Business Processes A business process is an activity or set of activities that will accomplish a specific organizational goal. Business process management is a systematic approach to improving those processes. Business process management is a systematic approach to making an organization's workflow more effective, more efficient and more capable of adapting to an ever-changing environment. A business process is an activity or set of activities that will accomplish a specific organizational goal. The goal of BPM is to reduce human error and miscommunication and focus stakeholders on the requirements of their roles. BPM is a subset of infrastructure management, an administrative area concerned with maintaining and optimizing an organization's equipment and core operations. Mapping Business Processes Business process mapping is a tool that takes into account the objectives of the business, the actual work being accomplished, and, most importantly, the impact of processes on customers. There may be four steps taken in account while mapping business process these are as follows 1. Process identification -Process identification is the first approach for mapping a business process there are several process taking place in an organization. The process which need mapping should be identified first. These processes may be - manufacturing, sales, accounting, building services etc 2. Information gathering Once the processes are identified, the second step begins -- information gathering. There is a large volume of information that should be obtained before trying to learn the intricacies of a process. In order to effectively record and maintain this information, some important worksheets have been developed. Two of the most important are as follows
i. Process Profile Work Sheet:
The Process Profile Work Sheet includes such information as the process owner, inputs, outputs, risks, key controls, and measures of success etc
ii. Work Flow Surveys
3.
4.
Work Flow Surveys are completed by individuals actually working on the process and request from them a list of tasks which they perform in support of the process. Interviewing and mapping This involves sitting with each employee and having him or her describe what it is they do. This information is recorded using a sticky-note method. Each step in the process is recorded on a sticky-note and built in front of the individual completing the work. This allows them to interactively ensure the final map matches their understanding of their work. The final process maps are developed using flowcharting software. Time flows down the page, and each individual involved is represented by a separate column. In this manner, a simple map can result from a complicated process. Analysis Analysis is considered the fourth step, analysis must really occur throughout the review. While defining the processes, the reviewer may determine that objectives are not in line with the processes in place. In gathering information, it may become apparent that measures of success do not correspond to department objectives.
Measuring Process Performance There are three types of measurement required: 1. Internal measures 2. Output or quality measures 3. Satisfaction measures
Inte nal meas es enable y to assess the bas c pe ormance of the process itself. utput measures enable you to assess the quality of the interme iate or final outputs. Both (Internal and utput) can be measured without involving the customer of the process. Satisfaction measures are direct assessments of the customer s view of the process and can only be gathered by as ing the customer. Here are some examples of each type
¥ ¨ ¦ ¡¢ § ¡ ¥
¤
£
doc_587699549.docx
i. Process Profile Work Sheet:
The Process Profile Work Sheet includes such information as the process owner, inputs, outputs, risks, key controls, and measures of success etc
ii. Work Flow Surveys
3.
4.
Work Flow Surveys are completed by individuals actually working on the process and request from them a list of tasks which they perform in support of the process. Interviewing and mapping This involves sitting with each employee and having him or her describe what it is they do. This information is recorded using a sticky-note method. Each step in the process is recorded on a sticky-note and built in front of the individual completing the work. This allows them to interactively ensure the final map matches their understanding of their work. The final process maps are developed using flowcharting software. Time flows down the page, and each individual involved is represented by a separate column. In this manner, a simple map can result from a complicated process. Analysis Analysis is considered the fourth step, analysis must really occur throughout the review. While defining the processes, the reviewer may determine that objectives are not in line with the processes in place. In gathering information, it may become apparent that measures of success do not correspond to department objectives.
Measuring Process Performance There are three types of measurement required: 1. Internal measures 2. Output or quality measures 3. Satisfaction measures
Inte nal meas es enable y to assess the bas c pe ormance of the process itself. utput measures enable you to assess the quality of the interme iate or final outputs. Both (Internal and utput) can be measured without involving the customer of the process. Satisfaction measures are direct assessments of the customer s view of the process and can only be gathered by as ing the customer. Here are some examples of each type
¥ ¨ ¦ ¡¢ § ¡ ¥
¤
£
doc_587699549.docx