SYSB13 Business Process Management

The 7FE Framework builds on the external capability of the organization while executing BPM activities

False

The 7FE Framework builds on the external capability of the organization while executing BPM activities.

False

The category of Performance management does not include business analytics

False

While the best time to commence a BPM project or program within an organization depends upon the individual circumstances within that organization, there are a number of critical questions that should be considered, understood and answered before we start. These are typical business drivers and triggers for BPM. A driver is an event or occurrence that causes the organization to initiate action to overcome or solve an issue or problem that is usually of an immediate nature.

False

is BPM the same as a technology tool or a project for improving business processes?

False

is BPM an objective?

False, it's a way to achieve business objective

A BPM program needs to provide a solid operational focus that has been agreed and that is visible across the organization. The main components of a BPM program is/are:

Foundations and Enablement

2st and 3rd foundation sub-level

Purpose of BPM (foundations and enablement)

1st foundation sub-level

Regulatory environment/framework

With Business Processes it is meant

The end-to-end business processes of the organization including suppliers and customers

BPM is a simple concept

True

For the business strategy to be implemented, the organization's management must establish a set of rules or guidelines related to how the business will be conducted, and this is the business-operating model (BOM). Another term we use for this is business architecture. The BOM includes what the high-level value chain is, what products and services will be sold, via what distribution channels and locations the products and services will be sold, the desired degree of business integration and standardization.

True

In BPM implementation, the BPM approach adopted needs to recognize that change is driven by people who operate within an organization

True

In BPM, is more important to get your processes right before you consider the implementation of technology.

True

One of the main components of governance of processes is the ability of correct measurement

True

Technology in the BPM world is often refered to as a BPM system (BPMS).

True

The 7 FE framework provides a structured and systematic approach to BPM implementation.

True

The 7FE Framework builds on the internal capability of the organization while executing BPM activities.

True

The 7FE Framework can be used for organizations with low or high process maturity

True

The 7FE Framework can be used from small projects to large transformations

True

The 7FE Framework is a framework used for the implementation of BPM to support the successful implementation of BPM activities.

True

The Foundations Phase of the 7FE Framework refers to the creation or provision of the key architectures and detailed elements that are needed to support and enable business capabilities to enhance the successful delivery of all components of the BPM strategy. This phase is where the key architecture, rules, principles, guidelines, and models are specified and agreed to enable the implementation of BPM across the organization.

True

The Governance of Processes refers to managing the end-to-end business processes now and in the future

True

The enabler of Execution and Tracking includes work management, business rules "engine", system integration, integrated document management, robotics process automation

True

The enabler of Modeling and Design includes process modelling and design, activity-based cost (cost modelling), and process simulation.

True

The enabler of Performance Management includes balanced scoreboard (KPI VS actual performance) and business analytics

True

The most important component of any BPM implementation is the management of organizational change, and the associated people impacts.

True

When it comes to BPM implementation and the associated organizational change, the role of leadership is important in engaging people

True

While the best time to commence a BPM project or program within an organization depends upon the individual circumstances within that organization, there are a number of critical questions that should be considered, understood and answered before we start. These are typical business drivers and triggers for BPM. A trigger is a business reason or motivator that causes the organization to initiate action to achieve a business objective.

True

can business process management systems (BPMS) and process modeling tools help improve processes in non-technology situations, and can they be highly beneficial when used correctly?

True

improving BP seems a logical thing to do. However, most projects fail to apply a structured approach that fits the specific purpose, resulting in project failure or suboptimal results. Among the most common mistakes that organizations do regarding the use of BPM methodologies are spending too much time on the BPM foundations before starting to provide business benefits.

True

improving BP seems a logical thing to do. However, most projects fail to apply a structured approach that fits the specific purpose, resulting in project failure or suboptimal results. Among the most common mistakes that organizations do regarding the use of BPM methodologies is not applying any methodology, just using common sense or not following respectfully the chosen methodology.

True

improving BP seems a logical thing to do. However, most projects fail to apply a structured approach that fits the specific purpose, resulting in project failure or suboptimal results. Among the most common mistakes that organizations do regarding the use of BPM methodologies is the belief that their organization is special and different and existing frameworks are not suitable

True

in BPM implementation, the BPM approach adopted needs to recognize that change is driven by people who operate within an organization.

True

in a BPM program, enablement refers to taking high-level principles and guidelines and expands them for business and BPM teams for execution.

True

in a BPM program, foundations are determined by the senior management team, provides high-level outlines to BPM components, and provides principles and guidelines

True

lmproving BP seems a logical thing to do. However, most projects fail to apply a structured approach that fits the specific purpose, resulting in project failure or suboptimal results. Among the most common mistakes that organizations do regarding the use of BPM methodologies is the belief that technology is the first and most important step.

True

the 7 FE framework can increase the success of a BPM project and minimise the risks.

True

the 7FE Framework can be used from limited to large-scale cultural and organizational change.

True

the 7FE Framework can be used from projects with or without automation.

True

the 7FE Framework can be used from projects within one business unit to programs expanding across an entire organization.

