6. Modelling Business Processes

Question 1

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

Answer 1

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

Question 2

What is the purpose of modelling business processes for a Business

Answer 2

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

Question 3

What is a business process

Answer 3

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

Question 4

What is business process modelling

Answer 4

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

Question 5

Why is modelling business processes becoming more important

Answer 5

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

Question 6

What is the functional view of an organisation

Answer 6

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

Question 7

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

Answer 7

Customers
Employees
Regulators
Suppliers
Partners
Owners
Managers
Competitors

Question 8

Name the key project stakeholders involved in process mapping

Answer 8

Process owner
Business Architect
Business analyst

Question 9

What are the 3 hierarchies of business processes

Answer 9

processes
tasks
steps

Question 10

What are the 2 main types of process modelling

Answer 10

As is

To be

Question 11

What is the organisational model for processes

Answer 11

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

Question 12

What is a mission statement

Answer 12

The purpose of an organisations process model

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

Question 13

What is SIPOC

Answer 13

Process of evaluating all factors involved from supplier to customer

Supplier 
input
Processes > Tasks
Output
(Value to) Customer

Question 14

What is Value Chain Analysis? Name the 3 overiding elements

Answer 14

Used to structure thinking and identify processes

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

Question 15

Name 2 examples of Value adding

Answer 15

Firm infrastructure
Human Resource Management
Technology Department
Procurement

Question 16

Name 2 examples of Value enabling activities

Answer 16

Inbound logistics
Operations
Outbound logistics
Marketing and Sales
Services

Question 17

What is the Value proposition

Answer 17

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

Question 18

Name the 3 process trigger types

Answer 18

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

Question 19

What are business process measures

Answer 19

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

Question 20

Name 2 techniques for modelling processes

Answer 20

Flowcharts
Swim lane diagrams
BPMN
UML Activity diagram

Question 21

All process maps should have;

Answer 21

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

Question 22

What is an actor in process modelling?

Answer 22

The person or system responsible for performing a task

Question 23

How do we represent flow in PM

Answer 23

Arrows

Question 24

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

Answer 24

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.

Question 25

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

Answer 25

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

Question 26

What should be considered when analysing the work flow

Answer 26

``` Number of actors and handoffs Identify bottlenecks Sequening Control Appropriate start and end ```

Question 27

What common problems are there when PM-ing

Answer 27

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

Question 28

Name 3 things to consider when analysing a task

Answer 28

``` 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 ```

Question 29

When should business rules be challenged

Answer 29

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

Question 30

Types of business rules

Answer 30

External constraints (regulations/legalities) Internal policies Internal procedures

Question 31

Name a type of external constraint

Answer 31

Legal | Regulatory

Question 32

How can we improve processes

Answer 32

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

Question 33

Name 2 implementation strategies

Answer 33

Pilot Phased Direct Changeover Parallel run

Question 34

Name a common implementation issue

Answer 34

Organisational design Skills of staff Change management Impact and risk

Question 35

What should be considered when planning a transition

Answer 35

``` 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 ```

Question 36

How can we support the transition

Answer 36

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

Question 37

What is a process metric and give an example

Answer 37

A metric is used to access and evaluate process performance, normally time based i.e. Number of complaints made per month

Question 38

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

Answer 38

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

Question 39

Why may there be a need for business improvement

Answer 39

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