Business Process - Paul Harmon Executive Editor BPTrends www.bptrends.com Here's a quick overview of the kinds of problems that business process

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Copyright BPTrends 2009 Paul Harmon Executive Editor BPTrends www.bptrends.com Here's a quick overview of the kinds of problems that business process practitioners confront. A process redesign team ignores any one of these problem areas at its peril. Incomplete redesigns come back to haunt the team that thought they could solve a specific problem while ignoring other key problems. Business Process Problems Business process improvement is a complex undertaking. In other advisors I have described some of the different traditions that guide business process practitioners. The three major schools include Lean-Six Sigma, a tradition derived from quality control, Information Technology (IT), a tradition that emphasizes software automation and decision support, and the management tradition that emphasizes managing business processes to improve corporate performance. Each tradition emphasizes different things, but they share the common goal of improving the ways organizations structure and manage processes to create shareholder value. We’ve recently read several articles defining the kinds of things that process practitioners ought to be aware of or listing the competencies that process practitioners ought to have. I’ve decided to offer my own list. In fact, I am using a model that those of us who work together in BPTrends Associates use in our training and consulting engagements, so it really represents the collective wisdom of a team of consultants who have all been working at process change for decades. As with the different traditions, different BPTrends consultants would emphasize different aspects of the whole, depending on the maturity of the client, or the particular problems a given client was struggling with. Figure 1, however, is design to capture all the aspects that one might want to manipulate. If you wanted to generalize this a bit, you can forget business process practitioners, and simply ask what levers a manager would need to control if he or she were to improve the process he or she managed. It comes to the same thing: How can you improve the way work is done?
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Copyright BPTrends 2009 Figure 1. Sources of process problems. Let’s start in the center, with the yellow “arrow” labeled Process . Many assume the if we simply define a process and analyze the activities and the flow between them, we have captured the essence of process work. In fact, although a given problem usually begins with a focus on a specific process, it often evolves beyond that focus rather quickly. To get started, however, let’s focus on a process. A process takes some set of inputs, transforms them, and generates some outputs of value to a customer. We would like each process to transform the inputs into outputs in the most efficient possible manner. That means we should examine each activity to assure that it is necessary and adds value to the final outputs. In a similar way, we want to see how work flows between activities to assure that
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This note was uploaded on 03/23/2011 for the course COMPUTER S DIT09M1-10 taught by Professor Saman during the Spring '10 term at Sheffield Hallam.

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Business Process - Paul Harmon Executive Editor BPTrends www.bptrends.com Here's a quick overview of the kinds of problems that business process

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