BPE

38. Business process modeling notation: UML diagrams:

5 Unified modelling language (UML) is a more modern approach to modelling and documenting processes. UML was initially developed by software developers, but has been successfully used in business process modelling, with a more object-oriented approach to its 14 UML diagram types.

12. Difference of business process engineering projects from other types of projects.

Project Management aims to accomplish an objective by initiating, planning, executing and controlling the work. A project has a beginning and ending either well defined or not. Unlike process a project is not repetitive and project management is mainly focused on managing a project using different processes to achieve the desired results. Process Management defines around the governance of ongoing operations of a process. A process is generally ongoing and normally doesn't have an end. It is a recurring series of repetitive tasks. Process Management is a continuous analysis for improvement or reengineering with no clarity defined beginning and end states.

18. Methodology of structural modeling

Determine business processes where you interact with customer. Then define what you will get from your business. Fill data about employees, their position, names and processes for which he is responsible.

27. Key reasons to have well-defined business processes

1. Finite - A good business process has a well-defined starting point and ending point. It also has a finite number of steps. 2. Repeatable - A good business process can be run an indefinite number of times. 3. Creates value - It ultimately aims at translating creation of value into executable tasks and does not have any step in the process just for the sake of it. In other words, if any step in the process isn't adding value, it should not exist. 4. Flexibility - It has an in-built nature to be flexible to change and is not rigid. When there is any scope for improvement that is identified, the process allows that change to be absorbed within itself without operationally affecting its stakeholders as much.

8. Use of quantitative and qualitative process metrics.

1. Process Performance Metrics, also called KPI's (Key Performance Indicators) focuses on how the task is being performed by measuring performance and if individual goals are being achieved. 2. This indicator should be measured by a ratio (generally represented by a number) which portrays the progress of the process as a whole or in part. Strategic Process Performance Metrics serve to show if the organization is achieving the objectives set by senior management, so-called strategic goals. A widely used tool to assist in determining these goals is the Balanced Scorecard Types of Process Performance Metrics 1. Efficiency Indicators 2. Effectiveness Indicators 3. Capacity Indicators 4. Productivity Indicators 5. Quality Indicators 6. Profitability Indicators 7. Competitiveness Indicators 8. Value Indicators

20. Identification of key business processes.

1. Start by asking this simple question: "what do we want to achieve with business process management?" What problems or issues do you want to address? From there, you can identify the business processes associated with those problems or issues. 2. Think about how these processes intersect and interact with other processes in your business. For example: a manufacturing company may be focused on improving the efficiency of their product assembly process. Before the product can be assembled, you need to have all the pieces on-hand: that means the product assembly process interacts with the materials ordering process. Once the product is assembled, it needs to be shipped or stored somewhere: that means the product assembly process also affects your warehouse and logistics processes. 3. Continue finding these connections until you've identified all your business processes. At the end, you should have a map or chart of all your processes and how they interact with each other. 4. If you haven't already, now is the time to identify your process stakeholders. These are all the people who have a "stake" in the success of the process. Depending on the process, this might include the CEO, department heads, and so on. But it should definitely, without a doubt, include the people who use the process every day. They will usually have a lot of ideas about how to improve the process already. 5. Choose the process (or processes) that you want to improve through BPM. Once you know which processes you want to work on, you're ready to move on to the next step: mapping out your "as is" processes.

5. Determination of the owner of the process.

A process owner is a person who is given the responsibility and authority for managing a particular process. Most organizations find it useful to appoint individual process owners and define their responsibilities as ensuring the implementation, maintenance and improvement of their specific process and its interactions with other processes. Process owners take an organization-wide view of their processes. They may not truly "own" the process in that some of the people who are involved in carrying out the process may not report to them. Instead, the owner is responsible for the design of the process, in other words, how it is carried out, how it interacts with other processes and how it is measured. This responsibility is an on-going task.

