...Business performance management is a set of management and analytic processes that enables the management of an organization's performance to achieve one or more pre-selected goals. Synonyms for "business performance management" include "corporate performance management (CPM)"[1] and "enterprise performance management".[2][3] Business performance management is contained within approaches to business process management.[4] Business performance management has three main activities: selection of goals, consolidation of measurement information relevant to an organization’s progress against these goals, and interventions made by managers in light of this information with a view to improving future performance against these goals. Although presented here sequentially, typically all three activities will run concurrently, with interventions by managers affecting the choice of goals, the measurement information monitored, and the activities being undertaken by the organization. Because business performance management activities in large organizations often involve the collation and reporting of large volumes of data, many software vendors, particularly those offering business intelligence tools, market products intended to assist in this process. As a result of this marketing effort, business performance management is often incorrectly understood as an activity that necessarily relies on software systems to work, and many definitions of business performance management explicitly...
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...Business Process Management Methodology 1 Introduction From Wikipedia, we copy: «A business process is a set of linked activities that create value by transforming an input into a more valuable output. Both input and output can be artifacts and/or information and the transformation can be performed by human actors, machines, or both. There are three types of business processes: 1. Management processes - the processes that govern the operation. Typical management processes include "Corporate Governance" and "Strategic Management". 2. Operational processes - these processes create the primary value stream, they are part of the core business. Typical operational processes are Purchasing, Manufacturing, Marketing, and Sales. 3. Supporting processes - these support the core processes. Examples include Accounting, Recruitment, IT-support. A business process can be decomposed into several sub-processes, which have their own attributes, but also contribute to achieving the goal of the super-process. The analysis of business processes typically includes the mapping of processes and sub-processes down to activity level. Activities are parts of the business process that do not include any decision making and thus are not worth decomposing (although decomposition would be possible), such as "Answer the phone", "produce an invoice".» A business process is a systematic approach of the enterprise, where its activities are examined as revenue generating and value adding transformations of...
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...Faculty of Business and Law MPM 701 –Business Process Management Trimester 3， 2010 Group Assignment Tim’s Dynometers Pty Ltd Jing Jing Wu 25% 212383709 Xu bi 25% 212382669 Lantian Zhang 25% 900392452 Yang Zhou 25% 212338171 UNIT: MPM701 LECTURER: Mike Bengough DUE DATE: 11/01/2013 WORD COUNT: 1936 Table of Contents 1. BPM and Strategy……………………………………….……….…..………. 3 2. Problem Analysis.........……………………………….……….………………5 3. Proposed Solution ……..…………………..…………………………………..8 4. Solution Considerations.................................................................….……......11 5. Recommendations.………...........................................................…..……..….13 Reference List………...…………………………………………………….……14 List of Figures and Tables Figure 1: Gap model…………………...................................................................5 Figure 2: ‘As Is’ process diagram………………..................................................6 Figure 3: Project Scoping Diagram........................................................................7 Figure 4: ‘To-Be’ Processes Flow Diagram...........................................................9 Executive Summary The assignment aims to investigate the causes for the business process problem in Tim’s Dynometers Pty Ltd, with recommendations...
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...Today companies are facing fast changing business environment, changing customer needs and expectations, fast changing technologies and product life cycles in globalization within this environment today’s managers has to ensure long term business for their company. And in growing market its now important respond to this by investing in innovative new product and marketing strategies, but they also have to concern about optimising cost, time scale, product recourses in order to increase efficiency. Processes acts as building blocks of an enterprise and it include all the employees and systems that exist within enterprise. Therefore every company has to manage their business processes. At this situation “Business Process Management (BPM)” theories comes in to action. "BPM is a management practice that provides for governance of a business's process environment toward the goal of improving agility and operational performance. BPM is a structured approach employing methods, policies, metrics, management practices and software tools to manage and continuously optimize an organization's activities and processes." – David McCoy, Gartner Research Report In this report I explain about how BPM benefits to enterprise using real world examples. I research about following enterprises/organizations which implement BPM. Midwestern hospital Case Study. Let’s take Midwestern Hospital case study. It’s one of the largest and Popular Cancer Hospitals in United States. In order to gain more...