True

the key to engaging the people is through good leadership

True

5th foundation sub-level

business transformation program management

management of business process improvement

identify, develop, implement and roll-out the benefits of BPM. They support the business managers in improving their processes

management of business processes as an integral part of "management"

responsible for the realization of the business objectives and ensuring that the business processes are linked and contributing to the organization strategy

Organizations fail to fix their business processes because they are perceivedas being

- Easy - just automate them - Hard - no expertise, and temptation to purchase solutions

the house metaphor of BPM pillars are

- Process Transformation - People Change Management - Benefits Realization - Process Improvement

the walls provide

- an outline of the program of work - the frameworks for how the work will be achieved - how the business will operate - how it will be aligned with the organization's strategy

work management advantages

- automate work that can be standardized, resulting in decreased cost throughput time and increased quality - to route work on the basis of dependencies and skills, resulting in reduced throughput time and better quality - staff focus on more interesting and important work, resulting in increased employee satisfaction and better quality

the six critical success factors are

- driven by senior leadership - clearly understood business drivers - clearly understood project/program/transformation vision - clearly understood, agreed and measurable business value outcomes - appointed and empowered BPM leader and team - senior executives, managers and other appropriate people need to be provided with the right incentives and disincentives

the two aspects to operational management of business processes are

- management of business processes as an integral part of "management" - management of business process improvement

the house 3 rooms

- management processes - operational processes - innovation processes

what are the key elements of BPM

- process improvement - performance management - governance.

ABC advantages

- understand cost components of processes, resulting in prices and costs being more aligned - compare various processes and identify areas of improvement, resulting in lower costs

Bottom Up Advantages

- will grow internal capability - starting with low-impact pilots will be low risk to the business - it will deliver process improvements - enables the people in the organization to grow their process maturity and skills

inside the walls, BPM activities

-align with the organization's strategy - determine the priorities and which is the most beneficial business process (management process or operational process) - use frameworks or process change methodologies (business process improvement and people change management) - the operate, manage and sustain aspect refers to how BPI projects will be handed over to the business in a sustainable way

BPM Advantages

-growing -initially helps companies improve profitability by decreasing costs and increasing revenues, overtime can create competitive advantage by improving flexibility -can reduce costs, increase customer satisfaction, and ensure compliance of rules

When was the term of BPM coined?

2000s

BPM definition

BPM focuses on using business processes to achieve an organization's objectives through the improvement of existing business processes, the ongoing performance management, and the governance of essential business processes

as a management discipline

BPM requires an end-to-end organizational view and a great deal of common sense throughout the organization.

Should a BPMS be customer-centric or employee-centric, and why?

Customer- and employee-centric to understand both perspectives

'Appointed and empowered BMP leader and team' is not among the critical success factors that are common across all organizations and BPM.

False

'Clearly understood, agreed and measurable business value outcomes' are not among the critical success factors that are common across all organizations and BPM.

False

A 'clearly understood project program transformation vision' is not among the critical success factors that are common across all organizations and BPM.

False

BPM is only about technology

False

BPM is simple to implement

False

The bottom-up approach in BPM refers to

High impact projects and simple low-impact BPM projects

The top-down approach in BPM refers to

Large scale BPM programs, enterprise-wide business transformation program

The various components of a BPMS have been grouped into categories or enablers, namely:

Modeling and Design; Execution and Tracking; Performance Management

the BOM requires the development and enhancement of business capabilities that are needed to deliver the strategy. The business capabilities comprise of the following components

People, Processes, and Technology

Business Process Management is defined as a 'management discipline'. By management discipline we mean

The organization's management needs to understand that Business Processes are a fundamental and critical part of business success.

Based on the 'House' metaphor of BPM, identify which of the following statements is the correct one

The organizational frameworks for process transformation, people change management, benefits realization, and process improvement should be in place

'Clearly understood business drivers' are among the critical success factors that are common across all organizations and BPM.

True

'Driven by senior leadership' is among the critical success factors that are common across all organizations and BPM.

True

'Right incentives and disincentives 'for senior executives, managers and other relevant people is among the critical success factors that are common across all organizations and BPM

True

a driver is

a business reason or motivator that causes the organization to initiate action to achieve a business objective

BPM foundations refer to

a set of driving and guiding business foundation principles to manage business processes within the organization

Activity-based costing (ABC)

a technique to assign product costs based on links between activities that drive costs and the production of specific products

a trigger is

an event or occurrence that causes the organization to initiate action to overcome or solve an individual issue or problem

simulation

an imitation of a possible situation in order to identify process weak points and resource bottlenecks

the BPM house includes

foundations and enablement

work management

describes the automation of internal business operations, tasks and transactions that simplify and streamline current business transactions or events

You cannot implement a BPM project without technology

false

which is the most important component of an BPM implementation?

management of organizational change and the associated people impacts.

house roof

organization, sustainability and performance management

4th foundation sub-level

organizational alignment

BPM was originated when

people began combining ideas about quality, thinking about how to do things better, and using new technology

the level of success of any BPM initiative is limited by

the level of commitment and drive from executive management

BPM Enablement refers to

the provision of the key architectures and detailed elements that are needed to support and enable business capabilities to enhance the successful delivery of all components of the BPM strategy