49. Methods of process analysis.

Analysis methods Business process analysis consists of 6-steps: • Identify and define your goals This first step involves identifying what you hope to achieve by conducting an analysis. • Identify the process to be analyzed Knowing what your goals are help you to identify which processes you want to analyze. A good place to start is with smaller business-critical processes, or aspects of your organization that are underperforming. • Collect information At this stage you will want to assemble your team. Include stakeholders that are involved with your business process design. They will have the most information and be able to identify issues and bottlenecks. • Map out the process Business process mapping is a planning and management tool that visually depicts all aspects of a process. Process mapping can be as simple as sketching out a flowchart on a piece of paper. • Analyze the process This step involves analyzing the process as is it currently exists to identify inefficiencies and potential areas of improvement. • Identify the potential for business process improvement In this final step, return to the goals that you defined at the outset. Any improvements to your processes should further those goals.

22. Construction and analysis of "As is" models

As-is process analysis or current state analysis is a process management strategy that identifies and evaluates a business's current processes. Current state and future state process analysis go hand-in-hand when you are evaluating business processes. Simply put, as-is maps where your processes are and to-be maps where you want them to be. The main advantage of as-is process analysis is creating a solid foundation in an organization's processes. As-is analysis allows a business to evaluate the current state of its processes and identify opportunities for improvement.

37. Business process modeling notation (BPMN)

Business process modeling notation (BPMN) is comprised of symbols that are used as a representation of tasks and workflows. Any symbols can be used in your business process, but using standardized ones allows you to collaborate with outside analysts more easily, and it spares you from having to invent your own visual language. BPMN symbols fall into the following categories: Flow objects. Shows the flow of the process and are represented as follows: Circles. Events are displayed inside of circular shapes Rectangles. Activities fit into rectangular boxes Diamonds. Control points or gateways are represented as diamond shapes Connecting objects. Used to show how tasks are connected, and in what sequence they occur Solid lines. Shows task transfers Dashed lines. Shows messages Swim lanes. These make provision for subprocesses that share responsibilities and how they interact. The swimlanes are the people or departments that the subprocess impacts on

24. The typology actors of business process

Business Actors are humans, departments, and business units. They may be individuals or groups. A Business Actor is defined as an entity that performs behaviour in an organisation such as business processes or functions. Typically, a Business Actor performs the behaviour assigned to one or more Business Roles. It's important to separate the actor from the role because a Business Actor can perform more than one Business Role, and a Business Role can be performed by more than one Business Actor.

11. Stages of modeling and analysis of business processes

Business Process Modeling is a combination of various process related steps such as Process Mapping, Process Discovery, Process Simulation, Process Analysis and Process Improvement. Planning, analysis, design, implementation, monitoring, and refinement are the 6 stages of business process management.

15. Description, modeling and analysis of problem situations in business engineering.

Business process modeling notation (BPMN) is comprised of symbols that are used as a representation of tasks and workflows. Any symbols can be used in your business process, but using standardized ones allows you to collaborate with outside analysts more easily, and it spares you from having to invent your own visual language. BPMN symbols fall into the following categories: Flow objects. Shows the flow of the process and are represented as follows: Circles. Events are displayed inside of circular shapes Rectangles. Activities fit into rectangular boxes Diamonds. Control points or gateways are represented as diamond shapes Connecting objects. Used to show how tasks are connected, and in what sequence they occur Solid lines. Shows task transfers Dashed lines. Shows messages Swim lanes. These make provision for subprocesses that share responsibilities and how they interact.S

30. Centralized vs. Decentralized Organizational Structures

Centralization • Top management keeps strong decision-making control Decentralization • Decision-making is distributed throughout the organization

40. Business process modeling notation: Data flow diagrams

Data flow diagrams (DFDs) show how data enters a system from external sources, how data moves internally within the system, and how the data is stored. DFD symbols vary slightly, but are mostly based on the same principles: Squares. These show external entities, which are either the source of data, or the destination Rounded rectangles. These represent processes that receive data as input, interact with it, and then produce an output Arrows. These show the flow of data, either as electronic data or physical items Open-ended rectangles. This represents data stores, and include electronic stores like databases or XML files, as well as physical stores, such as or filing cabinets or stacks of paper.

