Business Process Management Essay
Business Process Management (BPM) is a method used to improve business processes of a company. Due to the complexity and criticality of a business process in an organization, BPM could help the organization to achieve an effective and efficient workflow. Also it helps the organization to adapt to change of environment. For example, an organization that uses BPM application could know the items that went missing using the receiving system, or guide an employee to find out the reasons of ordered items did not arrive. BPM can be applied by using technology that helps. The difficulty of business process management differs depending on the scope of the business process. There are some business processes that are used within a single business department. …show more content…
In this essay, the author
- Explains that human resources applications include recruiting, compensating, assessing, developing, and training and planning.
- Describes the accounting applications, including the general ledger, accounting receivable, accounts payable, and treasury applications.
- Explains that erp stands for enterprise resource planning, a type of software used to manage business process. sap is the most successful vendor of erp, with more than 183 000 customers.
- Explains that business process management (bpm) is a method used to improve business processes in an organization.
- Explains that bpm is done by identifying, assessing and changing the business process. it consists of four stages.
- Explains that functional applications are computer programs that are used in a functional process.
Which are the methods of changing business process? BPM is done by identifying, assessing and changing the business process. It consists of four stages. The first step is by designing a model of the business process. Expertises in a business are used to edit and make judgment of the model. Normally, the team will start of by building that represents the existing situation as it is and later on change the model by adjusting it in order to overcome the process problems. Next step is by creating system components, which includes all the five components in information system. Some of the components might be totally automated and some might be totally manual. The following step is implementing the business process required to the organization. Each stages needs to have a clear objective. To have a well-managed organization, the last step is really significant which is to asses results. The organizations need to assess the effectiveness of the business process continuously by creating policies, and procedures. The organization will create a new model and improve the business process when the need of change takes place. Business process is required in every business and the change of the processes are …show more content…
List and briefly describe the common functional application. A functional application is a type of computer program that is used in a functional process. Organizations can create their own functional applications but some organizations may prefer to license functional application software from vendor and later adapt it as different organizations have different structure of business process. This method is preferable because it is less costly and risky. Firstly, the sales and marketing application. Sales process is aimed to find prospect and change them into customers by selling them something. Besides, managing customers is also under business process. Managing customers is a euphemism for selling existing customer more products. The role of other functional sales processes is to predict future sales. On the other hand, marketing processes have the role of managing products and brands. These processes are used by companies to make judgments of the effectiveness of the advertising, promotions and marketing messages. They are also used by the companies to decide the demand of the product in many market
- Explains the importance of a good recipe, quality ingredients, and optimal baking conditions in order to bake the perfect cake.
- Explains that every business plan starts with a business process. management process governs system operation, and business process reengineering is the analysis and design of workflow and processes within an organization.
- Explains that businesses use standardization to help with commoditization, compatibility, interoperability, safety repeatability or quality. business also uses the transfer technique, which is used in advertising and propaganda.
- Explains that starting a business is full of risks, including legal, political, and financial risks. horizontal and vertical integration are beneficial especially for companies that plan on going global.
- Opines that time is valuable and a huge determinant of success, but many fail to realize the importance of time in business.
- Opines that to win business, one must be resourceful, proactive, and ready to fail. time management can make or break a company.
- Explains that business process reengineering (bpr) is an important topic in the business related world.
- Explains that in the 1990's bpr was an extremely hot topic among many organisations. the market was changing rapidly as new technologies were introduced across the world.
- Explains that the literature review will be divided into three parts: • definition of business process reengineering; • analysing the failures of the process;
- Explains that hammer (1990) is the original architect of the term "business process reengineering". he focuses on the designs of business processes within an organisation to become world-class competitors.
- Explains that hammer and champy developed their original concept further by summarizing the improvements on performance.
- Explains that customers are smarter now than ever before and expect to be consulted in the products and services that are provided to them.
- Analyzes how grey and mitev summed up why organisations are moving towards bpr quite well.
- Explains that change management is integral to the success of a reengineering project.
- Opines that the best way to tackle a problem in organisations is to start at the beginning. petrozzo and stepper (1994) examine the problems that are associated with this.
- Analyzes how petrozzo and stepper argue that there is always the "danger of designing another inefficient system".