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...Strategic and Tactical Planning • Business Process flow and procedures This document summarizes the methodologies employed to complete the review and presents our findings and recommendations. Throughout this document we utilize terms such as will, should consider, and shall, for example, with respect to our recommendations to Dynatrix. We believe each recommendation should be evaluated and implemented after consideration of approach, cost effectiveness and the inclusion of new information in the decision. Firstly, Dynatrix has no clear defined Strategies and continues to use manual processes and systems to manage and operate. The management techniques, business processes and systems are ill prepared to excel in today’s global market. Dynatrix must accept the changes required in its current situation whilst fostering the concept of continuous improvement. Key to future success will be the requirement for all personnel to work toward a common goal that strategically aligns the organisation. The primary facets that support the notion of continuous improvement include: • Fostering an environment that will embrace the need for change by equipping staff and the firm with adequate resources; • Introducing a unified strategy that every member of the organisation can work toward to satisfy operational and strategic objectives; • Continuous improvement directed at the functional alignment of the organization and the underlying business processes to achieve day to day...
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...MPM701 BUSINESS PROCESS MANAGEMENT WRITTEN ASSIGNMENT TRIMESTER 2, 2011 Name:Tinajit Kaur Kalwant Singh Student No: 211663781 Contribution: 33.3% Name: Howe Soo Ling Melissa Student No: 211658753 Contribution: 33.3% Name: Hui Li Student No: 211171354 Contribution: 33.3% Executive Summary The key to have a competitive advantage in an organization is to constantly improve its business processes. BPM enables effective and efficient process developments by creating an agile organization that can react quickly to customer demands, streamline business processes, enhance integrity and timeliness in production, respond accordingly to changes in business operations and policies and improve risk management capabilities through process consistency. In this context, Ben’s most urgent problem is the paper based manual methods to get things done and not having any streamlined and computer based business processes in the organization. In order to help Omnicron establish a high-efficient working process, Enterprise Resource Planning is introduced which is expected to impose positive influence on Sale, Production, Procurement, Inventory, Finance and Accounting. By implementing ERP, a number of previous crossed workflows can be integrated reasonably. At the same time all information used to be processed or saved on paper begins to be stored and shared in a central information data accessed by various relative departments, thus save time and cut cost for Omnicron...
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...Changes in BPM[edit] Roughly speaking, the idea of business process is as traditional as concepts of tasks, department, production, and outputs..[citation needed] The management and improvement approach as of 2010, with formal definitions and technical modeling, has been around since the early 1990s (see business process modeling). Note that the IT community often uses the term "business process" as synonymous with the management of middleware processes; or as synonymous with integrating application software tasks. This viewpoint may be overly restrictive - a limitation to keep in mind when reading software engineering papers that refer to "business processes" or to "business process modeling". Although BPM initially focused on the automation of business processes with the use of information technology, it has since been extended[by whom?] to integrate human-driven processes in which human interaction takes place in series or parallel with the use of technology. For example (in workflow systems), when individual steps in the business process require deploying human intuition or judgment, these steps are assigned to appropriate members within the organization. More advanced forms such as "human interaction management"[6][7] are in the complex interaction between human workers in performing a workgroup task. In this case, many people and systems interact in structured, ad hoc, and sometimes completely dynamic ways to complete one to many transactions. BPM can be used to understand...