2. Process approach and process-oriented organization.

In contrast to a functional approach, a 'Process' approach does not divide a company into smaller concepts (a top-down approach), but instead defines the ways (i.e., processes) in which particular services or products are developed. This means that a process approach connects different organizational functions to produce a specific outcome. A process approach is a common way of improving the performance of an organization. Each process in process-oriented organization is characterized by key efficiency indicators , and their monitoring enables more efficient organizational management.

1. Classical function-oriented organization. Advantages and disadvantages.

In the case of a functional approach, a company is actually hierarchically divided into 'sub-companies', each performing a specific function (e.g., sales and production). Advantages: • Employees don't have to report to multiple heads. • Every department and every individual in that department has a specific job. Hence the chance of duplication is zero. • It becomes easier to monitor the growth and update the training of the employees. • The responsibility of every worker and all the departments are fixed those results in exact accountability of their work. The chain of command is very explicit and clear. Disadvantages: • inability to quickly respond to changes; • isolation of workers from the final result; • The repetitive kind of work can become monotonous and lead to low energy levels. The main consumer of the results of the employee's work is the superior; lack of customer orientation; the interaction and exchange of information between departments is extremely complicated.

41. Business process modeling notation: Gantt charts

In the late 19th century, Gantt charts were the gold standard, and are often the go-to business process model for companies preparing for projects with distinct timelines, or that have time-sensitive processes that need to be captured and tracked. Gantt charts make it easy for people involved in different parts of a process to see when they are meant to start work, and by when each task should be complete, and to check whether all the subprocesses are on schedule.

43. Business process modeling notation: IDEF

Integrated definition (IDEF) for function modelling displays when parent activities give rise to child diagrams. There are 15 forms of IDEF and each addresses a different type of flow for functions, information, data, simulation model design, process description capture, and so on.

28. Types of business process management:,

Integration-centric BPM This type of business process management system handles processes that primarily jump between your existing systems (e.g. HRMS, CRM, ERP) without much human involvement. Integration-centric business process management systems have extensive connectors and API access to be able to create processes that move fast. Human-centric BPM Human-centric BPM is for those processes that are primarily executed by humans. These often have a lot of approvals and tasks performed by individuals. These platforms excel at a friendly user interface, easy notifications, and quick tracking. Document-centric BPM These business process management solutions are required when a document (e.g. a contract or agreement) is at the heart of the process. They enable routing, formatting, verifying, and getting the document signed as the tasks pass along the workflow. Most business process management systems will be able to incorporate elements of each of these, but each one will usually have one specialty.

6. Determination of key performance indicators of the process.

KPI, or a key performance indicator, are measurable values used to evaluate how successful a person or organization is at reaching a target. You can have high-level KPIs that look at the performance of your business, or KPIs that drill down into processes at the individual or departmental level, too.

14. NVA Analysis

Lean refers to a collection of principles and methods that focus on the identification and elimination of non-value-added activity (waste) in any process Every activity should be considered as waste, unless it: - Meets an explicit customer requirement - Cannot be shown to be performed more Economically The 8 Types of Waste (Sources of Non-Value-Added Activity) 1. Defects, Rejects, Rework 2. Over production 3. Waiting 4. Talent & miss-use of resource 5. Transportation 6. Inventory 7. Motion 8. Over processing Non-Value Added Activities involve work that consumes resources, but does not add value to the product or service. Any money spent on non-value-added tasks is money thrown away. This can be found in both the form of direct costs and indirect costs that are associated with the production of a product or service.