- Explains that cao et al (2001) recorded a failure rate as high as 70% when implementing the bpr system.
- Explains that champy conducted a study called "the state of reengineering" in 1994, which included 621 organisations across the u.s.a and europe.
- Explains that technology was advancing rapidly, and organisations needed to be integrated and have an edge.
- Explains gunasekaran and kobu's conclusion that bpr is gaining acceptance due to the openness towards technology in the new millennium.
- Explains that al-mashari and zairi conducted a study on "an analysis of key success failure factors" that looked at the implementation process of the bpr system.
- Opines that change management plays the most vital role in a successful deployment of bpr in an organisation.
- Explains that al-mashari and zairi outline management competencies and support in their article. top management needs to be decisive in all decisions regarding implementing the bpr.
- Explains al-mashari and zairi's recommendation to develop a cross-functional team that is "competent, credible and have excellent communication skills."
- States that project planning and management is an important and basic factor. management needs to devise a strategy for implementing bpr.
- Concludes al-mashari and zairi's article with a factor they consider very important to the success of bpr implementation.
- Explains that the five factors outlined by al-mashari and zairi are important in the success of the bpr strategy. failure of any of these factors can have a severe negative impact on the final project.
- Concludes that the literature review aimed to compare and contrast some of the core examinations in business process reengineering (bpr) to date.
- Explains hammer's definition of business process reengineering, which focuses on the designs of business processes within an organisation, to become world-class competitors.
- Analyzes the literature review on brp implementation failures and its success. petrozzo and stepper (1994), cao et al (2001), and al-mashari and zairi (1999) show the five crucial factors that needed to be adhered to in order to have a successful implementation.
- Summarizes the process known as business process reengineering (bpr). they analyze the conditions that are favorable and detrimental to the success of a bpr.
- Explains that business process reengineering is an approach that managers employ to organize and control the processes within their business. organizations that undertake bpr efforts seek audacious goals such as the dramatic reduction of costs in non-core processes.
- Explains that a bpr plan affects individuals and organizations who are immediately impacted by the changes that are introduced during the process. all participants providing inputs and outputs are included in the analysis phase.
- Argues that business process reengineering (bpr) is a viable method for an organization to continually improve and adapt to the changing demands of their competitive environment.
- Opines that bprs are rewarding for firms during both good and bad market conditions. however, there are conditions that may exist within a firm that significantly reduce the chances of success.
- Describes the bpr process as a systemic approach to optimizing the organization's processes.
- Summarizes carter's business process reengineering: an introductory guide. greenberg, l., and harmon, p.
- Explains that for every business, there are a number of laid down processes, which form the building units of the business which are pre-requisite to end results.
- Defines business process management as a structured approach to analyse and continually improve fundamental activities such as manufacturing, marketing, communications, etc. the overall effect of bpm is to achieve total customer satisfaction through an excellent service delivery.
- Argues that business process management is a "day to day" activity where there are necessary tasks to be performed in order to drive processes in an organization.
- Recommends setting principles to guide the processes, deadlines to meet processes and turn-around time to achieve a set process. periodical performance measurement through appraisal exercises should be followed by rewards and motivations.
- Argues that the bpm department is not the top management of the company/business but a department with the direct responsibility of ensuring processes yield customer satisfaction and profitability.
- Explains that business process management co-ordinates a system to perform operations appropriately or as expected and designed. the objectives of bpm are open to continuous improvement and modifications.
- Explains al-mudimigh s.a.'s role and impact of business process management in enterprise systems implementation. dale b.g.
- Explains paim et al (2008) process management tasks: a conceptual and practical view in business process management. zairi m.
- Explains step 3 enrollment. people enroll, or not, and either accept or reject the change.
- Explains the department of defense's business process reengineering and organizational change.
- Explains that large-scale organizational change has become a way of life in american business, but many organizational changes have failed to deliver promises of increased productivity and morale.
- Argues that training professionals enter the change process at step 4, after employees had a chance to connect with it.
- Explains kramlinger, tom, wakulczyk, and wasson, teresa. how to deliver a change message.
- Explains that manufacturing companies continue to face increased competition and globalization from its competitors. the automotive industry is one of the most volatile manufacturing industries.
- Explains ohmae's five stages of global operation support general motors aspirations.