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...of Surrey, Guildford, UK Jon M. Kleinberg Cornell University, Ithaca, NY, USA Alfred Kobsa University of California, Irvine, CA, USA Friedemann Mattern ETH Zurich, Switzerland John C. Mitchell Stanford University, CA, USA Moni Naor Weizmann Institute of Science, Rehovot, Israel Oscar Nierstrasz University of Bern, Switzerland C. Pandu Rangan Indian Institute of Technology, Madras, India Bernhard Steffen TU Dortmund University, Germany Madhu Sudan Microsoft Research, Cambridge, MA, USA Demetri Terzopoulos University of California, Los Angeles, CA, USA Doug Tygar University of California, Berkeley, CA, USA Gerhard Weikum Max Planck Institute for Informatics, Saarbruecken, Germany Richard Hull Jan Mendling Stefan Tai (Eds.) Business Process Management 8th International Conference, BPM 2010 Hoboken, NJ, USA, September 13-16, 2010 Proceedings 13 Volume Editors Richard Hull IBM Research, Thomas J. Watson Research Center 19 Skyline Drive, Hawthorne, NY 10532, USA E-mail: hull@us.ibm.com Jan Mendling Humboldt-Universität zu Berlin, Institut für Wirtschaftsinformatik Unter den Linden 6, 10099 Berlin, Germany E-mail: contact@mendling.com Stefan Tai Karlsruhe Institute of Technology (KIT) Englerstraße 11, Gebäude 11.40, 76131 Karlsruhe, Germany E-mail: stefan.tai@kit.edu Library of Congress Control Number: 2010933361 CR Subject Classification (1998): D.2, F.3, D.3, D.1, D.2.4, F.2 LNCS Sublibrary: SL 3 – Information Systems and Application, incl. Internet/Web and HCI ISSN...
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...Gartner Business Process Management Summit 2013 13 – 14 March | London, UK | gartner.com/eu/bpm Aspire, Challenge, Transform: Driving Breakthrough Business Performance TriP rePorT The annual Gartner Business Process Management Summit was held on 13 – 14 March 2013, at the Park Plaza Westminster Bridge. This report summarizes and provides highlights from the event. SAve The DATe The Gartner Business Process Management Summit 2014 will take place on 19 – 20 March in London, UK. We hope to see you again! overview This year’s event was focusing on helping delegates break free from small scale, iterative BPM projects to deliver truly game-changing business transformation. In the opening presentation of the summit, Summit Chair John Dixon invited you to aspire to greater things, to challenge the status quo in your organizations and to transform your organizations using BPM. We carried this theme into our keynotes and track presentations, and we hope it has helped to spark some new ideas that will make a difference to you and your organization. TABle of ConTenTS Park Plaza Westminster Bridge, London, UK Tina Nunno speaking at the Gartner Business Process Management Summit 2013 2 3 5 Key Take-Aways Keynote Sessions Top of Mind Concerns — What Attendees Asked About Top 10 Most-Attended Sessions Attendee Snapshot Top 10 best-rated sessions Sponsors Post Event Resources 5 5 6 7 8 © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a...
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...As we know, business processes are critical to success of companies. This Business Process Management (BPM) simulation game gives us a better understanding of how the effective BPM impacts the whole business operation system. Also, this game demonstrates how we should do to improve the business process to make it more interconnected, intelligent and sustainable. From this game, we can see how BPM allows me to alter critical business process that affect not only the profit and customer satisfaction but also the environmental factors. In this game, firstly, we are given a HEAT map. The HEAT map is a component-based model of the company. It presents three types of management activity performed: Direct activities, Control activities and Execute activities. Also it shows us many groups of related business activities. It is a graphical representation of data where the concentrations of questionable factors are represented by corresponding colors in the model. This model provides us the useful information to analyze the current operation of AFTER, and helps us find out which area we should focus on to improve the process management. Then, we are required to create “As-Is” process maps. In order to pick a model that best fit the company, we have to know what’s the need of the company, what’s the problem the company is facing now and then decide how to solve these problems by improve the “As-Is” process. There are four tasks in the process, which are “collect caller information”...
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...A CRITICAL ANALYSIS OF THE ARTICLE “THE CRITICAL SUCCESS FACTORS OF BUSINESS PROCESS MANAGEMENT” WRITTEN BY TRKMAN (2010) COHORT 5 (BSS001-6) TABLE OF CONTENTS Pg 1. Executive summary……………………………………………………….......3 2. Introduction……………………………………………………………….…....4 3. Importance of the Study……………………………………………………....5 * BPMs relevance & Importance to Information Systems……………...5 4. Research problems and significance………………………………….........6 5. Contributions and originality……………………………………………...….7 6. Theoretical arguments………………………………………………………..8 *The Contingency Theory……………………………………………...….8 * Dynamic Capabilities Theory:……………………………………..…….9 *Task Technology Fit………………………………………………..….….9 7. Research methods ……………………………………………………..….....9 *An outline of the methods used for the research study……..…......…9 *Description of methods…………………………………………….......10 *Analysing the Methods suitability for the study………………………10 8. Key Findings of the study ………………………………………………..…12 9. Research Limitations ……………………………………………………….13 10. Suggestions for future research……………………………………….….14 11. Conclusion…………………………………………………………………...15 12. References…………………………………………………………………..16 13. Appendix* EXECUTIVE SUMMARY According to Zairi’s (1997) definition, BPM...