21. Building a process model of the organization.

Steps for building a process model: 1) Communicate everybody: we are creating a business process model in the company. It must permeate all the process, show advances, news and which step of the business process model is being created. 2) Formalize a business process office. 3) Define the Value Added Chain of the company. All businesses search to meet client's needs through a series of coordinated activities that culminate with the product 4) Relate processes with the corporative strategy 5) Define priorities in creating business process model in your company 6) Map the AS-IS processes 7) Analyze and diagnose the processes 8) Define the future of the process, how it is going TO BE 9) Implement the new business process model 10) Improve the process in a continuous way

10. Business processes and engineering projects as a means of adapting an enterprise to the external environment

Technological Economic Political and legal Demographic Social Competitive Global Ethical Natural

23. Construction and analysis of models "To be".

The To Be process shows your proposed future processes - what your organisation plans to do. 1)Create a To Be process model, using (a copy of) your As Is process maps as the start point 2)Compare your As Is and To Be process maps 3)Determine what need be changed in order to get to your To Be 4)Estimate and thoroughly analyse the business risks of making these changes 5)Implement your To Be process so that it now becomes your new As Is process 6)Analyse the effectiveness of your new As Is process (start from the beginning) and create another To Be map from the new process data.

3. Correlation between functional and process approaches.

The functional approach answers the question "What to do?", the process one "How to do it?". The construction of process-oriented systems allows the organization to better understand the relationship of individual aspects of the activity and increase its efficiency. It should be remembered that a process approach will suit and bring tangible benefits to such organizations that exist in a dynamic, actively developing market with healthy competition. For organizations where each contract or transaction is individual, and business processes are constantly changing for each specific order, process-oriented management will not only not bring benefits, but also significantly complicate the workflow.

16. The key role of information technologies and systems in managing the process of modeling and analyzing business processes in business reengineering projects.

The role of information system in the organization is to make the effective strategy according to the business requirement. The information is the key of an organization the IS measure the process and performance of an organization The relationship between IS/IT in the business process reengineering is to change the process and identifying, evaluating, and implementing the business strategies. If the business is in dog situation the role of BPR is to remove the barrier. The BPR has overcome on these barrier through IS/IT because if the IS system is working bad than the business goes to downwards so the IS system is effective than the business in good position. The delivery system of the company is based on the IS system so when the company collect the information form there customer what they want and than the company makes the strategy according to the customer requirement. So the company does all the process under the IS system we can say these are all the component of the IS system. IS system are supporting to regenerate the business process and also analyze the existing assets. A large number of manager are adopt the business process reengineering under the IS/IT system to getting the competitive advantages and also provide effective service to their customers. The IS/IT is the most critical factors of the business process reengineering. These systems are cross the different stages and than identifying the problem and how the previous system works with the project and also collect the information for the reengineering process.

39. Business process modeling notation: Flowchart technique

This is a graphic representation of something that is manufactured or produced, which gives people involved in the project or process a single reference point. Flow charts use basic shapes and arrows to define relationships, such as processes, decisions, or data.

13. VA Analysis

Value Added Activities must satisfy the following three criteria: • Work that the customer is willing to pay for • Work that physically transforms the product (or document/information) • Work that is done right the first time One easy way to remember this definition is to use the acronym CPR, which stands for: Customer pays for it, Physically transforms the product, Right the first time. Your focus should be on those things your customer values and is willing to pay for. By doing a value analysis, you will be able to distinguish between those tasks you should be doing well and those that are waste. How do I find out what is value-added to my customer? Ask them. Then review all the steps in your process to see which ones actually contribute to the achievement of that customer value. If your customer defines value, then you need to start with them to find out what is important, what they value, and what they're willing to pay for you to do that work step, activity, or task.

31. Studying the organizational structure of the enterprise and making suggestions for its optimization

What is Organisational Structure? • The typically hierarchical arrangement of lines of authority, communications, rights and duties of an organization. Organizational structure determines how the roles, power and responsibilities are assigned, controlled, and coordinated, and how information flows between the different levels of management

42. Business process modeling notation: Colored petri-nets

When a system has numerous processes that interact and synchronise with each other, then coloured Petri nets are ideal. This modelling technique is used to design, specify, simulate and verify systems. Petri nets are unique in that they can represent both a state - such as passive, unsent, or waiting - and an action - such as send, receive, or transmit - in the same diagram. Coloured nets use colours to differentiate their symbols, and use a formal, mathematical representation with well- defined syntax and semantics.

