boundaries

Assess strategic relevance of each process

Render high-level judgments of the “health” of each process

Qualify the culture and politics of each process

Define manageable process innovation scope

processes are not functions
Processes are not functions

“Some people take the lazy way out. They use the term ‘process’ without really understanding it […]. A common indication of this occurs when we ask someone to identify the organization’s processes and the response is: ‘Sales, marketing, manufacturing, logistics, and finance.’ Simply calling your functions processes doesn’t make them processes.”

Hammer and Stanton (1995)

business process
Business process
  • “A set of logically related tasks performed to achieve a defined business outcome.”Davenport (1990)
  • Two important characteristics:
    • it has customers, either internal or external to a firm
    • it crosses organizational boundaries, i.e. it occurs across or between organizational subunits
rule of thumb
Rule of thumb

“If it does not make at least three people mad, it’s not a process.”

Hammer and Stanton (1995)

examples of business processes
Examples of business processes
  • Ordering goods from a supplier
    • customer: user of the good
    • involved parties: purchasing, receiving, accounts payable, supplier organizations
  • Developing a new product
  • Creating a marketing plan
  • Processing an insurance claim
  • Etc.
process enumeration
Process enumeration
  • Typical number of processes is unclear
  • Trade-off:
    • ensuring process scope is manageable
    • process scope determines potential impact
  • Rule of thumb: 10-20 main processes
process boundaries
Process boundaries
  • Processes are interdependent

Insight into relations is required

    • main processes – subprocesses
    • upstream – downstream processes
  • Processes change over time
    • identification should be exploratory and iterative
    • improvement opportunities are time-constrained
process selection
Process selection

Four criteria:

  • Assess strategic relevance of each process
  • Render high-level judgments of the “health” of each process
  • Qualify the culture and politics of each process
  • Define manageable process innovation scope
process selection1
Process selection
  • Concurrent process initiatives
    • limited resources
    • coordination complexity
  • Limited number of “active” process management projects
bpm life cycle1

Require detailed models of processes

High-level process

overview

is sufficient

Renders

a detailed

understanding

BPM Life-cycle

Planning

Design

Deployment

Diagnosis

Discovery

Identification

Control

Execution

conclusion
Conclusion

Identification is a necessary first step

Few strict rules, many issues

Process modeling is required for all further phases of the BPM life-cycle