- Explains that lordstown is a lean manufacturer because reduction of waste and non-value added activities are continuously driven. general motors is flexible because of its ability to utilize human assemblers.
- Opines that general motors needs to embrace and implement its gms (global manufacturing system) process to achieve world class performance.
- Explains the global manufacturing revolution: product-process-business integration and reconfigurable systems by yoram koren, john wiley & sons, inc.
- Explains that ford motor company is the world's second largest manufacturer of cars and trucks with products sold in more than 200 markets.
- Explains ford needed to transform from a linear, top-down bureaucratic business model to an internet ready, nimble organization that engages and integrates customers, suppliers, and employees.
- Explains how ford integrated and leveraged their supplier base by designing covisint, an end-to-end infrastructure that enables an online, centralized marketplace connecting the automotive industry supply chain.
- Explains that ford is enjoying an increase in customer satisfaction, sees huge revenue opportunities for developing and retaining loyal product advocates, and has taken both complexity and cost out of the supply chain.
- Explains how ford's top management put accounts payable under the microscope in the early 1980s, when the american automotive industry was in a depression. the difference in absolute numbers was astounding.
- Explains that more than 500 accounts payable clerks matched orders, received documents and invoices and then issued payment. mismatches were common.
- Explains that ford's accounts payable organization was performed by so many people. the department spent most of its time on mismatches, instances where the purchase order, receiving document, and invoice disagreed.
- Explains that the new process cuts head count in accounts payable by 75%, eliminates invoices and improves accuracy.
- Explains ford's reengineering of its accounts payable department was futile. receiving clerks on the dock had to learn to use computer terminals to check shipments.
- Describes business process reengineering as a management approach aiming at improvements by means of elevating efficiency and effectiveness of the processes that exist within and across organizations.
- Explains that ford's purchasing department sent a copy of the receiving document to accounts payable, while the vendor sent an invoice. the department spent most of its time on mismatches.
- Explains how ford instituted "invoiceless processing" to prevent mismatches. the new approach requires matching only three items between the purchase order and the receipt record.
- Explains that business process reengineering (bpr) was introduced by professor michael hammer in the early to mid-1980s.
- Quotes hammer's article on re-engineering work: don't automate, obliterate. hammer believes many u.s. companies operating in the 1990s are unable to adapt to rapidly changing technologies and increasing shorter product cycles.
- Explains that the standard approach in the 1990s for improving performance was investing heavily in information technology to make corporate and supply chain processes faster and more effective than the competition.
- Opines that hammer proposed that instead of embedding outdated processes in silicon and software, we should obliterate them and start over.
- Explains how the principles of bpr found a willing audience in 1990s corporate america where companies suffering from declining profits wanted to try something different.
- Explains that ford's accounts payable with respect to mazda was an excellent result from using bpr. the account payable department in north america was identified as a viable candidate since it had over 500 employees.
- Explains that ford decided to employ bpr principles when it was discovered that a competing automobile firm, mazda, had 5 employees in their account payable department.
- Explains that the account payable department spent much of their time resolving mismatches which delayed payment.
- Explains ford's solution to replace the existing system with an invoiceless one. the new process had the purchasing department entering the purchase order into a database.
- Explains that the radical redesign of the ford account payable process and the addition of a new information technology system, allowed ford to reduce the head count by 75% instead of 20% under the initial plan.
- Describes some examples of high-profile corporate success stories of implementing bpr, such as xerox’s inefficient office systems with respect to cannon (davenport and short, 1990).
- Explains that while ford, xerox and many other corporations were able to utilize bpr to achieve impressive improvements in efficiency, many others did not do as well.
- Explains that bain and company's annual management tools and trends survey indicates bpr usage dropped from 67% to 38% between 1993 and 2000, increased to a usage rate of 69% in 2006 and then trended downward.
- Explains that significant organizational change occurs when an organization changes its overall strategy for success, adds or removes a major section or practice, and/or wants to change the very nature by which it operates.
- Opines that every process should increase organizational value by supporting the business vision and supporting strategies. legacy completed a system-wide implementation of an electronic health record program called epic.
- Explains that management personnel at multiple levels of an organization are critical to the success of a change effort.
- Explains that successful change is the direct result of planning, which identifies the effects of a change, the benefits, and the barriers to change within an organization.