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...Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management Business and management...
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...Business Man 1 Intro to Bus Man as science - Study Unit 1 & 2 Man science uses a scientific approach to solver many problems. Used in variety of orgs to sove different types of problems. Encompasses a logicical mathematical approach to problem solving 1.1 Man science process • Observation - Identification of a problem that exists in the system or organization. • Definition of the Problem - problem must be clearly and consistently defined showing its boundaries and interaction with the objectives of the organization. • Model Construction - Development of the functional mathematical relationships that describe the decision variables, objective function and constraints of the problem. • Model Solution - Models solved using management science techniques. • Model Implementation - Actual use of the model or its solution. 1.2 Factors of production Natural resources i.e. crude oil Capital i.e. investors Labour i.e. technical and academic Entrepeneurship i.e. takes capital and link labour and natural resouces combined with risk to provide goods and services. Knowledge i.e. to determine wants and needs quickly and to respond to them with products and services. 1.3 3 Most NB Economic systems = Capatalism, Socialism and Communism 1.3.1 Capatalism Free market system Built on principles of private ownership Is based on the right to make a profit, right to compete and the right to own property. System is market driven and the solutions to a country's economic problems...
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...1 Case Study : Sinosteel Strengthens Business Management with ERP Applications SUMMARY: China’s state owned strategic resources enterprise Sinosteel Corporation uses Oracle Enterprise Resource Management (ERP) to strengthen its business management and global reach. Case: Sinosteel Corporation (abbreviated as Sinosteel) is a central enterprise under the administration of the State-Owned Assets Supervision and Administration Commission. There are 76 subsidiaries under the administration of Sinosteel, among which 53 are in China and 23 abroad, the revenue from core businesses reaches RMB 111 billion in 2008. Chinese currency is called the Renminbi (RMB), and it is currently trading at .146 US dollars in 2009. Sinosteel is mainly engaged in developing and processing of metallurgical mineral resources, trading and logistics of metallurgical raw materials and products, and related engineering technical service and equipment manufacture. It is a large multinational enterprise with core businesses engaging in resources development, trade & logistics, engineering project and science & technology, equipment manufacturing and specialized service, providing comprehensive auxiliary service for steel industry, especially steel mills. Sinosteel is organized as decentralized, multi-business unit firm. Like most rapidly growing global firms, Sinosteel has grown through the acquisition of hundreds of small companies, and many medium to large size companies. In the...
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...Page » Business and Management Business Strategy In: Business and Management Business Strategy Section B: Strategic Management (50 Marks) Objectives: (a) To develop an understanding of the general and competitive business environment, (b) To develop an understanding of strategic management concepts and techniques, (c) To be able to solve simple cases. Contents 1. Business Environment General Environment–Demographic, Socio-cultural, Macro-economic, Legal/political, Technological, and Global; Competitive Environment. 2. Business Policies and Strategic Management Meaning and nature; Strategic management imperative; Vision, Mission and Objectives; Strategic levels in organisations. 3. Strategic Analyses Situational Analysis – SWOT Analysis, TOWS Matrix, Portfolio Analysis – BCG Matrix. 4. Strategic Planning Meaning, stages, alternatives, strategy formulation. 5. Formulation of Functional Strategy Marketing strategy, Financial strategy, Production strategy, Logistics strategy, Human resource strategy. 6. Strategy Implementation and Control Organisational structures; Establishing strategic business units; Establishing profit centres by business, product or service, market segment or customer; Leadership and behavioural challenges. 7. Reaching Strategic Edge Business Process Reengineering, Benchmarking, Total Quality Management, Six Sigma, Contemporary Strategic Issues. The Nature of Strategic Management The...
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