module 2 - Module 2: Business process modelling the human...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
Module 2: Business process modelling — the human side Preview Improving organizational performance and increasing customer satisfaction to achieve competitive advantage are the stated objectives of many organizations today, and for some longstanding organizations for several decades. Business process modelling is one of the more thorough and far-reaching approaches to change in the enterprise since the "time- and-motion" studies of steel factory production by the American engineer Frederick Taylor in the 1880s. Business process modelling started in the 1980s and was referred to as business process reengineering (BPR). BPR looked at business processes in a new light and cut across traditional departmental, functional, and organizational boundaries. The early BPR initiatives focused on designing business processes on an end-to-end basis and involved significant change management programs as departments or functional areas were removed and replaced with co-located cross-functional teams. The early initiatives focused on organizational strategies and looked at better ways to accomplish them. These better ways consisted to a large degree on changing manual workflows, which in turn changed how people performed work and executed their responsibilities. The focus was on people, and it would take a number of years for information technology to catch up and be positioned to support the demands of BPR initiatives. By the way, the reengineering of processes — like the other catchphrase of recent times, the "reinventing of the corporation" — does not necessarily entail downsizing, layoffs, or (as they call it in the U.K.) redundancy of the workforce. Where successfully done, BPR does result in improving competitive position and most likely a healthier bottom line for the organization. Knowledge objectives z Describe business process modelling and BPR. z Identify how BPR relates to enterprise systems. z Summarize the critical success factors of BPR. z Identify and provide examples of BPR methodology and software tools. z Describe the importance of change management in BPR. z Explain differences and similarities between continuous process improvement and BPR. Skill competencies z Develop the criteria needed to introduce a BPR program. Business Process Integration Module 2 • 1
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
z Select a methodology for the introduction of a BPR program. Professional values z None specific to this module. Topics Assessment preview At the end of this module, you will be required to complete (and submit for marking) an assignment comprising true/false, multiple-choice, issue/scenario, and online research questions. You will need to go online to do some research in order to be able to complete the longer questions. Reading and research
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 26

module 2 - Module 2: Business process modelling the human...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online