19. Development of critical success factors.

¡Critical success factors are the limited number of areas in which satisfactory results will ensure competitive performance for the individual, department or organisation. ¡CSFs include issues vital to an organisation's current operating activities and to its future success.

35. Industry prototype models of SAP (Solution Maps).

• A SAP Model Company is a pre-packaged, ready-to-use, end-to-end reference solution, tailored to an industry or line of business. • It comprises state-of-the-art applications and proven best practices and encapsulates the experience from successful, real-life digital transformation projects. • Embedded in an overall transformation road map and delivered as a service, a model company driven approach enables you to reduce cost, decrease risk, and accelerate adoption during discovery, preparation, exploration, and realization activities.

32. Building a model of the company's business processes.

• A business process model is a display of a process that is created to solve applied problems. • Business process model is a template on the basis of which business process instances are created in the system. • Includes: • Business process diagram • List of used details • Binding of details to points of a business process, algorithms for their calculation and filling • Process owner and task executors • Scheduled deadlines for completing tasks, etc.

34. Reference model in BPE

• A reference model is a standard business organization model developed for a specific sector of the economy.

17. Means and technologies for automation of modeling, analysis and redesign of business processes (CASE-technologies).

• Application of Six-Sigma Methodologies. Six-Sigma is a quality measure that seeks to remove defects, errors, and redundancies through concentration on outputs. u There are five phases in Six-Sigma: u Define, Measure, Analyze, Improve, and Control (DMAIC) • Kotler's 8 step change model. STEP 1: CREATE URGENCY STEP 2: FORM A POWERFUL COALITION STEP 3: CREATE A VISION FOR CHANGE STEP 4: COMMUNICATE THE VISION STEP 5: REMOVE OBSTACLES STEP 6: CREATE SHORT-TERM WINS STEP 7: BUILD ON THE CHANGE STEP 8: ANCHOR THE CHANGES IN CORPORATE CULTURE • Business Improvement recipe: standardize, measure, compare, innovate, repeat. • Request employee feedback • DMAIC Define the goals of the improvement activity, Measure the existing system, Analyze, Improve the system, Control the new system. • 5 Whys . Assemble a team, define the problem, ask first why, ask why 4 more times, know when to stop, implement a solution, monitor your measures

44. Types of organizational structure

• Division of Labor People and groups performing different jobs. •Formal Structure The official structure of the organization. •Informal Structure The unofficial relationships that develop among an organization's members.

48. SADT methodology: description, notations used, areas of application.

• Structured analysis and design technique (SADT) is a systems engineering and software engineering methodology for describing systems as a hierarchy of functions. SADT is a structured analysis modelling language, which uses two types of diagrams: activity models and data models. The modeling process can be divided into several steps: interviewing experts, creating diagrams and models, distributing documentation, evaluating the adequacy of the models, and accepting them for future use. • SADT models are most convenient in identifying the functions of the organization. They clearly show the functional structure of the object, i.e. performed actions and connections between these actions. Thus, the logic and interaction of business processes of the organization is clearly traced.

33. Standard model in BPE

• The standard Model is the view of individual consulting and commercial companies about what processes an organization should be made of.

47. Lean methodologies

• is a management discipline that originates from the manufacturing industry, in particular the engineering philosophy of Toyota. • One of the main principles of Lean is the elimination of waste, i.e. activities that do not add value to the customer. • The customer orientation of Lean is similar to that of BPM and many of the principles behind Lean have been absorbed by BPM. In that sense, BPM can be seen as a more encompassing discipline than Lean. • Another difference is that BPM puts more emphasis on the use of information technology as a tool to improve business processes and to make them more consistent and repeatable.