- Opines that the greatest risk to a successful change effort is cultural reaction against the change. legacy could have conducted this area more efficiently and effectively by proactively educating the departmental managers.
- Explains that continuous productivity and quality measurements help identify organizational problems, whether they are process, cultural, or motivational in nature. organizations should adopt change management principles and practices based on their business needs.
- Explains that it projects are vulnerable to cutbacks due to the complexity of system design and rapid advances in information technology. project managers must optimize the use of allocated resources to ensure that is projects deliver on time and on budget.
- Explains williams' four steps to systems planning: planning information systems, analysing information requirements, resource allocation, and project planning.
- Explains that a process re-engineering effort driven by one business function or unit will likely encounter resistance from other parts of the organization. both high-level and broad support for change is necessary.
- Cites holland, p, light, b, gibson, n, 1999, "a critical success factors model for enterprise resource planning implementation".
- Cites pant, s., ravichandran, t. 2001, "a framework for information systems planning for e-business".
- Explains that information systems projects are vulnerable to resource cutbacks and the complexity of systems and advances in information technology make finding the right personnel difficult. good project management is essential for success.
- Explains that successful project management requires a clear business objective, understanding of the nature of change, and understanding the project risk.
- Explains that project managers may choose to design and build systems using existing is planning models/methodologies.
- Explains earl's five alternate strategy frameworks that project managers should consider when deciding how the system will enhance the business function.
- Explains that business process re-engineering (bpr) is an essential element for many companies who attempt to improve their competitive position in the marketplace.
- Opines that change management is important for project managers and business leaders, starting at the project phase and continuing throughout the entire life cycle.
- Argues that project managers should plan for the development, testing, and troubleshooting of system software, especially at beginning in the project phase.
- Explains the mot model, which depicts information systems as being influenced and shaped by management, organizational and technology factors.
- Explains that project management of information systems projects is increasingly important to successful design and implementation.
- Cites bailey, a., sharma, m.k, godla, j. and charnley, l.
- Cites falkowski, pedigo, smith, b, swanson, d, and hall, g., rosenthal, j.
- Describes the key success factors in erp implementation projects.
- Business process management
- Enterprise resource planning
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Home — Essay Samples — Business — Leadership and Management — Business Process Management: Usages, Life Cycle, Benefits, and Types
Business Process Management: Usages, Life Cycle, Benefits, and Types
- Subject: Business
- Category: Strategy , Management
- Essay Topic: Business Plan , Leadership and Management
- Published: 28 January 2019
- Downloads: 25
Table of contents
Business process:, types of business process management:, business process management:, life cycle of bpm:.
- Design the process in its ideal state and examine all the conditions that need to be built.
- Model the process using a business process management software.
- Execute the process, or put a system in place.
- Monitor the system and gather data about how it is functioning.
- Business Process Optimize and make changes to the process to improve it.
- When the process becomes too complex or inefficient, and optimization is not fetching the desired output and so the entire process cycle should be re-engineered. Business Process Re-engineering (BPR) has been used by organizations to attempt to achieve efficiency and productivity at work.
Benefits of incorporating BPM into a business:
- The application of business process management (BPM) has helped millions of businesses around the world take control of chaotic processes and streamline their workflows in a very time-effective way. For instance, leaders in worldwide logistics can benefit from BPM to track shipments, manage customer feedback, handle transit red-tapism, and ensure timely deliveries.
- The mapping of a business process management (BPM) typically flows through a five-step process, i.e. designing, modeling, executing, monitoring, and optimizing. A BPM software helps businesses create, map, analyze, and improve their business processes.
- Implemented well, business process management (BPM) can take care of an entire business process lifecycle. Not only does this help enterprises run their everyday operations more efficiently, but it helps them realize their bigger organizational goals over a desired period of time.
Human-centric bpm:, document-centric bpm:.
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Home / Essay Samples / Business / Accounting / Importance Of Business Process
Importance Of Business Process
- Category: Business
- Subcategory: Management
- Topic: Accounting , Customer Service
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Importance of business process
Introduction, steps in a business process, why are business process needed.
- Document all current processes.
- Provide a managed platform for employees to develop process improvements and submit suggestions to a central implementation team.
- Create a dedicated business analysis function with a mandate and the equipment to improve processes within the organisation.
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