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Business Analysis Oral exam revision > 6. Modelling Business Processes > Flashcards

6. Modelling Business Processes Flashcards

1
Q

What is the purpose of modelling business processes for a Business analyst

A

Support for requirements engineering
Support for the business case
Support for testing

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2
Q

What is the purpose of modelling business processes for a Business

A 
To identify how we can improve a process
To identify where new functions or solutions may be required
- Identify opportunities for IT
To confirm and communicate understanding of a process
To explain the workings of a process
To ensure consistency
Achieve standards
Satisfy regulatory bodies
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3
Q

What is a business process

A

The means by which an organisation carries out its internal operations and delivers its products and services to its customers

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4
Q

What is business process modelling

A

The activity of representing processes in a visual manner so that they can be analysed and improved upon

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5
Q

Why is modelling business processes becoming more important

A

There is increasing complexity in business processes and the supporting technology due to increasing regulations, technological opportunities, the move from functional view of an organisation to process view

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6
Q

What is the functional view of an organisation

A

A traditional view of an organisation based on it’s specialist functional areas, e.g, Marketing, Sales, HR, Accounts

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7
Q

Name 2 generic stakeholder groups who could be involved with process modelling

A 
Customers
Employees
Regulators
Suppliers
Partners
Owners
Managers
Competitors
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8
Q

Name the key project stakeholders involved in process mapping

A

Process owner
Business Architect
Business analyst

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9
Q

What are the 3 hierarchies of business processes

A

processes
tasks
steps

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10
Q

What are the 2 main types of process modelling

A

As is

To be

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11
Q

What is the organisational model for processes

A

A method of documenting the key high level process of an organisation, the process view of an organisation.

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12
Q

What is a mission statement

A

The purpose of an organisations process model

e.g. Nike ‘To bring inspiration and innovation to every athlete in the workd’

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13
Q

What is SIPOC

A

Process of evaluating all factors involved from supplier to customer

Supplier 
input
Processes > Tasks
Output
(Value to) Customer
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14
Q

What is Value Chain Analysis? Name the 3 overiding elements

A

Used to structure thinking and identify processes

Value adding activities
- Input to output
Value enabling activities
- Support technologies
Value proposition
- Value delivered to customer
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15
Q

Name 2 examples of Value adding

A

Firm infrastructure
Human Resource Management
Technology Department
Procurement

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16
Q

Name 2 examples of Value enabling activities

A 
Inbound logistics
Operations
Outbound logistics
Marketing and Sales
Services
17
Q

What is the Value proposition

A

Definition of product or service that shows the organisation can understand and satisfy customer need

18
Q

Name the 3 process trigger types

A

External (Originate outside organisation)
Internal (Originate inside organisation)
Time (Regular occurrences at predefined or scheduled points in time)

19
Q

What are business process measures

A

Metrics and measures used to assess and evaluate the process performance within sole control of organisation

20
Q

Name 2 techniques for modelling processes

A

Flowcharts
Swim lane diagrams
BPMN
UML Activity diagram

21
Q

All process maps should have;

A 
Actors
Start point (Triggers)
Tasks
Clear process flow
Decisions (Optional)
End point
22
Q

What is an actor in process modelling?

A

The person or system responsible for performing a task

23
Q

How do we represent flow in PM

A

Arrows

24
Q

What is a business rule and how do we identify in PMs

A

A business rule is a constraint or guidance provided by the business or the business processes. How the process is carried out in accordance with these rules is documented in the mapping, The reasoning behind why a processes in carried out should be identified in the supporting information to the mapping.

25
Q

How is PM-ing beneficial in identifying problems with as-is processes

A

Process mapping helps to break down seemingly simple processes into their tasks and steps, in doing so we can identify where this is a large complexity or delay to certain tasks and processes visually, that may not have been as recognisable before

26
Q

What should be considered when analysing the work flow

A 
Number of actors and handoffs
Identify bottlenecks
Sequening
Control
Appropriate start and end
27
Q

What common problems are there when PM-ing

A

Complexity
Lack of analysis
Missing steps
Confusion over ownership of task/step

28
Q

Name 3 things to consider when analysing a task

A 
Clarity
Duplication
Redundancy (out of date/unused)
Over-complexity
Inconsistency
Completeness
Quality of output
- To customer or next task
Value added/enabled
Availability and quality of resources
- Plant, Machinery, Equipment, Material, IT
29
Q

When should business rules be challenged

A

If they appear to be outdated, unrealistic, an assumption of something, only if it is an internal procedure! Policy and external constraints shouldn’t be challenged

30
Q

Types of business rules

A

External constraints (regulations/legalities)
Internal policies
Internal procedures

31
Q

Name a type of external constraint

A

Legal

Regulatory

32
Q

How can we improve processes

A

From “AS IS” - (Identifying bottlenecks, delays, complexity and helping to simplify processes, )
Developing them from customer needs (Output focused)
From required activities (Bottom up)
From required business events (Top down)

Simplification, automation, refinement, implementing new functions

33
Q

Name 2 implementation strategies

A

Pilot
Phased
Direct Changeover
Parallel run

34
Q

Name a common implementation issue

A

Organisational design
Skills of staff
Change management
Impact and risk

35
Q

What should be considered when planning a transition

A 
Simulating and refining To be process
Estimating Resource usage
Organisational redesign
Staff roles and skill profiles
Staff level changes
Benefits realisation
Decommissioning the as is
36
Q

How can we support the transition

A

Support culture change
create change agents
Monitor individuals reactions to change and meet needs of support
Monitor continuous improvement
Resolve conflicts between process and functional management

37
Q

What is a process metric and give an example

A

A metric is used to access and evaluate process performance, normally time based

i.e. Number of complaints made per month

38
Q

For the process of ‘Sell credit card’ give the event, event type, beneficiary, outcome and metric

A 
Event - Customer requires credit card
Event type - External
Beneficiary - Customer
Outcome - Customer receives credit card
Metric - Time taken to complete the process
39
Q

Why may there be a need for business improvement

A 
Re organisations
Mergers
Acquisitions
Partnerships
Supply Chain collaboration
Growth/Shrinkage
Requirement to be flexible, adaptable, scalable

Business Analysis Oral exam revision (14 decks)

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